ETHIOPIAN CIVIL SERVICE UNIVERSITY

COLLEGE OF LEADERSHIP & GOOD GOVERNANCE

DEPARTEMENT OF LEADERSHIP & GOOD GOVERNANCE

PRACTICES & CHALLENGES OF STAFF TURNOVER: THE CASE

OF NATIONAL ARCHIVES & LIBRARY AGENCY, IN THE
MINISTRY OF CULTURE & TOURISM.

By
Dereje Tesfaye Girma

June, 2020
Addis Ababa, Ethiopia
 ETHIOPIAN CIVIL SERVICE UNIVERSITY
COLLEGE OF LEADERSHIP & GOOD GOVERNANCE
DEPARTEMENT OF LEADERSHIP & GOOD GOVERNANCE

PRACTICES & CHALLENGES OF STAFF TURNOVER: THE CASE

OF NATIONAL ARCHIVES & LIBRARY AGENCY, IN THE
MINISTRY OF CULTURE & TOURISM.

By
Dereje Tesfaye Girma

A Thesis Submitted To College Of Leadership & Good Governance Of Ethiopian Civil Service
University In Partial Fulfillment Of The Requirement For The Masters of Arts Degree In
Leadership And Good Governance.

Advisor: Dr. Mulatu Takele

June, 2020
Addis Ababa, Ethiopia
 DECLARATION

I, Dereje Tesfaye Girma, hereby declare that this thesis entitled “Practices & Challenges of Staff
Turnover: The Case of National Archives & Library Agency, In the Ministry of Culture & Tourism”
submitted by me for the award of the degree of Masters of Art. It is my original work and it has not
been submitted to any other College, Institution or University other than the Ethiopian Civil Service
University for Academic Credit. All references and materials used for this research have been noted
correctly.

Name: - Dereje Tesfaye Girma (ID No. ECSU 1701682)

Signature:-______________________________
Place: - Ethiopian Civil Service University, College of Leadership & Good Governance.
Date of Submission: - ______________________________

I hereby certify that I have read this thesis prepared under my direction and recommend that it be
accepted as fulfilling the thesis requirement.

_________________________ ________________ _________________

Name of thesis Advisor Signature Date
 APPROVAL SHEET OF THESIS
As members of the Examining Board of the Final MA Open Defense, we certify that we have read &
evaluated the thesis prepared by DEREJE TESFAYE GIRMA entitled Practices & Challenges of Staff
Turnover: The Case of National Archives & Library Agency, In the Ministry of Culture & Tourism.
And recommend that it be accepted as fulfilling the thesis requirement for the degree of MA in
Leadership & Good Governance.

APPROVED BY BOARD OF EXAMINERS

______________________ _____________ ________________

Name of Major Advisor Signature Date

_______________________ ____________ ______________

Name of Chair Person Signature Date

________________________ _____________ ______________

Name of Internal Examiner Signature Date

________________________ _____________ ______________

Name of External Examiner Signature Date
 ACKNOWLEDGEMENT
I would first like to thank my Lord and Savior, Jesus Christ, who proposed to me, brought me up from
the dust, made simpler and easy every moment throughout the whole study of this paper and reserved
me at this level. This was an incredible journey which I will never forget. I wish to thank everyone and
to acknowledge the following:
I would love to thank my respected advisor Dr. Mulatu Takele for his kind & heartfelt support &
guidance. Thank you for all your words of encouragement and support throughout my graduate courses
as well as valuable comments throughout the entire work of this study & for finalization of this study.
My darling wife Tsehay & My darling son Amanuel, I owed a lot to you and I love you from the
bottom of my heart. Thank you to make my life joyful and tasteful. You have been my courage and
strength in all phases of this study.
I also extend my thanks to Sileshi Bekele for his absolute love and supporting everything necessary for
my thesis work process.
I extend my deepest gratitude to the department of Leadership & Good Governance of Ethiopian Civil
Service University for their cooperation by giving a letter of support to gather relevant information
from different areas and groups. The knowledge and wisdom I have learned from each of the staff
members will guide my professional life in the future.
Last but not least, I want to thank all the respondents and the research participants' staff of the National
Archives and Library Agency for their cooperation in filling out the questionnaire and giving responses
to my interviews.

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 AUTHOR’S BIOGRAPHY
The Author was born in 1979 at Adigrat City Administration, East Tigray Zone, and Tigray Regional
State. He has attended his elementary education in Atse Thewoderos Elementary School &
Dejjazemach Umer Semeter Junior secondary school in Addis Ababa, a secondary school in Higher 7
& Addis Ketema (in Addis Ababa), Jijiga secondary school (In Jijiga), Buee Secondary school (in
Guraghe zone). He joined Bonga College of Teachers Education & Jimma University since 2006 &
2009 and took his Diploma & BA Degree in Social Science & History & Heritage Management in 2008
& 2013 respectively. He has worked in different regions of the country as a teacher for 6 years,
Ministry of Culture & Tourism (National Archive & Library Agency) & Ministry of Education for 4
years as a senior expert. He has joined the College of Leadership & Good Governance, Ethiopian Civil
Service University for his post-graduate studies in Leadership & Good Governance in September 2018.

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 DEDICATION
This work is dedicated to the All-Powerful God whose mercies, compassion, encouragement, and
protection guided me through it all. Also, I dedicate this work to my beloved wife (Tsehay Mengistu),
our wonderful child (Amanuel Dereje) and friends (Sileshi Bekele & Daniel Birhanu) whose prayers,
investment, support, and encouragement to enable me to complete the study.

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 ACRONYMS
CIPD: Chartered Institute of Personnel & Development
ENALA: Ethiopia National Archive and Library Agency
HR: Human Resources
HRM: Human Resources Management
MOCT: Ministry of Culture & Tourism
NALA: National Archive and Library Agency
SPSS: Software Package for Social Science

iv
 TABLE OF CONTENTS
Contents page
ACKNOWLEDGEMENT .................................................................................................................. i
AUTHOR‟S BIOGRAPHY ............................................................................................................... ii
DEDICATION ..................................................................................................................................iii
ACRONYMS .................................................................................................................................... iv
TABLE OF CONTENTS ................................................................................................................... v
LIST OF TABLES .......................................................................................................................... viii
LIST OF FIGURES ........................................................................................................................... ix
ABSTRACT ....................................................................................................................................... x
CHAPTER ONE ................................................................................................................................ 1
INTRODUCTION .............................................................................................................................. 1
1.1 Background to the study .................................................................................................................. 1
1.2 Statement of the problem ................................................................................................................. 3
1.3 Objectives of the study..................................................................................................................... 5
1.3.1 General objective .................................................................................................................. 5
1.3.2 Specific objectives ................................................................................................................ 5
1.4 Significance of the study .................................................................................................................. 5
1.5 Scope of the study ............................................................................................................................ 6
1.6 Limitations of the study ................................................................................................................... 6
1.7 Operational definitions of the key terms .......................................................................................... 6
1.8 Organizations of the study ............................................................................................................... 7
CHAPTER TWO................................................................................................................................ 8
REVIEW OF RELATED LITERATURE ......................................................................................... 8
2.1 Theoretical Concepts ....................................................................................................................... 8
2.1.1 Concepts and Definition of Turnover ................................................................................... 8
2.1.2 Types of turnover .................................................................................................................. 9
2.1.3 Causes of Employee Turnover ............................................................................................ 10
2.1.4 Challenges of staff turnover in the organizational performance......................................... 15
2.1.5 Methods for reducing employee turnover ........................................................................... 16
2.2 Empirical studies ............................................................................................................................ 17
2.3 Conceptual framework of the study ............................................................................................... 18
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 CHAPTER THREE .......................................................................................................................... 20
RESEARCH METHODOLOGY ..................................................................................................... 20
3.1. Background of the Organization ................................................................................................... 20
3.2 Types & approaches to research design ......................................................................................... 20
3.2.1 Research approach .............................................................................................................. 20
3.2.2 Research Design ................................................................................................................. 20
3.3 Sampling and Sample Design ........................................................................................................ 21
3.3.1 Target population ................................................................................................................ 21
3.3.2 Sampling techniques ........................................................................................................... 21
3.3.3 Sample & sample size ......................................................................................................... 22
3.4 Types, sources & methods of data collection ................................................................................ 23
3.4.1 Data sources & types .......................................................................................................... 23
3.4.2 Methods & tools of data collection ..................................................................................... 24
3.4.3 Reliability & validity testing............................................................................................... 25
3.4.4 Procedures of data collection .............................................................................................. 26
3.5 Method of data analysis ................................................................................................................. 26
3.5.1 Data processing ................................................................................................................... 26
3.5.2 Data analysis techniques ..................................................................................................... 27
3.6 Ethical considerations .................................................................................................................... 27
CHAPTER FOUR ............................................................................................................................ 28
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA ...................................... 28
4.1: Respondents' Demographic Information ...................................................................................... 29
4.2 Actual Reasons for Employees Turnover ...................................................................................... 31
4.2.1 Cases of employee turnover ................................................................................................ 31
4.2.2 The level of overall employee turnover in the organization ............................................... 32
4.3 The Practices of Staff Turnover in the NALA. .............................................................................. 33
4.3.1 Practices related to demographic variables for employees leaving or staying the organization
(NALA) ........................................................................................................................................ 33
4.3.2 Practices related to payment and incentive factors for employees leaving NALA ............ 37
4.3.3 Practices related to professionalism and seniority factors for employees leaving NALA . 41
4.3.4 Practices of staff Turnover related to different work cases that related to employees leaving or
staying the organization ............................................................................................................... 45

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 4.3.5 Practices related to Staff/management for employees leaving NALA. .............................. 48
4.4 The Challenges of Staff Turnover in NALA. ................................................................................ 54
4.4.1 Challenges related to variables of effects observed on the organization as a result of staff
turnover........................................................................................................................................ 54
CHAPTER FIVE .............................................................................................................................. 58
SUMMARY OF THE MAJOR FINDINGS, CONCLUSION, AND RECOMMENDATION ...... 58
5.1 Summary of the findings ................................................................................................................ 58
5.2 Conclusion ..................................................................................................................................... 60
5.3 Recommendations .......................................................................................................................... 62
5.3.1 Recommendation for Leaders of NALA ............................................................................ 62
5.3.2 Recommendation for Policy Makers. ................................................................................. 63
5.3.3 Recommendation for Further Study. .................................................................................. 63
Reference .......................................................................................................................................... 65
Appendices ....................................................................................................................................... 71

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 LIST OF TABLES
Table1: The rate of Staff Turnover trend at NALA in Three Years‟ ........................................................ 4
Table 2: List of five directorates that have high turnover in the NALA ................................................. 22
Table 3: Target Population & Sample Size ............................................................................................. 23
Table 4: Instrument reliability test ........................................................................................................... 26
Table 5: Respondents Response Rate ...................................................................................................... 28
Table 6: Characteristics of Respondents ................................................................................................. 29
Table 7: Experience of employee turnover .............................................................................................. 32
Table 8: Level of employee turnover in the organization........................................................................ 33
Table 9: Demographic Variables Contribution to Staff Turnover. .......................................................... 34
Table 10: Payment and Incentives variables as a Cause of Staff Turnover............................................. 37
Table 11: Professionalism and Seniority (Variables) Contribute for Staff Turnover .............................. 41
Table 12: Job Satisfaction Variables as a Cause of Staff turnover .......................................................... 45
Table 13: Manager- Employee relationship of staff turnover in the Organization.................................. 48
Table 14: Challenges of Staff Turnover in the organization ................................................................... 54

viii
 LIST OF FIGURES
Figure 1: Types of Turnover ...................................................................................................................... 9
Figure 2: Conceptual framework of the study ......................................................................................... 19

ix
 ABSTRACT
Since some anecdotal information indicates that there is high staff turnover in the NALA, the
researcher likes to explore the actual situation regarding staff turnover in the NALA with a purpose of
making study surveying to assess the main practice and challenges of the staff turnover, its damaging
impact on the productivity of in the organization, to provide a strategy that helps retain employees & to
increase organizational performance. The study was a descriptive survey that used both quantitative
and qualitative approaches. The target population for this study was 75 out of 131 the professional ex-
employees, 14 the current employees and 5 directorate directors. The sampling technique for directors
is purposive (non-probability), for ex-employees (probability) random sampling technique and current
employee convenience (non-probability) were used to select representative samples for the study. The
data were gathered through a structured questionnaire & interview. Two types of questionnaires were
prepared one for ex-employees and one for current employees. The interview was conducted with four
directorate directors. The interviews and document analyses were analyzed qualitatively through
narration for triangulation. For data analysis, descriptive statistics such as the percentage mean and
cross-tabulation were used. The SPSS version 20 for a window is used. Based on The data analysis the
following findings were recorded. Major factors forcing workers to leave the organization were the
main findings: inadequate salaries, training that was not provided equally and appropriately,
dissatisfaction with unmatched positions and abilities and knowledge staff, The incentives offered by
the organization were not dependent on fairness and evaluation of performance; And the greater loss
of skilled and experienced man's power are the main ones. The findings also indicated the following
challenges: reduction of performance, loss of experienced and skilled manpower and incurred cost.
The following solutions are recommended to minimize those problems. A fair wage and market-related
salary to be considered for employees, assign different positions to the employees based on their
qualifications, provide training and developments fairly and appropriately, motivate and encourage
staff to stay in the organization, and involving staff in decision-making will help retain employees.
The researcher is also recommended that further research study should focus on the impact of good
governance on staff turnover & employee retention strategy by considering more variables and more
sample size to come up with results richer than this.
Key Words: Turnover, Employee, Manager, Incentive

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 CHAPTER ONE
INTRODUCTION
This chapter presents the background of the study, statement of the problem, the general & specific
objectives of the study, research questions, and significance of the study, the scope of the study,
limitation of the study, the definition of operational terms and organization of the study are the major
components of the chapter.

1.1 Background to the study

Turnover is the rotation of workers around the labor market, between different companies, occupations
& jobs, and also between states of employment and unemployment (Abassi and Hollman, 2000). The
term employee turnover will come into attention when we speak about employees leaving a certain
organization. This is a very common issue; a lot researched but still keeps being a very challenging
topic in Human Resources (HR) studies. It is also stated by Ivancevich and Glueck (1989), that
employee turnover is the net result of the exit of some employees and the entrance of others to the
organization. Turnover can be harmful to the productivity/performance of a company if skilled workers
often leave and a high percentage of novice workers are in the worker population. Reasons for turnover
can be attributed to both internal and external causes and will vary between different staff organizations
and the individual staff themselves. (Campion, 1991)
Research conducted in sub- Saharan countries like Zambia, Kenya, Nigeria, the Central African
Republic, and South Africa there is a massive exit of an employee from the public sector due to lack of
adequate salaries, allowances, housing and promotion (Kamara, 2002). In some sub-Saharan countries,
staff turnover is also affected by other reasons like tribal conflict, unrest, brain drain, and some
epidemic diseases like HIV/AIDS and Malaria (Coombe, 2002)
In the Ethiopian context, employees of public service organizations have a high level of intentions to
leave their current organizations. The main reasons to leave their current organization is lack of good
governance, lack of infrastructure, economic inflation, job dissatisfaction, discrimination, pursuing
better benefit and education opportunity are among the major causes. ( Bezawit, 2014).
Different factors cause a voluntary turnover. For example, (Noe, R. et al. (1996). has stated that: The
causes of voluntary turnover can either be the response to the low opportunity for higher compensation,
illness, relocation, and maternity which are beyond the control of the system and the reasons such as
poor supervisory practice and unsatisfactory practice. Other writers identify factors such as reaction to

1
stress related to salary and opportunity, and performance evaluation (Murray, 1997). Moreover, low
salary and low administrative support, dissatisfaction with career and dissatisfaction with work
environment, personal reasons, to pursue other job (Ingersoll, 2000); ineffective performance appraisal,
lack of motivation, working conditions and salary (Ivancevich, and Glueek, (1989)) are some of the
identified causes of voluntary turnover. In general, the causes of voluntary turnover can be the
combination of some or all of the factors that are identified by the above different authors.
Just like any other organizations the human resource of the National Archive & Library Agency has
experienced employee turnover. It is a challenge of most organizations in which NALA is not an
exception. When we see its history, the National Archives and Library Agency is a government-owned
public organization. It is one of the sector offices under the Minister of Culture and Tourism. The
public library; Wemezekir; currently the Ethiopian National Archives and Library Agency was
established in 1943 E.C. It was first inaugurated by his majesty imperial Hail Selassie I and started
giving service with the books donated by the king. (Source: KIRS, August 2008E.C)
Ethiopian National Archives and Library Agency was reestablished in 1999 by proclamation no.
179/1999 as a national institution having the name Ethiopian National Archives and Library Agency
(ENALA). Having made a number of its structural changes in its old age history, the Agency has been
delivering lots of services, particularly to the researchers, scholars, academicians, writers, higher
education students and the public at large. According to Proclamation No.179/1999 Part 2 Article 8 pp.
4-5,
National Archive & Library Agency has the powers & duties to Operate as a national repository
Centre of printed matter, gray literature, non-printed documents, manuscripts, historical
archives, and records, etc.; Make efforts to bring to the country the original or copy of literary
documents which were taken out of the country; Prepare, publish and distribute the Ethiopian
National Bibliography and periodicals Index; Serve as a national registry Centre of ISBN;
Function as a training Centre to achieve its objectives; Work closely with national and
international organizations to develop and promote professions about archives and library
affairs; Serve as a repository Centre for publication of international and national organizations
as well as research institutions; Work in collaboration with state archives and libraries as well
as public libraries established or to be established in regional administration; Ensure the
proper handling and safety of records in proven ants; Nationalize archives which have national
importance and which own individuals upon payment of compensation whenever they are
exposed to man or natural disasters; Ensure that original archives and documentary heritage of
2
 the country are not taken abroad permanently & inspect copies and permit for their being taken
out of the country (Proclamation No.179/1999 pp4-4).
Since some anecdotal information indicates that there is high staff turnover in the NALA, the
researcher likes to explore the actual situation regarding staff turnover in the NALA with a purpose of
making study surveying to assess the major practice and challenges of the staff turnover and its
damaging impact on the productivity of in the organization. Besides, based on the findings the student
researcher recommends possible solutions to reduce the rate to the minimum possible.

1.2 Statement of the problem

A study conducted by Bezawit (2014) indicated that many of the government organizations are affected
by employee turnover, but its effect is high in basic public organizations like education, health, and
revenue & custom. One of the problems that affect organizational effectiveness /performance is staff
turnover or the tendency to quit one‟s job. Thus, the efficiency and productivity of public organizations
in general and the NALA, in particular, are highly affected by employee turnover. Since it is a public
organization, the NALA can‟t be out of this reality. The National Archive & Library Agency is faced
with a high rate of staff turnover each year and this leads to poor employee performance which in turn
impacts organizational effectiveness. (NALA, HRM annual report, 2019).
The researcher observed & knows the gap that, the NALA staff turnover has not been researched at all
except the ones conducted in other organizations such as Ethiopian Evangelical Church of Mekan
Eyesuse, TVET Institution and the Ministry of Education under various title like, "Factors Affecting
Employee Turnover and Its Impact on Ethiopian Evangelical Church of Mekan Eyesuse”, “Assessment
of Impact of Employee Turnover on TVET Institution” and “An Assessment of Employee Turnover In
The Ministry Of Education” respectively in the country. The above-mentioned authors used their target
population on the inline employees rather than ex-employees.
So, in this study, the researcher tries to fill the gap in the target population focus of ex-employees. The
fact that there is no investigation, into the magnitude practice and challenges of employee turnover in
The National Archive & Library Agency; this is taken as a sound rationale for researching the area.
Besides, the researcher had worked as a staff member in the organization for about two years. He has
had the understanding that the turnover is an issue of concern in the NALA. Along with the researcher
remaining on the company with two years of experience, it is not uncommon in the organization to see
newly working individuals. Anecdotally, the old employees' number decreases and the new ones

3
increase. This shows that there is a considerable rate of staff turnover in the NALA. This condition
pushes the researcher to study the issue.
In NALA, the voluntary turnover of an employee seems to be rising steadily. Experienced employees
frequently leave the organization and join other institutes and organizations. To replace the experienced
staff it requires a significant period with a lot of turnover cost. The NALA spends a lot of money on the
recruitment and training of new staff members each year due to high turnover rates (NALA, HRM
annual report, 2019).
Scholars like Derik T, et al (2013), advocates that for some organization staff turnover rates over 10%
are likely to cause damage to an organization. Based on the data gathered from the Human Resource
Administration & Development Directorate of the organization, of the average 311 employees were
working 131 left the organization in the last three years 2016/17, 2017/18 & 2018/19. Similarly, data
gathered from the human resource department through document analysis revealed that the voluntary
employment rate of turnover in the NALA was 47.6%, 77%, and 89.1 % with a cumulative average of
66.4% in the last three years respectively, which are by far greater than 10%.
Table1: The rate of Staff Turnover trend at NALA in Three Years‟

Year Total number of employee Employed Terminated Turnover Rate

Male Female Total
2009 E.C 164 136 300 86 41 47.6 %
2010 E.C 165 147 312 74 57 77 %
2011 E.C 170 141 311 37 33 89.1 %
Total - - - 197 131 66.4 %

The impact of employee turnover was perceived as being detrimental to the function of the
organization. The continual loss of employees hurts the momentum of performance at the organization.
This impact was described both in terms of morale among remaining staff as well as the day to day
performance activities. Moreover, the most serious consequence and direct disadvantage of high
employee turnover are that it erodes quality output and organization achievement Ingersoll (2000).
Thus, this study has looked at the case Practices & Challenges of Staff Turnover: The Case of National
Archives & Library Agency, In the Ministry of Culture & Tourism in Ethiopia.

4
Consistent with the objectives of the study, the following research questions are developed:
1. What is the extent rate of employee turnover in the National Archive & Library Agency?
2. What are the major factors that contribute to employee turnover in the study area?
3. What are the challenges of staff turnover in the National Archive & Library Agency?

1.3 Objectives of the study

1.3.1 General objective

The general objective of this study was to assess the practices & challenges of staff turnover in the
National Archive & Library Agency of MOCT.

1.3.2 Specific objectives

The specific objectives of the study are:
1. To assess the practice of turnover in the National Archive & Library Agency.
2. To identify the major contributing factors for employee turnover in the study area.
3. To identify the challenges of turnover in the National Archive & Library Agency.

1.4 Significance of the study

Retaining experienced and qualified employees is of major importance to organizational managers to
realize the objectives of the organization. It is usual, the public sector organizations‟ success and failure
are measured by the performance they exerted through the delivery of quality services to their clients.
However, in NALA the practice is not seen as stated above. Since the knowledgeable and skilled
employee turnover is high, the objectives and expected results of the organization cannot be achieved.
Thus, the researcher thinks that the results of this study will have the following significances:
 This study will add knowledge to the awareness of the concerned stakeholders at different
levels concerning major contributing factors of employee turnover.
 The finding may indicate and suggest recommendations for ways of minimizing employee
turnover and thereby increasing employee retention in the organization.
 The HRM will see its practices & how they could retain competent employees in the
organization.
 The findings of the study will serve a baseline for future researchers for detail study in the area
& serve as secondary data for those researchers who might think of writing on related topics.

5
1.5 Scope of the study
The conditions such as material, financial as well as time constraints forced the researcher to limit the
scope of the study. The study geographically delimited to the National Archives and Library Agency
/NALA/ which is based in Addis Ababa. The study was delimited to assess the year between 2016/17
to 2018/19 trend of staff turnover in NALA. It also focuses on ex-experts and current employees,
leaders (directors), core and supporting professional staff who were working in the NALA. This
research is also delimited to the data collection tools used. There are different data collection tools
such as interview, questioner, document analysis and observation. However, the researcher employed
only interview, questioner and document analysis type of data collection tools for this study.

1.6 Limitations of the study

Due to the busy work schedule of the experts and leaders, it was extending the time of collecting the
data. Besides, finding a recorder would be a challenge. The other limitation of this study was the
unavailability of studies that have been done in the NALA context on the issue particularly on public
sector organizations, which might be a limitation to draw empirical evidence for the study.
Furthermore, the Difficulty of getting ex-employees current address of their organization could be a
limitation of this study from information consolidating perspectives. Even though their address was
collected from the human resource department records, however some of the former employees had
changed their telephone number. Therefore, it was very difficult to reach those employees.

1.7 Operational definitions of the key terms

The following words were defined in the context of the study.
Director: refers to a middle-level leader who leads a single directorate/department in the NALA and
who is directly responsible for directing his/her subordinates.
Existing Employees: represent employees who were working in NALA during the conduct of the
study.
Experts: in this study context, it refers to the staff members of NALA who are directly responsible for
carrying out any of the organization issues.
Former Employees: represent employees who left NALA between 2016/17 to 2018/19.
Leader: the general name refers to those middle-level leaders (directors) in the NALA who are directly
responsible for directing the agency‟s staff and directly coordinating the agency affairs.
Staff turnover: means the entrance of new employees into the organization & the departure of existing
employees from the organization. (Price, 1989)

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1.8 Organizations of the study
The thesis paper is organized into five chapters. The first chapter is to deal with the introductory part of
the study. Here, the background of the study, the statement of the problem, objective of the study, the
scope of the study, the significance of the study, limitation of the study and operational definition of
terms are included. Chapter two is about the related literature and the theoretical framework. Here
different theories applicable to the study are presented. Chapter three of this research deals with the
research design, population and sampling, data collection instruments, procedures of data collection,
methods of data analysis and ethical consideration are presented. In the fourth chapter, the presentation,
analysis, and interpretation of data collected from the respondents via questionnaire and interview are
discussed. Finally, in the last chapter summary of the major findings, a relevant conclusion will dra
from the findings obtained and accordingly possible recommendations are also supposed to be
forwarded. This research paper also contains & references and annexes after the main body of the
paper.

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 CHAPTER TWO
REVIEW OF RELATED LITERATURE
This chapter reviews the relevant literature review related to the study of the practices and challenges
of employees‟ turnover focusing on theoretical concepts, empirical studies & conceptual framework.
The literature on employee turnover presents types of employee turnover, causes, and effects of
turnover to suggest strategies to minimize employee turnover.

2.1 Theoretical Concepts

2.1.1 Concepts and Definition of Turnover

Employee turnover is described as an employee's permanent movement beyond the organization's
boundary. Interest in the topic has gained momentum in the recent past among organizational
psychologists, economists, and sociologists with different Perspectives being adopted to study the
phenomenon (Griffeth, R.W, Hom, P.W & Gaertner). While the above by large focuses on the
behavioral expression of turnover, on the other hand, components of withdrawal cognitions include an
employee‟s thoughts of quitting, intention to search for other employment, and intention to quit the
current organization (Dalessio, Silverman, & Shuck, 1986 as cited by Sean D. Robinson, 2011).Thus,
Turnover is defined as an employee‟s voluntary intent to find a new job with another employer within
the next year.
The topic of employee turnover is a problem that organizations have dealt with for a long time and an
organization should assure that this happens in an orderly fashion. If the turnover gets out of hand,
several unhealthy phenomena can arise. Brain drain is an unregulated turnover that happens when a
company loses competent staff at a higher rate than it can recruit and train new staff (Senge, 1991;
Woodruffe, 1999). Filipe (2012) described turnover as the movement of employees around the labor
markets; between businesses, jobs and jobs; and between the employment states (Filpe F & Luis
Borges 2012). The commonly used formula to calculate a crude turnover rate for any given period is
described as shown below by the United Kingdom-based Chartered Institute of Personnel &
Development (CIPD), 2007 report.
Total leavers over a period X 100
The average number of staff employed over a period.

8
The main purpose of excluding workers from the calculation is not to suggest the organization's real pr
oblem. Employee turnover can have negative consequence especially if the turnover rate is high
because employee turnover directly impacts employees' performance and quality of their productivity.
On the other hand, turnover may not be inherently undesirable the desirability of turnover depends on
who is leaving. If the people who are quitting are generally superior performers turnover need to be
reduced, but if turnover is greater among poor performers, turnover is actually in the best interest of the
employer. Nevertheless, turnover of over 10% has more negative than positive consequences (Tayler,
1911 cited in Dereje, 2007, p. 10).

2.1.2 Types of turnover

For all kinds of reasons, employees of different organizations leave their jobs. Some leave to get a
better salary, some find conducive work conditions, due to geographical factors and for multiple
reasons. Turnover has two types, voluntary and involuntary. As stated by David G (2008), the below
figure with the explanation underneath elaborates about types of turnover.
Figure 1: Types of Turnover

Source: David G (2008).

2.1.2.1 Voluntary and Involuntary
Voluntary is initiated by an employee. When employees leave an organization at their discretion, it is
referred to as a voluntary turnover (Noe, et al 2006:192). A similar definition is given by (Egan, et al,
2004.), which states that an instance of voluntary turnover or termination reflects the decision of an
employee to leave an organization, whereas an instance of involuntary turnover or discharge reflects

9
the decision of an employer to terminate the employment relationship.' According to (Manu Rita-
Negrin and Shay S. Tzafrir, 2004) who are researching volunteer turnover; it may be caused by a lack
of job satisfaction, job stress, and alternative opportunities. Therefore, when looking at voluntary
turnover, it is important to consider attractions such as alternatives. Voluntary turnover, however, can
be expected and regulated in turn. Involuntary turnover: when an employee has no choice in the
termination process. It can result from different situations like; dismissal, retirement, physical/mental
disability, moving/relocation, death, and ill health …etc. Even though both concerned with the
separation of employees, voluntary turnover needs different managerial handling techniques (David,
2008).
2.1.2.2 Functional and Dysfunctional
Functional turnover is the exits of poor performer employees whose talents can be replaced easily.
Whereas Dysfunctional turnover is the exit of high performers and employees with hard to replace
skills and which erode the company‟s workforce and leads to high turnover cost. Dysfunctional
turnover becomes harmful to an organization if suitable replacements are not found Fahad, (2011).
Functional turnover, on the other hand, has a positive bearing on the organization if it can find suitable
replacements. This occurs when a weak worker is replaced by a more productive employee and can
happen when a senior resignation causes ' fresh blood ' welcome to be promoted or acquired (CIPD
2007).
2.1.2.3 Avoidable and unavoidable
Avoidable turnover is a factor that can be affected or controlled by the company. For employees who
leave the job because of low job satisfaction, problems of mismanagement, benefits packages… etc.
This can be retained by improving the stated administration activities. Unavoidable employee turnover
stems from a cause over which the organization has little or no control of it. For instance, an
organization may not be able to control employee who is going to leave because of a health problem or
desire to relocate to other geographical areas (David, 2008).

2.1.3 Causes of Employee Turnover

2.1.3.1 Demographic factors
Research has shown that certain demographic factors can be important predictors of turnover, such as
age, tenure with the organization, gender, education, and level of employment (Blankertz & Robinson,
1997). Previous research suggests that younger employees are more likely than their colleagues to
resign. Employees with longer tenure are also less likely to leave; this is perhaps because employees

10
with longer tenure often have more invested in the organization. For middle-level jobs, turnover is
higher than for both highly specialized and lower-level staff, which tends to have longer tenure (Barak
et al., 2001).
2.1.3.2 Professional perceptions
Burnout is a common precursor to turnover among human service employees. Employees who suffer
burnout are likely to spread poor morale, leaving their jobs more likely. Outside the workplace
supporting friends and family can minimize the negative effects of job stress and burnout (Barak et al.,
2001). Job satisfaction is a predictor of turnover behavior and satisfied employees are therefore less
likely to leave their jobs (Tett & Meyer, 1993).
2.1.3.3 Organizational conditions
Several studies have shown evidence that in stressful situations; workers are more likely to leave their
jobs. The most common stress-related factors that lead to attrition are fatigue and ambiguous job
descriptions. Support from both coworkers and supervisors is an important factor in the retention of
employees and employees that do not receive the support they need are more likely to leave.
Employees must perceive that they are being treated fairly; fairness and justice in regards to salaries
and policies are negatively related to turnover intentions. Employees who believe salaries are equal are
less likely to leave the company (Barak et al., 2001).
2.1.3.4 Lack of Job Satisfaction (dissatisfaction)
Employee satisfaction influences employee turnover in organizations. This fact implies that the extent
to which an organization can achieve its objectives depends on the level of job satisfaction that is made
available to its workers. Murthy (2003) pointed out that employees want an atmosphere in which they
can be proud of what they are doing and need recognition as important to the company. Hence,
employees need a conducive and satisfactory environment for work. The work environment for the job
can bring a sense of Satisfaction the contributed to the organization. Heizer and Render (2006:469),
note that if the work environment is not conducive to the well-being and aspirations of the employee,
then it may contribute to the decision to leave. Managers in return bring job satisfaction through
rotating the job, posing newer challenges, giving more responsibility, and praising an employee for a
job well done (Murthy, 2003).
2.1.3.5 Pays and Benefits Conditions
Pay level is not the only reason for employee‟s turnover and separation but also, pay system whereby
employees can be satisfied or dissatisfied with the organization's pay system. Pay system based on
employee seniority or performance assessment. Employees are satisfied with the existing pay system if
11
they believed that rewards or incentives are paid based on fairness and considered seniority or
performance evaluation of all employees (Herbert, Donald, John, & Lee, 2000, p 514).

2.1.3.6 Perceived Alternative Employment Opportunity

Perceived alternative employment opportunity is the understanding of the existence of career
alternatives, also known as perceived ease of movement. Luthans, F. 1995 this belief is an
uncontrollable variable because it is closely linked to the outside world, such as job vacancies and
unemployment rates. In an early study of, (Mincer, Jacob, 1988) they revealed the significant
relationship between the availability of jobs and voluntary turnover. Numerous studies acknowledged
that perception triggers turnover intention. In addition to the market condition, the educational
background may affect the perception too. (Cotton, J.L. and J.F. Tuttle), 1986 investigated that a
workforce with a higher educational background perceived more employment opportunities. The higher
educated workforce may consider their qualification as a competitive advantage over the less educated
workforce by having more choices of alternative positions.
2.1.3.7 Training and Development
The training-development relationship has been developed but contradictory results described in the
literature defining the training part and its impact on employee turnover creates a complicated
relationship (Pearce, G. and J. Mawson, 2009). For example, the low rate of training programs in
organizations may lead to poor job performance and a higher employee turnover rate. On the other
hand, organizations enjoying a high success ratio and lower level of employee turnover have a proper
training program for the development of their employees. Employees may feel grateful to be more
involved and less encouraged to leave the organization (Amos, T. et al 2008).
2.1.3.8 Managers- Employees Relationship
Management states that the relationship between managers and employees influences employees'
decisions to stay a job. Research shows supervisors and managers have a significant impact on the
turnover of the employees. The length of time workers remain in an organization is productivity and
growth, whereby employee turnover is eventually minimized, largely determined by the relationship
between employees and their managers (Dailey, R.C.and D.J.Kirk, 1992). Employees value certain
factors about managers. First, (Gomez-Mejia, L.R. and D.B. Balkin, 1992) notes that employees want
managers who know and understand, and who treat them fairly. Employees prefer managers to be
trusted too. When employees feel their employers are honest, rational and helpful, then job satisfaction
rates should increase. Second, if the manager is interested in employee well-being and is emotionally
12
supportive and sensitive towards employees, employee satisfaction will increase (Miller, J.G. and K.G.
Wheeler, 1992). Besides, workplace flexibility is respected and the turnover decreases. Since his / her
leadership style is one of the factors influencing employees to leave their job or intend to leave. The
study conducted by Jane, (Miller, J.G. and K.G. Wheeler, 1992) in public universities revealed that
unfavorable leadership practice was one of the basic reasons for employees to leave.
Therefore, there is indispensable attention to the importance of leadership style to the operation of the
organization in terms of minimizing employee turnover as well. Employees are one of the
organization's most valuable assets helping to lead in a way that increases employee engagement to
achieve effective and efficient organizational goals such as productivity. When the relationships
between managers and employees are not in good condition, the presence of grievances within the
organization is unavoidable.
2.1.3.9 Career Promotion
Generally speaking, reward programs fall within the overall concept of compensation strategies
described as the "deliberate use of payment systems as an integral integrative mechanism through
which the efforts of different sub-units or individuals are directed towards achieving the strategic
objectives of an organization" Labov, B. (1997). All organizations are using salary, promotion,
incentives or other forms of compensation to promote high-performance levels. Ting, Y., (1997)
acknowledged that lack of promotion and mundane work tasks significantly contributed to employees‟
intention to leave an organization. Most employers were able to retain employees and provide better
career advancement opportunities through the implementation of "job enrichment" programs. Besides
promotion opportunities, changing the selection and evaluation criteria used to rate promotion and
reward systems also had a positive effect on the intentions of employees leaving the organization.
Magner, N., R. Welker and G. Johnson, (1996). Ineffective performance evaluation and planning
processes led to the perception of inequality by workers and were more likely to consider leaving the
organization Weiss, H.M. and R. Cropanzano (1996).
2.1.3.10 Employee recruitment and orientation
How organizations recruit and how they offer on-the-job support in the first days can be crucial to
keeping employees in the longer term. When workers are not recruited and oriented efficiently,
significant costs of dismissal and replacement may be levied …, (Lochhead C. & Stephens A. 2004).
Smith (2001 cited in Lochhead C. & Stephens A. 2004) Attributes 60 % of unnecessary turnover to
poor employer hiring decisions. " Bad hiring decisions "can cover many factors, including
unnecessarily hasty selection processes which fail to ensure that the job candidate has the necessary
13
skills and qualifications to perform the job for which he or she is hired. The research confirmed that
good employee retention is in part a result of a good "fit" between an institution's workplace culture it
is the way of training and service and the attributes it represents as important and the values, character,
and motives of the people within it. In terms of recruitment, institutions should, therefore, emphasize
not only evaluating formal qualifications, job-relevant technical ability, etc., but also more general
types of qualifications and dispositions on the part of the recruit and then it is needed to provide
orientation.
According to Booyens (2000:56), Orientation is the individual employee's personalized preparation, so
that he/she is aware of the job requirements themselves. The orientation aims to be effective and show
productive work performance by the new employee. The orientation process aims to reduce anxiety,
create a positive attitude towards the employer and help to create realistic expectations of the work. The
human resources department is normally responsible for the orientation process. All categories of new
employees are subjected to the same program which is conducted during the first few days of an
employee's orientation program (Habeck, et al., 2000:133) asserts that one of the sources of voluntary
turnover is the poor orientation and socialization that is given to new employees.
An orientation process helps new employees to determine their new roles and performance
requirements with clear, fair and reliable goals. Page (2001:79) further asserts that an orientation
process also facilitates the employee‟s social integration in the organization. If the orientation process
is not properly conducted at the beginning of employment, it can lead to employee turnover intention
and eventually to the employee leaving his/her work.
2.1.3.11 Employee recognition
Robbins (2003:102) states that individuals at all levels of the organization want to be recognized for
their achievements on the job. Before they deserve recognition, their successes don't have to be
monumental but the praise should be sincere. Robbins (2003:102) states that one premise inherent in
Herzberg's theory (1959) is that most individuals sincerely want to do a good job. To support them,
they should be placed in positions that allow optimal use of their talents and where they are not set up
for failure (Mathis and Jackson, 2007:116). Clear, attainable goals and standards should be set for each
position and known to the employees. Individuals should also receive regular, timely feedback on how
they are doing, and should feel challenged in their work. Individuals should not be overloaded with
challenges that are too difficult or impossible (Tyani, 2001:176).

14
2.1.4 Challenges of staff turnover in the organizational performance
2.1.4.1 Loss in Productivity
A higher rate of labor turnover tends to bring about low productivity where employees are aware that
their position is not secure. For instance, employees who are not under intense supervision devote much
more productive than those intense supervisions (Tim & Bruce, 2008).
2.1.4.2 Low Level of Commitment
Job security takes away the fear which prevents the total commitment of employees to the organization.
The employment security debate rest upon the crucial question of how much value the company places
on the stability of employment within its overall philosophy. Whether companies believe that job
stability gives them a competitive advantage is dictated by their workforce turnover rates, obviously
where job insecurity is the order of the day, workers tend not to give off their best in the workplace as
they mostly live in fear of losing their job (Henry, 2007).
2.1.4.3 High Training and Recruitment Costs
Once a new employee comes on board, they could have to go through the company‟s laid down
training, orientation/induction programs. Based on their duration, these events are coordinated at an
extra cost to the organization. However, a higher percentage of this cost could be avoided with a low
labor turnover rate (Henry, 2007).
2.1.4.4 Loss of Experienced and Skilled Personnel
Labor turnover leads to the loss of some of the highly skilled and experienced staff. This adversely
affects the organization since the quality of output tends to suffer. It will, therefore; take some time to
have control over their respective roles for new employees, while existing employees would not have to
go through that process. Nevertheless, it is the organization that loses in terms of output.
2.1.4.5 Increased Customer Dissatisfaction
Staff turnover is expensive and destructive, according to Homer (2007). It reduces the outputs and is
disruptive as it requires the schedules and programs to be modified. This causes the company to lose a
lot of money because to come and help they have to hire other workers. Several reasons contribute to
the rate of turnover in companies and they vary. They both stem from the company the employees.
Turnover is a very expensive aspect to companies, the reason the employers give it importance
(Oregon, 2004).

15
2.1.4.6 Disruption to service delivery
Dempsey (2003) argues that staff turnover can have devastating effects on the organization's rendered
service, which can lead to deficits in meeting customer demand. This leads to irritation of the customer
and an increase in complaints. Dubois (2004) notes that companies that build work environments that
attract, empower and retain hard-working people will be better positioned to succeed in a competitive
environment that needs value and cost-effectiveness. Edwin, (2005) also acknowledges that it is critical
to understand that there is an interdependent relationship between employee satisfaction and customer
satisfaction and that both of these elements need to be centered on.
2.1.4.7 Increase in workload for employees
Horton, (2007), notes that the employee turnover rate increase is a major concern for companies and
affects the efficiency of the organizations. High stress leads to needless mistakes/accidents being made
by staff and low morale causes them not to care about what they are doing. Staff turnover breaks the
team spirit and group cohesion, which is necessary for the successful and smooth running of the
business. Gupta (2008) notes that "the real cost of staff turnover leads to a reduction in morale among
other workers who have to bear the burden of employment, lost revenue from unrealized sales, the loss
of customers who fled to competitors for better service”. The morale of staff may be lowered because
work overload, overtime work, substitute personnel and working with little staff than required is
problematic. This causes an increase in errors during operation quality and leads to poor service.

2.1.5 Methods for reducing employee turnover

Retention and turnover minimization strategies are factors that incorporating the desires and needs of
any employees without discrimination and that will create belongingness, job satisfaction, loyalty, and
commitment ( Boomer Authority, 2009). These strategies are:
2.1.5.1 Financial Reward: it is the provision of an attractive remuneration package to fulfill
financial and material needs. Salary is an indication of the employees‟ relative positional
power and status within the organization. ( Preffer, 1998; Woodruffe, 1999)
2.1.5.2 Skill recognition: Giving recognition for the achievement of an employee is one of an
effective retention strategy for employee (Yared D, 2007)
2.1.5.3 Opportunity for career development: it is the creation of opportunity for promotion
within the company and opportunity for training and skill development that allows an
employee to enhance their capacity and will retain employees within the organization.
(Butler & Waldrop, 2011).

16
 2.1.5.4 Superior- subordinate relationship: it is giving coaching for an employee that will
help them to achieve their goal and leaders/supervisors shoe their care for followers
(Moses,2000)
2.1.5.5 Training: The availability of training and development programs for all employees is
critical to promoting organizational growth, especially concerning performance and
technical improvements (Boomer Authority, 2009). Evidence supports the conclusion that
access to regular training programs for both employees and employers increases growth,
prosperity, and retention (Ambel, 2006).
2.1.5.6 Organizational commitment: committed employees‟ are more retain in the organization
than lower committed. Commitment has a negative or positive impact on turnover (Steers,
1977)
2.1.5.7 Learning and working climate: employees working in routine and unattractive work
have high turnover than employees who are working in a learning and attractive work
conditions (Amold, 2005; Hytter, 2007; Walker, 2001).
2.1.5.8 Remuneration: Remuneration is the most common cause of the employee turnover rate
being so high. Value-compensating jobs for employees (Gupta, 2008). The highest
turnover continues to be met by organizations that do not offer good wages. To avoid this
scenario, companies should strive to be competitive enough to retain qualified and
talented personnel. One of the reasons why employees leave a company is also
unsatisfactory performance assessments (Brian, 2009).

2.2 Empirical studies

Several works of the literature indicated various factors that why employees stay or quit their job.
There are also many discussions on the international and national level study on the relationship
between various factors of turnover and its effect. Ongori (2007), for instance, focused on employee
turnover causes, effects and forward some approaches on how to reduce employee turnover in
organizations. Rehman (2012) worked on the employee turnover and retention strategy. Samuel and
Chipunza (2009) have described intrinsic and extrinsic motivational variables in both public and private
sector organizations that affected the retention and reduction of employee turnover. Research in Saudi
companies was conducted to identify the main turnover factors in some Saudi business companies and
to suggest some retention strategies for employees in the Saudi context (Achoui and Mansour, 2007). In

17
their report, Nadeem, Yasir, and Hussain (2011) focus on keeping workers on their benefits and factors
that may help retain the organization's best talent in the textile industry.
At the national level, in Ethiopia, employee turnover and its retention activity in governmental
institutes spatially in NALA appears not to have been extensively researched and documented. But the
researcher has got little empirical studies in the area of professional employee turnover in the public
sectors. Among those studies, I refer to some of the research maintained below. Getachew
Admasu (2014) “An Assessment of Employee Turnover in the Ministry Of Education” Yohanne
Melaku (2014) study "Factors affecting the turnover of employees and their effect on Mekan Eyesuse'
Ethiopian Evangelical Church," Yezina Tsega Tiruneh (2014) "Assessment of the impact of employee
turnover on TVET institution."
Considering the above facts investigated by various researchers, an organization should understand
why their employees leave and stay to mitigate the reason for leaving the company and the reason
staying attracting other competent employees from the sector in the business and achieving the
company's ongoing concern. Therefore, there is a strong need to develop a better understanding of
employee turnover and more precisely the factors that are key indicators of why workers leave the
company, which would then have a profound impact on the techniques that managers may use to
minimize employee turnover within their organizations (Kevin, MM, Joan, LC&Adrian, 2004). The
importance of workers to an organization is, according to Ongori (2007), a very crucial element in the
performance of organizations. This quality is intangible and cannot be replicated easily; thus, it
becomes very necessary for managers to monitor employee turnover for the organization's benefit.

2.3 Conceptual framework of the study

Conceptual frameworks for the study has taken turnover as the dependent variable and, socio-
demographic factors like ( age, gender, educational status, marital status, etc.), organizational factors
like (poor leadership styles, poor organizational vision, workload, job complexity, poor financing,
employee relationship with management, etc.). And other determinants factors like (Salary increment,
job freedom, job security, promotion, job stress, etc.) as an independent variable which if not managed
and implemented properly leads to a turnover. The independent variables described above hurt
turnover, which is the dependent variable. They can be seen as avoidable variables. Addressing these
issues could also be considered as addressing the effects of employee turnover on job performance.
Per the different works of literature stated above, the conceptual framework is developed.

18
Figure 2: Conceptual framework of the study

Source: The researcher own, 2019

19
 CHAPTER THREE
RESEARCH METHODOLOGY
This chapter focuses on the types & approaches of research design, sample population and sampling
technique, types, sources and methods of data collection, and methods of data analysis used in
reporting.

3.1. Background of the Organization

National Archives and Library Agency is a government-owned public organization. It is one of the
sector offices under the minister of Culture and Tourism. Public library; Wemezekir; currently the
National Archives and Library Agency of Ethiopia was established in 1943 E, C it was first inaugurated
by his imperial majesty Hail Selassie I and began to serve with the king's donated books. The Ethiopian
National Archives and Library Agency was re-established in 1999 as a national institution named the
Ethiopian Federal Archives and Library Agency (ENALA) by decree no. 179/1999. Having made a
number of its structural changes in its old age history, the Agency has been delivering lots of services,
particularly to the researchers, scholars, academicians, writers, higher education students and the public
at large. (Source: KIRS, August 2008 E.C)

3.2 Types & approaches to research design

3.2.1 Research approach

The purpose of this study is to identify the practice & challenges of staff turnover in NALA. To serve
this purpose, the study employed a mixed approach i.e. both qualitative and quantitative approaches
were utilized to collect data. In dealing with the quantitative approach, this study was used descriptive
statics such as (frequency counts, percentile, and central tendency (mean) and standard deviation
approach. The collected data were summarized and analyzed using descriptive statistics. The result then
was presented in the form of tables followed by discussions for further interpretation of the findings.
Concerning the qualitative approach, the interviews were conducted with Senior Administration and
HR staff which results from qualitative information concerning the thesis title.

3.2.2 Research Design

According to Kothari (1992), the research design is the plan showing the approach and strategy of
investigation aimed at obtaining relevant data or information to answer the research objectives and
research questions. The research design is descriptive. The researcher collected data through simple

20
random sampling. A questionnaire was distributed to the respondents to gather the primary data for the
study, the interview also conducted to human resource management head and directors to gather
information about the practice & challenges of staff turnover on the organization. The questionnaire
was developed by using a 5-point Likert Scale, where 5 is the highest degree of agreement (strongly
agree) and 1 is the least degree of agreement (strongly disagree). After collecting the questionnaire, the
researcher was trying to describe and related the gathered data by quantitatively testing with different
statistical techniques and qualitatively summarizing the interview result as indicated below.

3.3 Sampling and Sample Design

3.3.1 Target population

The target population of this study was the ex-employee of NALA. According to the NALA Human
Resource Management, from the total number of leavers‟ (ex-employees) who were working in the
organization between the year of 2016/17 to 2018/19, 131 employees leave an organization voluntarily
due to various reasons. Hence, the target population was a total of 131 ex-employees who were
working at NALA Addis Ababa, Ethiopia.

3.3.2 Sampling techniques

The researcher used a stratified random sampling technique to select samples from the ex-employees
sampling frame to give each equal & independent chance of being selected (Best, 2005). To conduct
the study both probability sampling and non-probability sampling techniques were used. Based on
probability sampling techniques, 75 ex-employees were taken as a sample for the survey. Besides, to
have valid and reliable information about the title understudy, the researcher employed key informants.
So using non-probability/ purposive sampling techniques, from the total 14 directorates, 5 directors
were taken as a key informant based on their high turnover rate in their directorate within 2009-2011
E.C and 14 current employees of an organization selected by non-probability/convenience sampling
method from each directorate were also included by researcher.

21
Table 2: List of five directorates that have high turnover in the NALA
N Directorate Name Total Total Percentage (%)
o employee terminated
(2009- (2009-
2011E.c) 2011E.c)
1 Purchase, Finance and Property
70 44 62.8%
Administration Directorate
2 National Archives and Manuscript Heritage
15 11 73.3%
Administration Directorate
3 National Record Management Directorate 8 10 125%
4 Training, Studies, and Research Directorate 11 7 63.6%
5 Human Resource Administration and
8 12 150%
Development Directorate
Total 112 84 75%
Source: Organization‟s HRM data record, 2019.
3.3.3 Sample & sample size
At the time of this paper's progress, the number of professionals (ex-employees) in NALA was 131
employees who leave an organization voluntarily due to various reasons. These employees were
located in fourteen directorates of NALA as illustrated in the table below and the sample size from
population and sample size per each stratum are calculated per to the different known formulas is
included in the table below. The sample size calculation formula from the population is adapted from
Yamani T (1967). He uses the below formula to determine the sample size from the total population.
This formula was used to calculate the sample sizes n=N/1+N (e2) Where=N- is total employees
/sampling frame of the study organization, n- Is the Sample size of employees unit, 1 is constant and
„e‟- allowable error or level of precision at 95% confidence level.
Therefore based on this the sample size was calculated N=131 e=0.05 and 75 population constituted the
sample size. Using this formula resulted in 75 professional ex-employees to be the total sample size
selected from the total study population of 131 professional employees. This formula was used by the
researcher because it is easily understandable and widely applied.

22
Consequently, a total of 75 ex-employees divided into subgroups in the fourteen sampled directorate by
using proportionate stratified random sampling due to it gives proper representation to each stratum &
its statistical efficiency is generally high.
Table 3: Target Population & Sample Size
No Directorate Name Sample Size
Target per to each
Population stratum

1 National Library Information Resource Administration 6 4

Directorate
2 Public Library Service Delivery Directorate 8 5

3 Ethiopian Study and Legal Deposit Service Directorate 6 4

4 Training, Studies, and Research Directorate 6 4

5 National Record Management Directorate 9 5

6 National Archives and Manuscript Heritage Administration 10 6

Directorate
7 Human Resource Administration and Development 11 7
Directorate
8 Purchase, Finance and Property Administration Directorate 42 17

9 Plan, Budget, Follow-up and Evaluation Directorate 6 4

10 Internal Audit Directorate 3 3

11 Information Communication Technology Directorate 6 4

12 Reform and Good Governance Directorate 6 4

13 Public and International Relation Directorate 6 4

14 Women, Children and Youth Affairs Directorate 6 4

Total 131 75

Source: Organization‟s HRM data record & own for the sample size, 2019.
3.4 Types, sources & methods of data collection
3.4.1 Data sources & types
To obtain relevant data for this study, both primary and secondary sources of data were used. The
primary data sources were collected from the concerned body of NALA HRM leaders and selected
current employees, ex-employees and directorate directors. The data was collected through a

23
questionnaire, deep face-to-face-interview with key informants and personal observations of the
documents. Whereas, the secondary sources of data were obtained from documents and record offices,
published and unpublished documents, annual reports of NALA HRM archives, publications, journals,
books, and findings of previous research undertakings, internet, and other sources were used.

3.4.2 Methods & tools of data collection

For the study of research, the necessary data was collected from both primary and secondary sources.
The primary data was collected through observation method, interview and distributing questionnaires.
The researcher prepared the questionnaires in the English language. A questionnaire was guided by the
research questions and was based on the literature reviewed. In this study, both questionnaires (closed-
ended and few open-ended) was employed to collect pertinent data. The reason why a close-ended item
is used; that they are easier to categorize the response gathered are suitable and quick for respondents to
answer. Open-ended questionnaires are used because the respondents used to express their feeling and
perception related to the issue without any restriction. In addition to this, an interview was also
employed in the study. Because it helps to obtain relevant information that cannot collect by
questionnaires.
3.4.2.1 Data collection instruments/tools
The researcher used the following main instruments for data collection namely questionnaires,
interviews, and reviewing documents.
3.4.2.1.1 Questionnaires
The study was employed questionnaires to collect data from ex-employees & employees who are
terminated and currently working in the organization, respectively. Structured and unstructured
questionnaires were carefully applied to get and generate all the necessary information. Data were
systematically categorized to easily understand and express their feelings by respondents. The
researcher used the Likert scale which enables to understand of respondents' degree of agreement with
each statement in the study. Interpretation of the five-point Likert scale is one of the most reliable and
popular measurement scales. The interval scale is a measurement scale of data according to which the
variations between values can be quantified in absolute but not relative terms that are merely arbitrary
with any zero. (https://wordpanda.net/meanings/interval-scale) The values of the variables are typically
quantified numerically at an interval rate. The interval value between each level is 0.8, and the interval
for breaking the range in measuring each variable is calculated as follows: (5-1)/5= 0.8.
(http://wikiofscience.wikidot.com/methods:interval-scale).

24
3.4.2.1.2 Interview
In the interview, the researcher collected data personally from the sources concerned through direct
personal investigation. The interview helps generate in-depth information and gives greater flexibility
for questions, and is suitable for intensive investigations. Hence, with the four directors, face to face
interview was carried. The interview was designed in a way that more specific and truthful answers will
get. This method would help the researcher to get reliable and valid information that would not be
provided by the questionnaires under the study.
The interview questions were posed for four interviewees: From National Archives and Manuscript
Heritage Administration Directorate, Training, Studies, and Research Directorate, Human Resource
Administration and Development Directorate and Purchase, Finance and Property Administration
Directorate. The first three were males and the fourth one female. The age range of the three heads
between 36-40, and the rest one director age range is above 40. Both of them have above 10-year
services in the agency. The Training, Studies, and Research Directorate director Qualification level is a
second degree in Cultural studies & the rest three directors' qualification level is BA/BSC in different
fields of studies. The results of the interview are applied wherever they are deemed necessary for
triangulation in the data analysis section.
3.4.2.1.3 Reviewing documents
In this study documents like published documents that were related to research, the title was reviewing.
This is because it would provide genuine information about the practice & challenges of turnover.
Documents were seen by the researcher including records, exit interviews, or sources used for data
analysis. Accordingly, document Analysis was made to gather necessary information on employees
exist and many of who left their job voluntarily or forced.

3.4.3 Reliability & validity testing

3.4.3.1 Validity
To assure the validity of the instrument, the questionnaires were adapted from previous researchers.
Further, the validity of the instrument was checked by first doing face validity with my advisor & few
co-workers within the organization of NALA, to ensure that the respondents understand what the
questionnaire wants to address and was done with the objectives of checking whether or not the items
contained in the instruments could enable the researcher to gather relevant information. To secure the
validity and reliability of the instruments and eliminate problems in collecting data from the target
population, the draft questionnaires were distributed to 2 ex-employees, 1 current employee and 2

25
directors a total of 5 participants. Then questionnaires were distributed for pilot testing which helped
the researcher to check on the gaps and adjust the questionnaire accordingly then acceptability was also
gained after it is checked by professionals in the field.
Based on their reflections, the instruments were improved before they were administered to the main
participants of the study. As a result of the comment, two irrelevant items were removed; two lengthy
items were shortened, and some unclear items were made clear.
3.4.3.2 Reliability
The reliability of the instrument was also tested to check on its internal consistency using Cronbach
alpha result for all the four categories of the questionnaire. The alpha result for all the categories was
good as indicated in the table below. In which, According to Robert B. et al (2008), the acceptable
levels of Cronbach Alpha for attitude scales (like Likert scale) is 0.7 and above and the strength of
association is said to be poor if alpha is <0.6, moderate if it is 0.6-<0.7, good if it is between 0.7 - <0.8,
very good if it is 0.8 - <0.9 and excellent if it is above 0.9.
The table below further illustrates the result of the reliability test.
Table 4: Instrument reliability test

Cronbach's Alpha Result N of Items Meaning

0.781 38 Reliable
Source: Own data, 2019

3.4.4 Procedures of data collection

For the collection of the data, field assistants were trained for about 1:00 hours on how to distribute the
questioner for the respondent. Four data collectors were assigned for fourteen directorates in the
agency. Data collectors were supervised by the researcher on how they could collect the data. The
researcher himself was distributed and collects the questionnaire in collaboration with the data collector
assigned by the researcher in each directorate. Besides, the interview with the directors and questioner
for ex-employee was collected by the researcher himself. Appropriate information was also given to
concerned staff before distributing the questionnaire verbally. Frequent follow-up was followed to
make the respondent rate as good as 95%.

3.5 Method of data analysis

3.5.1 Data processing
The researcher editing for the instrument completeness, accuracy, and uniformity after the data
collection. The next step was the coding of the data information. The purpose of coding is to classify

26
the answers from the questionnaires into meaningful categories to bring out the essential pattern.
Following every necessary step and the results have been recorded and organized in terms of tables.
Data obtained from respondents were analyzed and interpreted with the help of descriptive statistics
like frequency, percentage, mean value and standard deviation. Interview results were also be
summarized to incorporate the qualitative data of the management view. The reason to select this
statistical tool is believed to be the most suitable measure to describe this study in the organization.

3.5.2 Data analysis techniques

Data was analyzed qualitatively and quantitatively. The data gathered through questionnaires were
organized in table form. The quantitative data analysis using statistical techniques like descriptive
statistics (frequency, percentage and mean value & Standard Deviation) was employed to analyze the
demographic characteristics such as sex, age, academic qualifications, work experience, and marital
status. The researcher was analyzing the data by tabulating the response which was obtained from the
questionnaire and interview. This was done for each group of items relating to the research question
and objectives. Finally, the qualitative analysis part was presented in the form of tables and examine in
narrative form to ensure an easy understanding of the analysis by using the SPSS version 20.0 data
analysis method, descriptive statistics were used to present the demographic characteristics of the
participants. The quantitative data will be entered into Statistical Package for Social Science (SPSS
version 20 Software.).

3.6 Ethical considerations

The researcher was considering implementing different ethical standards is not only important but also
essential. Thus, the researcher tried his best from requesting the consent of the organization, the
respondents, keeping the confidentiality of the gathered information and the employees‟ anonymity up
to informing well to the concerned person for what purpose the study was intended for. Because of that,
first, to conduct this research paper on the organization, permission was request and approval was gain.
Second, participants were well assured that the response they gave is kept confidential, which was also
stated on the distributed questionnaire and the message was also forward in every communication.
Thirdly, the purpose of the study was also stated in the questionnaire well to make participants respond
with their consent. Practicing the above ethical elements would be not only helped the researcher to
elicit tangible and adequate data from the subjects but also helped to establish "friendship which is
ongoing and everlasting.

27
 CHAPTER FOUR
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This chapter deals with the data presentation, analysis and interpretation of data obtained from ex-
employees, current employees and fourteen NALA directorates using the questionnaire, interview &
reference to various organizations‟ records as research tools based on the specific objectives. To this
end, 89 copies of questionnaires were distributed to 75 ex-employees and 14 current employees. All
the 70 ex-employees & 14 current employees‟ copies of distributed questionnaires were filled in and
returned and the rest 5 of the ex-employee respondents did not return the questionnaires.
Table 5: Respondents Response Rate

No Item Respondents
Ex- Employees Current Employees Total
F % F % F %
1 Questionnaires distributed 75 100 14 100 89 100
2 Questionnaires returned 70 93.3 14 100 84 94.3

Source: Questionnaire, 2019

As indicated in table-5 a total number of 89 questionnaires were distributed to the respondents and out
of these questionnaires 84 questionnaires were completed and returned. The total response rate was
94.3%. Babbie (1998) suggests that a 50% response rate is adequate, a 60% response is considered
good while a 70% response rate is considered very good. Therefore, the analysis of this research carried
out by 84 sample sizes.
Regarding interview, despite planning to interview with five directors like (Purchase, Finance and
Property Administration Directorate, National Archives and Manuscript Heritage Administration
Directorate, National Record Management Directorate, Training, Studies, and Research Directorate &
Human Resource Administration and Development Directorate), the student researcher could not have
access to the Director of National Directorate of Record Management. As he has been constantly busy
and engaged in various commitments, the interview was conducted using unstructured questions and
audio-tape recording by four directors. Data discovered via document review has also been
incorporated in the area where appropriate. Finally, the data obtained through these instruments were
compiled, tabulated, analyzed and interpreted within the context of the National Archive & Library

28
Agency's staff turnover practices and challenges factors. These research questions were approached by
using the questionnaire based on the Likert Scale, which studied the attitudes of the respondents and
informants employees regarding practices and challenges of staff- turnover of the organization under
the study.

4.1: Respondents' Demographic Information

F= Frequency M= Mean St D= Standard Deviation N= No of respondents
EE= For Ex-Employees N=70 CE= For Current Employees N=14
Table 6: Characteristics of Respondents

No Factors/variables Categories Respondents

Ex- Employees Current Employees
F % F %
1 Sex Male 58 82.9 9 64.3
Female 12 17.1 5 35.7
Total 70 100 14 100
2 Age Below 25 4 5.7 1 7.1
26-30 8 11.4 1 7.1
31-35 33 47.1 8 57.1
36-40 13 18.6 2 14.3
Above 40 12 17.1 2 14.3
Total 70 100 14 100
3 Single 46 65.7 9 64.3
Marital Status Married 24 34.3 5 35.7
Total 75 100 14 100
4 Academic Qualification Diploma 3 4.3 1 7.1
BA/BSC 50 71.4 10 71.4
MA/MSC 17 24.3 3 21.4
Total 70 100 14 100
5 Experience (service year) In NALA <1Yr. 9 12.9 7 50
1-2 Yrs. 44 62.9 3 21.4
3-5 Yrs. 9 12.9 1 7.1
6-10 Yrs. 5 7.1 1 7.1
Above 10 Yrs. 3 4.3 2 14.3
Total 70 100 14 100
Source: Questionnaire, 2019

29
Table 6 shows the breakdown of the sample respondents selected from the ex-employees and current
employees of NALA in terms of sex composition, age range, marital status, academic qualification and
service year.
Regarding sex, as shown in table- 6 category 1 among the ex-employees 58 (82.9%) male and 12
(17.1%) were females. In the same table category1, among the current employees, 9 (64.3%) are males
and 5 (35.7%) is a female respondent. The data indicates the majority of both the current and ex-
employee respondents were male. This means the majority of the employees of the organization are
predominantly male and most leavers of the organization (82.9%) were male. This implies that there is
a high probability of their mobility in need of other better employment opportunities.
Concerning the age of respondents, as shown in table-6 category 2 among the ex-employee age; 12
(17.1%) were above 40 years of age, 13 (18.6%) were between 36-40 years of age, 33 (47.1) were
between 31-35, 8 (11.4%) were between 26-30 years of age and 4 (5.7) were below 25. Whereas, from
all currently working respondents as in Table 6 category 2 about 2 (14.3%) of respondents were 40
years and above, 2 (14.3%) between 36-40 years old, 8 (57.1% were between) 31-35 range and the
remaining 1 (7.1%) between 26-30 and 1 (7.1%) respondents are less than 25 years old.
As indicated in table 6 category 2, the majority of respondents of both current and ex-employees aged
between 31-35 years old. This illustrates that the organization has been providing services by novices
who have less experience than experienced staff. In addition to this, the male staff has high intention to
leave than female, the young staff has the intention to leave than old and when the age of employees
increase their intention to leave decrease, and vice versa.
This finding is supported by the literature that states younger employees are more likely than their
colleagues to resign. Employees with longer tenure are also less likely to leave (Blankertz & Robinson,
1997).
As indicated in table -6 category 3, regarding the marital status of the respondents, about 9 (64.3%) and
5 (35.7%) percent of the current employee respondents are single and married respectively.
In the case of ex-employee respondents, 46 (65.7%) were single and 24 (34.3%) were married. On both
sides the majority of the respondents were single. Male and single employees of the administration
have a high intention to leave than female and married. The probability of motivation for turnover
would be high compared to married ones.
As can be perceived from table 6 category 4, most of the respondents possess a first degree and above.
Thus, from current employees respondents, about 1 (7.1%) were Diploma, 10 (71.4%) were with
BA/BSC and 3 (21.4%) were with MA/MSC degree holders. The ex-employees about 3 (4.3%) were
30
Diploma, 17 (24.3%) were second-degree holders and 50 (71.4 %) were first degree holders. Therefore,
the data indicates; most of the current employee respondents (71.4%) & ex-employees respondents
(71.4%) were first degree holders and a significant number of respondent's also second-degree holders.
Hence, the probability of their motivation for turnover could be high.
This finding is supported by the literature that (Cotton, J.L. and J.F. Tuttle), 1986 investigated that a
workforce with a higher educational background perceived more employment opportunities.
Current employee respondents were asked how long they have been working in the organization. As for
data analyzing and interpreting of the respondent‟s year of service, it was categorized into five groups.
As indicated in table -6 category 5 above, about 2 (14.3%) of current employees have served above 10
years. However, the majority of 11 (78.6%) of the current employees are between 1-5 years of services
range. Therefore, it is possible to generalize that almost all employees of the organization served for
less than five years. This shows there is high mobility. The ex-employee response on service year
distribution indicated that 3 (4.3%) of respondents served more than 10 years and 9 (12.9%) were
served between 3-5 years in the organization, In the same figure of the respondents from ex-employees
have been serving between 6-10 years 5 (7.1%), between 3-5 years 9 (12.9%), between 1-2 years 44
(62.9%) and 9 (12.9%) less than a year have served in the organization. It means that the majorities of
the staff are inexperienced 53 (75.7%) and have less than 2 years of experience in the organization.
This finding is supported by the literature that (Blankertz & Robinson, 1997), suggests that younger
employees are more likely than their colleagues to resign. Employees with longer tenure are also less
likely to leave; this is perhaps because employees with longer tenure often have more invested in the
organization. Therefore, the probability of turnover is high in younger employees.

4.2 Actual Reasons for Employees Turnover

4.2.1 Cases of employee turnover

The study wanted to find out if the organization experience high employee turnover and thus
asked the respondents to indicate if the organization experienced a high extent of employee
turnover. The findings were presented in table 7.

31
Table 7: Experience of employee turnover

No Item Categories Respondents

Ex- Employees Current Employees
F % F %
1 Did the organization face high employee Yes 63 90 9 64.3
turnover? No 7 10 5 35.7
Total 70 100 14 100

Source: Questionnaire, 2019

As shown in Table 7 above, 63 (90%) ex-employees and 9 (64.3) current employees responded
“yes” which indicated that the organization faced high employee turnover and only 7 ( 10%) ex-
employees & 5 (35.7) current employees of the respondents who answered disagree with the
majority and answered no. Based on the given response of the respondents in the open-ended item, we
can conclude that there is high staff turnover in NALA & we can comprehend that to the minimum
there is no conducive environment for employees that could help retain the employees. The majority
of the respondents explained that lack of adequate reward incentives and bonuses, inadequate
payment with the high workload, poor relationship between managers & employees in the
organization, the absence of educational opportunity for the staff, unattractive working environment.
Unequal treatment among employee, less payment for daily allowance, poor cafe service (holiday
money from the cafeteria service profit not earned), lack of experienced leaders equipped with
leadership & management knowledge lowered the level of employees‟ motivation & leading to the
realization of increased employees‟ turnover rates.

4.2.2 The level of overall employee turnover in the organization

The study sought to determine the level of employees‟ turnover in the organization and hence
asked the respondents to rate the level of employees‟ turnover. The findings were presented in
table 8.

32
Table 8: Level of employee turnover in the organization

No
Respondents

Item Ex- Employees Current Employees

Characteristics F % F %
Level of employee turnover in Very High 10 14.3 2 14.3
1
the organization High 35 50.0 7 50.0
Average 15 21.4 3 21.4
Low 5 7.1 1 7.1
Very Low 5 7.1 1 7.1
Total 70 100.0 14 100.0

Source: Questionnaire, 2019

As shown in Table 8 above, 45 (64.3%) of the ex-employee respondents rated the level of
employees turnover in the organization to be very high & high, 15 (21.4%) indicated that the
level of employee turnover was average, 10 (14.2%) rated the level of employee turnover to be low
and very low. Whereas, from all currently working respondents as in table 8 the majority 9 (50%)
respondents rated high, 3 (21.4) average, 2 (14.2%) low & very low respectively. The respondents
explained in the questioner open-ended item that the offered remuneration packages were not
sufficient enough to influence most of the employees to remain working in the organization and there
also lacked employee benefits such as transport and housing allowance.
4.3 The Practices of Staff Turnover in the NALA.

4.3.1 Practices related to demographic variables for employees leaving or staying the
organization (NALA)
SA= Strongly Agree A=Agree N=Neutral D=Disagree SD=Strongly Disagree
The descriptive interpretation of mean scale is indicated in as follows:
(4.20 to 5.00 = SA, 3.40 to 4.19 =A, 2.60 to 3.39= N, 1.80 to 2.59 = D, 1.00 to 1.79 = SD)

33
Table 9: Demographic Variables Contribution to Staff Turnover.

N Items Categories Response Categories

o SA A N D SD M StD
5 4 3 2 1
1 As your age increased it EE 25 15 15 10 5 3.64 1.29
had a contribution for 35.7% 21.4% 21.4% 14.3% 7.1%
employees to stay in the CE - 1 2 9 2 2.14 .770
organization - 7.1% 14.3% 64.3% 14.3%
2 Gender issue (being male EE 8 8 12 20 22 2.43 1.34
or female) made you leave 11.4% 11.4% 17.1% 28.6% 31.4%
the organization CE 2 2 1 4 5 2.43 1.50
14.3% 14.3% 7.1% 28.6% 35.7%
3 Your higher Educational EE 20 26 10 8 6 3.66 1.25
qualification made you 28.6% 37.1% 14.3% 11.4% 8.6%
leave the organization CE 6 5 1 1 1 4.00 1.24
42.9% 35.8% 7.1% 7.1% 7.1%
4 Spouse relocation affects EE 25 15 15 10 5 3.64 1.29
turnover 35.7% 21.4% 21.4% 14.3% 7.1%
CE 1 2 1 6 4 2.29 1.26
7.1% 14.3% 7.1% 42.8% 28.6%
Cumulative Mean Value EE 3.34
CE 2.71
Source: Questionnaire, 2019

34
The average level regarding the overall contribution of demographic variables of an agreement to each
question is taken as neutral with the cumulative mean value for ex-employee 3.34 and current
employee 2.71 respectively. The below interpretation will further explain some of the results for an
easy reference and understanding so that all the other results that are indicated in the table can be
interpreted similarly.
As indicated in the table- 9 items 1 above, about 40 (57.1%) the ex-employees responded when age
increased that it had contribution for employees to stay in the organization, The current employees
about 11 (78.6%) responded that it had no contribution for employees to stay, and 3 (21.4% ) of them
responded it had contribution for employees to leave the organization.
As it is seen, the calculated mean value of item 1 for current employees is below average (2.14), and on
the contrary, the ex-employees calculated mean value is also above average (3.64). The ex-employees
stated that age had a contribution to stay whereas current employees stated that it had no role. This
shows that there was a significant difference between the responses of the two groups.

As shown in table 9 item 2 above, about 9 (64.3%) current employees responded that gender issues
didn‟t make employees leave the organization and the ex-employees about 42 (60%) responded that it
didn‟t make employees leave the organization.
The calculated mean value is below average (ex-employees=2.43) & below average (current
employee=2.43), therefore, there is no statistically significant difference between the two groups. This
implies most current and ex-employees stated that gender issues had no role in the case of employee
turnover.

In the same table 9 item 3 above, about higher education qualification made you leave the organization,
11 (78.7%) current employees responded agree and strongly agree. The ex-employees about 46
(65.7%) responded agree and strongly agree.
The current employees‟ (calculated mean value 4.00) was above average and the ex-employees
(calculated mean value 3.66) were also above average. There wasn‟t any statistical difference between
the two groups.
It implies the higher education qualification was a case for the majority of the employees to make them
leave the organization.

35
In the same table 9 item 4, Spouse relocation affects the turnover, about 10 (71.5%) current employees
responded disagree and strongly disagree. The ex-employees about 40 (57.1%) responded agree and
strongly agree.
As it is seen, the current employees‟ (calculated mean value 2.29) was below average and on the
contrary, the ex-employees (calculated mean value 3.64) were above average. The ex-employees stated
that spouse relocation affects the turnover whereas current employees stated that it had no role. This
shows that there was a significant difference between the responses of the two groups.

36
4.3.2 Practices related to payment and incentive factors for employees leaving NALA
Table 10: Payment and Incentives variables as a Cause of Staff Turnover
N Items Categ Response Categories
o ories SA A N D SD M StD
5 4 3 2 1
1 The pay system of NALA didn‟t suit you EE 22 37 8 2 1 4.10 .819
stay as it was not based on seniority & 31.4% 52.9% 11.4% 2.9% 1.4%
performance appraisal CE 4 6 1 2 1 3.71 1.26
28.6% 42.9% 7.1% 14.3% 7.1%
2 Inadequate salary and other benefit made EE 32 34 2 1 1 4.36 .743
you leave 45.7% 48.6% 2.9% 1.4% 1.4%
CE 4 6 3 1 - 3.93 .917
28.6% 42.9% 21.4% 7.1% -
3 The rewards of incentives provided by the EE 34 32 1 2 1 4.37 .783
organization were not based on fairness & 48.6% 45.7% 1.4% 2.9% 1.4%
performance evaluation. CE 5 7 1 1 - 4.14 .864
35.7% 50% 7.1% 7.1% -
4 No hope of obtaining better benefits in the EE 27 25 12 4 2 4.01 1.02
future made you leave NALA. 38.6% 35.7% 17.1% 5.7% 2.9%
CE 4 6 2 1 1 3.79 1.18
28.6% 42.9% 14.3% 7.1% 7.1%
5 The availability of higher-paying jobs EE 27 31 8 3 1 4.14 .889
outside made you leave the organization 38.6% 44.3% 11.4% 4.3% 1.4%
CE 5 6 1 1 1 3.93 1.20
35.7% 42.9% 7.1% 7.1% 7.1%
Cumulative Mean Value EE 4.19
CE 3.9
Source: Questionnaire, 2019

37
The overall Practices related to payment and incentive factors for employees‟ turnover in the
organization, the average level of agreement to each question is taken as above average with the
cumulative mean value for ex-employee 4.19 and current employee 3.9 respectively. The below
interpretation will further explain some of the results for an easy reference and understanding so that all
the other results that are indicated in the table can be interpreted similarly.
As shown in table 10 above item 1, related to ways of pays about 10 (71.5%) current employees
responded strongly agree/agree & 59 (84.3%) ex-employees responded strongly agree and agree with
the statement. The calculated mean value for current employees was 3.71 above average and for ex-
employees was 4.10 above average too. The two groups did not make any significant difference.
This finding is supported by the literature which states pay system where employees may be satisfied or
dissatisfied with the organization (Herbert, et al., 2000)
This implies the pay system of the organization was not suitable for the majority of employees and it
was not based on performance evaluation. It could be a case for employees to leave the organization.
As stated in the same table 10 item 2, regarding inadequate salary and other benefits, about 10 (80.5%)
current employees and 66 (94.3%) of the ex-employees also responded strongly agree and agree in the
same way. To summarize the majority of the respondents were not satisfied with the salary they earn.
The calculated mean value for current employees was 3.93 (above average) and the calculated mean
value 4.36 for ex-employees was (above average). Therefore, there was no significant difference
between the two groups.
The interview conducted with the HRM deputy director and senior expert indicated that the inadequacy
of salary is a big issue. Employees in the organization, in every possibility and encounter they get,
express their interest in salary increment. As they are challenged by the condition of the market
compared to other better-paid employees of the organization. Besides, there are no different
mechanisms that can compensate for this. This condition causes skilled professional employees to look
outside for better job opportunities. In turn, this in many ways costs the organization.
Literature supports the findings that stated organizations' pay level has a potentially important direct
influence on voluntary turnover (Herbert, Donald, John and Lee, 2000).
This means inadequate pay was one of the organization's major factors for staff turnover.
In the same table 10 item 3, regarding the unfairness of providing rewards to employees, about 12
(85.7%) current employees and 66 (94.3%) the ex-employees responded strongly agree and agree.

38
As it is seen in the same table a large number of current employees‟ (calculated mean value 4.14) was
above average and for ex-employees (calculated mean value 4.37) was also above average. There
wasn‟t any significant difference between the two.
The interview with the HRM deputy director and senior expert denoted that the practice of giving
employees incentive rewards is crucial. It's not consistent however; the requirement should be based on
performance evaluation to benefit the organization as a retention mechanism. If not, employees could
be inspired to leave the organization.
This indicates the incentives given in the organization were not based on fairness and assessment of the
results. This could be a case for leaving.
In the same table 10 item 4 related to no-hope of obtaining better benefit in the future, about 10
(71.5%) current employees and 52 (74.3%) the ex-employees responded strongly agree and agree.
The majority of ex-employees' (calculated mean value 4.01) was above average, on the same fashion
for ex-employees' (calculated mean value 3.79) above average. Therefore, there was no statistically
significant difference between the two groups.
On the open-ended question, the current employees, as well as the four directors, stated that the income
of the employees in this organization is a mere monthly salary. There was no other extra income or
reward offered by the organization or any arrangement to compensate for the low salary. Because of
this employee, the hope of getting better benefits in the future couldn't be expected and envisaged. This
implies that the overall situation doesn't allow most employees to imagine hope of getting better
benefits in the future by staying in the organization instead triggers them to leave. Indeed a
considerable number of staff felt there was no role to play in leaving the organization
In the same table 10 item 5 concerning the availability of a higher-paying job outside the agency, about
11 (78.8%) current employees responded strongly agree & agree. The ex-employees about 58 (82.9%)
responded strongly agree and agree.

The current employees‟ (calculated mean value 3.93) was above average and the ex-employees‟
(calculated mean value 4.14) were above average too. Therefore, statistically, there was no difference
between the two groups.
The interview conducted with HRM deputy director and senior expert indicated that employees used to
use the availability of higher-paid employment as a means of increasing monthly income and changing
their working atmosphere. Many of the organizations ' experienced professionals have joined banks,
insurance companies, NGOs and building projects because they paid better salaries than NALA did. It

39
suggests the availability of higher paid work motivating employees to leave the organization and it is
one of the organization's biggest staff turnover events.

40
4.3.3 Practices related to professionalism and seniority factors for employees leaving NALA
Table 11: Professionalism and Seniority (Variables) Contribute for Staff Turnover
N Items Catego Response Categories
o ries SA A N D SD M StD
5 4 3 2 1
1 Senior professionals interest to stay at EE 9 8 8 24 21 2.43 1.36
NALA was high 12.9% 11.4% 11.4% 34.3% 30.0%
CE 2 1 1 7 3 2.43 1.34
14.3% 7.1% 7.1% 50.0% 21.4%
2 Novice professionals interest to leave the EE 18 26 12 13 1 3.67 1.10
organization was high 25.7 37.1% 17.1% 18.6% 1.4%
CE 6 6 - 2 - 4.14 1.46
42.9% 42.9% - 14.3% -
3 All professionals are aware of the turnover EE 28 33 6 2 1 4.21 .832
of the organization 40% 47.1% 8.6% 2.9% 1.4%
CE 4 6 2 2 - 3.86 1.02
28.6% 42.9% 14.3% 14.3% -
4 No more experience you gained when you EE 2 4 8 31 25 1.96 .984
were working at NALA 2.9% 5.7% 11.4% 44.3% 35.7%
CE 1 2 3 4 4 2.43 1.28
7.1% 14.3% 21.4% 28.6% 28.6%
5 Lack of assistance programs in the EE 15 26 18 8 3 3.60 1.08
organization made you leave NALA 21.4% 37.1% 25.7% 11.4% 4.3%
CE 3 1 6 2 2 3.07 1.32
21.4% 7.1% 42.9% 14.3% 14.3%
6 Provided training and development EE 28 33 3 4 2 4.16 .958
practices were not dependable and 40% 47.1% 4.3% 5.7% 2.9%
appropriate to support employees of CE 4 6 2 1 1 3.79 1.18
NALA 28.6% 42.9% 14.3% 7.1% 7.1%
Cumulative Mean Value EE 3.33
CE 3.28

Source: Questionnaire, 2019

41
The average level regarding the overall contribution of practices related to professionalism and
seniority factors for employees turnover NALA of an agreement to each question is taken as moderate
with the cumulative mean value for ex-employee 3.33 and current employee 3.28 respectively. The
below interpretation will further explain some of the results for an easy reference and understanding so
that all the other results that are indicated in the table can be interpreted similarly.
As indicated in table 11 item 1 related to professionalism and seniority variables contribution for
turnover, about 10 (71.4%) of current employees responded strongly disagree & disagree. The ex-
employees about 45 (64.3%) of them responded strongly disagree & disagree.
The current employees‟ (calculated mean value 2.43) was below average and for the ex-employees
(calculated mean value 2.43) was also below average. The two groups did not make any significant
difference.
This means that the interest of senior professionals was not to stay rather wait until they got a better
opportunity to leave the organization. This means that there were no retention strategies for senior and
experienced professionals within the organization.
In the same table 11 item 2 related to novice professionals, about 12 (85.8%) current employees
responded strongly agree & agree. The significant number of the Ex-employees about 44 (62.8%) also
responded strongly agree and agree.
The current employee‟ (calculated mean value 4.14) was above average and the ex-employees‟
(calculated mean value 3.67) was above average too. Therefore, there was no statistically significant
difference between the two groups.
While most new professionals decided to get opportunities, this means they were not interested in
staying in the organization.
In the same table 11 item 3 related to the employees' awareness of staff turnover, about 10 (71.5%).
current employees responded strongly agree & agree. The ex-employees about 61 (87.1%) responded
strongly agree and agree respectively.
The current employees‟ (calculated mean value 3.86) was above average and the ex-employees
(calculated mean value 4.21) were also above average. No significant difference between the two
groups statistically.
The interview conducted with the three directors indicated that two different ideas. According to the
explanation of training, studies, and research director and the national archives & manuscript heritage

42
administration director, the management is not aware of this because no possible movement has been
seen as reducing the problem.
Whereas according to the human resource deputy director, all professionals are well aware of the
organization‟s employee turnover. As the turnover and termination of skilled and experienced
manpower made the organization in the course of accomplishing its mission ineffective. In this process,
employees submit application letters to the HRM directorate to let them know about their resignation
and to obtain work experience letter, from this and the exit interview documents, in addition to the
HRM report, the management receives information. The other employees are also getting the
information from their informal formal side talks and other accesses available. The majority of the staff
were conscious of all this. This indicates that the presence of high staff turnover was common
knowledge for most staff in the organization.
As indicated in the same table 11 item 4, regarding unable to obtain experiences when they were
working from NALA, about 8 (57.2%) current employees responded disagree and strongly disagree. In
the meantime, the ex-employees about 56 (80%) of them also responded disagree and strongly
disagree. The current employee' (calculated mean value 2.43) was below average and the ex-
employees' (calculated mean value 1.96) was below average too. Therefore the two groups had no
statistically significant difference. Therefore, this shows both current and ex-employee experiences
gained while working at NALA.
In the same table 11 item 5 regarding lack of assistance programs in the organization, about 41 (58.5
%) ex-employees responded agree. Whereas about 6 (42.9%) of the current employees responded
neutrally.
The current employee‟ (calculated mean value 3.07) was moderate and the ex-employees‟ (calculated
mean value 3.60) was above average. Statistically, the differences between the two groups were
significant.
It suggests that there were employees who left because of a lack of assistance programs and there were
other employees who did not consider leaving the organization as a current example.
In the same table 11 item 6, related to the inappropriateness of the given training and development in
the organization, about 10 (71.5%) of the current employees responded strongly agree & agree.
Whereas about 61 (87.1%) of the ex-employees responded strongly agree & agree too.
The current employee‟ (calculated mean value 3.79) was above average and the ex-employees‟
(calculated mean value 4.16) was also above average. Hence, there is no statistically significant
difference between the responses of the two groups.
43
The interview conducted with the HRM deputy director and senior expert indicated similar ideas. Every
year, training was conducted in and out of the organization at various times, although it was not
particularly timely for new employees and in the field of archivists and librarians who faced a serious
problem of skilled manpower in the area. The appropriation of training is a big question for individuals.
Because it was always presented with one template for all forms of approach that could not take
individual needs or gaps into consideration.
The majority of employees stated in the open-ended question that not only their appropriation problem
but also that they were not provided fairly to employees.
This means that for the majority of employees, training and development practices have not been
provided fairly and in a way that supports them at work, especially in the archivist and librarian
field. This can also be a reason to leave the organization.

44
4.3.4 Practices of staff Turnover related to different work cases that related to employees leaving
or staying the organization
Table 12: Job Satisfaction Variables as a Cause of Staff turnover
N Items Categ Response Categories
o ories SA A N D SD M StD
5 4 3 2 1
1 You were not satisfied with the EE 21 22 12 10 5 3.63 1.25
work environment of NALA 30% 31.4% 17.1% 14.3% 7.1%
CE 4 6 2 2 - 3.86 1.02
28.6% 42.9% 14.3% 14.3% -
2 You were not satisfied with EE 23 36 6 3 2 4.07 .922
NALA's commitment to providing 32.9% 51.4% 8.6% 4.3% 2.9%
you things necessary for CE 3 8 3 - - 4.00 .679
performing your job 21.4% 57.1% 21.4% - -
3 You were not satisfied with the EE 7 12 8 23 20 2.47 1.33
interpersonal relationship between 10% 17.1% 11.4% 32.9% 28.6%
employees of NALA CE - 3 2 5 4 2.29 1.13
- 21.4% 14.3% 35.7% 28.6% 9
4 You were not satisfied with the EE 24 39 2 3 2 4.14 .889
unmatched position with the skill 34.3% 55.7% 2.9% 4.3% 2.9%
& knowledge you had. CE 4 8 2 - - 4.14 .663
28.6% 57.1% 14.3% - -
Cumulative Mean Value EE 3.57
CE 3.57

Source: Questionnaire, 2019

45
The overall Practices related to Job Satisfaction Variables as a Cause of Staff turnover factors for
employees' turnover in the organization, the average level of agreement to each question is taken as
above average with cumulative mean value 3.57 for both ex-employee and current employees
respectively. The below interpretation will further explain some of the results for an easy reference and
understanding so that all the other results that are indicated in the table can be interpreted similarly.

As indicated in Table 12, item 1 relating to an unsatisfied work environment, about 10 (71.5%) current
employees responded strongly agree/agree and 43 (61.4%) ex-employees responded strongly agree &
agree respectively.
The calculated mean value for current employees and ex-employees was above average that is 3.86 and
(3.63) respectively. There is no significant statistical difference between the two groups.
It is supported by the literature; it states that if the work environment is not conducive for employees‟
wellbeing and expectation, it can contribute to decisions to leave (Hiezer and Render 2006).
In the secondary document review, more than 75% of ex-employees disclosed their complaint in the
exit interview document that the work environment was not good especially in supplying work
materials such as laptop computers, printers, documents, etc. This means most employees didn't find
the work environment conducive. It suggests that because of this situation, let alone the ex-employees
even the inline employees also had the intention of leaving the organization.

As shown in the same table item 2 related to the dissatisfaction of organizational commitment to
provide things necessary for performing the job, about 11 (78.5%) current employees responded
strongly agree/agree and the ex-employees about 59 (84.3%) of them were responded strongly
agree/agree.

The calculated mean value 4.00 for current employees was above average and the calculated mean
value 4.07 for ex-employees was above average. Therefore, the statistical difference between the two
groups was no significant.
This implies that most ex-employees were not happy with the organization's commitment to providing
necessary job-related things as well as the current employee is also ready to leave the organization
because of this concern. This could have a probability of motivation for turnover, Xaba (2003).

46
According to table 12 item 3 regarding the interpersonal relationship between employees, about 43
(61.5 %) ex-employees responded strongly disagree/disagree respectively and then about 9 (64.3 %) of
the current employees responded strongly disagree & disagree with the statement.
Therefore, the calculated mean value for current employees is below average (2.29) and for ex-
employees also below average (2.47). This means there is no significant difference between the two
group‟s responses.
The interview with HRM deputy director and senior expert indicated that though individual personality
determines, most employees have good interpersonal relationships.

This suggests the interpersonal relationship of the organization's employees was perfect for most of the
employees; therefore, it could not be a case for employees to leave the organization.
In the same table 12 items, 4, regarding the unmatched position with the skill and knowledge
employees had, about 12 (85.7%) current employees responded strongly agree/agree, and the ex-
employees about 63 (90%) responded strongly agree & agree with the statement.

The calculated mean value for current employees was 4.14 above average and for ex-employees 4.14
above average too. There was no significant difference between the responses from both groups of
respondents.
The interviews with the HRM deputy director and senior expert indicate that a large number of
employees have not been qualified in the subject, such as archivists and librarians who are suitable for
the position assigned to them. The explanation above also remains true for the managers. For example,
for the organization's top leader, about 3 managers have been assigned at different times in the last four
years but all of them have left. First, they weren't qualified in managing human resources or managing
leadership. It was obvious they had a gap in managerial skills and knowledge to lead. That could also
have a contribution to leave for employees. It means assigning the unmatched position with the skills
and knowledge employees could have been one of a case in which employees are encouraged to leave
the organization.

47
4.3.5 Practices related to Staff/management for employees leaving NALA.
Table 13: Manager- Employee relationship of staff turnover in the Organization
N Items Categ Response Categories
o ories SA A N D SD M StD
5 4 3 2 1
1 There was no good relationship EE 18 23 16 9 4 3.60 1.17
between managers and employees in 25.7% 32.9% 22.9% 12.9% 5.7%
the organization CE 4 7 2 1 - 4.00 .877
28.6% 50.0% 14.3% 7.1% -
2 Managers were fair, reasonable and EE 8 8 8 28 18 2.43 1.30
supportive for employees. 11.4% 11.4% 11.4% 40.0% 25.7%
CE 1 2 1 7 3 2.36 1.21
7.1% 14.3% 7.1% 50.0% 21.4%
3 Provided orientation helped you in EE 3 8 4 25 30 1.99 1.16
creating realistic work 4.3% 11.4% 5.7% 35.7% 42.9%
CE 1 1 2 6 4 2.21 1.18
7.1% 7.1% 14.3% 42.9% 28.6%
4 Provide orientation for new EE 23 23 14 7 3 3.80 1.13
employees could reduce anxiety and 32.9% 32.9% 20.0% 10.0% 4.3%
create a positive attitude towards CE 4 6 1 1 2 3.64 1.39
NALA 28.6% 42.9% 7.1% 7.1% 14.3%
5 Your inputs were not appreciated in EE 22 26 7 8 7 3.69 1.30
the organization 31.4% 37.1% 10% 11.4% 10%
CE 5 6 1 1 1 3.93 1.20
35.7% 42.9% 7.1% 7.1% 7.1%
6 No timely feedback and resignation EE 17 28 13 7 5 3.64 1.16
for how you were challenged with 24.3% 40.0% 18.6% 10.0% 7.1%
your work from management. CE 4 5 3 1 1 3.71 1.20
28.6% 35.7% 21.4% 7.1% 7.1%
7 The top management allowed EE 8 8 8 27 19 2.41 1.31
employees to participate in decision 11.4% 11.4% 11.4% 38.6% 27.1%
making CE 1 1 2 5 5 2.14 1.23
7.1% 7.1% 14.3% 35.7% 35.7%
8 You left at NALA because you had EE 22 26 7 8 7 3.69 1.30
other job opportunities 31.4% 37.1% 10.0% 11.4% 10.0%
CE 4 7 2 1 - 4.00 .877
28.6% 50.0% 14.3% 7.1% -
9 Qualification and experience were EE 22 27 9 6 6 3.76 1.23
not considered for promotion 31.4% 38.6% 12.9% 8.6% 8.6%
CE 3 7 2 2 - 3.79 .975
21.4% 50.0% 14.3% 14.3% -
Cumulative Mean Value EE 3.22
CE 3.30

Source: Questionnaire, 2019

48
The average level regarding the overall contribution of Manager- Employee relationship of staff
turnover in the Organization for employees' turnover NALA of an agreement to each question is taken
as moderate with the cumulative mean value for ex-employee 3.22 and current employee 3.30
respectively. The below interpretation will further explain some of the results for an easy reference and
understanding so that all the other results that are indicated in the table can be interpreted similarly.
As shown in table 13 item 1 above, related to unfavorable manager-employees relationship, about 11
(78.6% ) current employees responded strongly agree/agree and about 41 (58.6%) ex-employees
responded strongly agree & agree. The current employee‟ (calculated mean value 4.00) was above
average and the ex-employees‟ (calculated mean value 3.60) was also above average. No statistically
significant difference was found between the two groups.
In the interview with HRM deputy director and senior expert, they were asked about the organization's
manager-employee relationship, stating that there are reasons that value employees regarding
managers: honesty, transparency fairness, and support. When employees consider those values from
their manager relationships would be smooth, workplace harmony in the organization would prevail.
She or he could meet the expectations of employees by creating a favorable working environment,
providing adequate guidance, feedback, recognition, and awareness to support employees. This in
effect motivates staff to be dedicated, increase productivity and can be improved overall the
organization's performances. Confirmation from practice, according to the HRM deputy director,
significant numbers of turnover cases are due to the poor relationship between manager and leavers
although there are multiple reasons for the problem as well. Managers are expected to follow an
appropriate leadership style in their area of responsibility.
Literature supports these ideas; it states that unfavorable leadership practices are one of a basic reason
for employees to leave (Heizer, J., & Render, B. 2006)
The results of the questionnaire and the interview indicated that most respondents stated that the
relationship between manager and worker was not healthy. This means that most respondents assumed
that most employees did not have harmonization with their manager and could be a cause for
termination of the organization's potential and skilled manpower.

In the same table 13 item 2, related to managers' fairness, supportiveness, and reasonability, about 10
(71.4%) current employees responded disagree. Whereas about 46 (65.7%) ex-employees responded
strongly disagree & disagree too.

50
The current employee‟ (calculated mean value 2.36) was below average and the ex-employees‟
(calculated mean value 2.43) was below average too. There wasn‟t any statistically significant
difference between the two groups
On the open-ended questions among the comments sent to managers by employees were blames for
their unfairness, and unsupportive to their employees in particular, in providing training opportunities
that come from outside the organization fairly.

This implies that organization managers for the majority of respondents were not fair, supportive and
reasonable. This in effect hurts the organization and maybe a reason for employees leaving the
organization.

As indicated in the same table 13 item 3 related to the Provided orientation that creates realistic work,
about 10 (71.5%) current employees responded strongly disagree & disagree and about 55 (78.6 %) ex-
employees responded disagree & strongly disagree respectively.

The current employee‟ (calculated mean value 2.21) was below average and the ex-employees‟
(calculated mean value 1.99) was also below average. This suggests that the orientation offered could
not assist most respondents in establishing realistic job expectations, organization values, objectives,
and mission because employees would not know what to do and find out in advance.

In the same table 13 item 4 related to the importance of provided orientation for new employees, about
10 (71.5%) current employees responded strongly agree and agree and about 46 (65.8%) ex-employees
responded agree & strongly agree.

The current employees‟ (calculated mean value 3.64) was above average and the ex-employees‟
(calculated mean value 3.80) were above average too. No statistically significant difference was found
between the two groups.
The interview with HRM Deputy Director and Senior Expert stated that first of all no argument,
orientation is very important especially for new employees, and we did it in the induction form
although it was not timely and supported by gap analysis.

This suggests that most respondents from both groups knew that the information given to new
employees helped reduce anxiety and create a positive attitude towards the organization if it was done
properly.

51
As stated in the above table 13 item 5 regarding employee inputs not appreciated in the organization,
about 11 (78.6%) current employees and about 48 (68.5%) ex-employees responded strongly agree &
agree respectively.
The current employees‟ (calculated mean value 3.93) was above average and the ex-employees‟
(calculated mean value 3.69) were also above average. There was no difference between the two groups
which was statistically significant.
It means that most of the organization's respondents did not get recognition (appreciation) for their
inputs. This would not inspire employees to take part in teamwork and lead to separation in the process
of increasing productivity in NALA.
In the same table 13 item 6 related to no giving timely feedback for employees, about 9 (64.3%) current
employees responded strongly agree and agree about 45 (64.3 %) ex-employees responded strongly
agree & agree respectively.
The current employees‟ (calculated mean value 3.71) was above average and the ex-employees‟
(calculated mean value 3.64) were also above average. So there was no significant difference between
the current and ex-employee responses.
It indicates feedback and resignation for not being provided timely on how respondents feel challenged
with their jobs. Therefore, employees would not get motivated to be committed to the organization's
work.
In the same table 13 item 7, related to the top management allows to participate employees in the
decision making, about 10 (71.4%) current employees and 46 (65.8%) of the ex-employees responded
strongly disagree and disagree respectively.
The current employees‟ (calculated mean value 2.14) was below average and the ex-employees‟
(calculated mean value 2.41) were also below average. So there was no considerable difference
between the current and ex-employee responses.
Participation of employees in decision making is a mechanism to minimize turnover, however, the
management did not allow employees to participate in decision making.
As indicated in table 13 item 8, regarding reasons for employee turnover from NALA, about 11
(78.6%) and 48 (68.5 %) current and ex-employee respondents responded strongly agree and agree
respectively. The current employees‟ (calculated mean value 4.00) was above average and the ex-
employees‟ (calculated mean value 3.69) were also above average. So there was no significant
difference between the current and ex-employee responses.

52
It indicates that 68.5 % of respondents left the organization due to their job opportunities outside. It can
be concluded from this that the remaining employees stay in the organization due to a lack of other job
opportunities outside. They will inevitably resign if they get the chance.
In the same table 13 as indicated in item 9 related to Qualification and experience were not considered
for promotion, about 10 (71.4 %) of current employees responded strongly agree and agree. In the same
way, the ex-employees 49 (70%) of the respondent responded strongly agree & agree. The current
employee (calculated mean value 3.79) was above average and the ex-employees‟ (calculated mean
value 3.76) was above average too. So there was no significant difference between the current and ex-
employee responses. This shows the organization didn't consider and practice qualifications and
experience for employees' promotion in the organization.

53
4.4 The Challenges of Staff Turnover in NALA.

4.4.1 Challenges related to variables of effects observed on the organization as a result of staff
turnover
Table 14: Challenges of Staff Turnover in the organization
No Items Response Categories
Categ
SA A N D SD M StD
ories
5 4 3 2 1
1 High staff turnover reduced the work 30 32 4 2 2
EE 4.23 .904
productivity in the organization 42.9% 45.7% 5.7% 2.9% 2.9%
4 7 1 1 1
CE 3.86 1.16
28.6% 50.0% 7.1% 7.1% 7.1%
2 Staff turnover discouraged 19 27 12 11 1
EE 3.74 1.07
employees from remaining loyal to 27.1% 38.6% 17.1% 15.7% 1.4%
the organization 5 6 1 1 1
CE 3.93 1.20
35.7% 42.9% 7.1% 7.1% 7.1%
3 Staff turnover increased the loss of 34 28 3 3 2
EE 4.27 .947
very experienced & skilled 48.6% 40.0% 4.3% 4.3% 2.9%
employees in the organization. 4 5 3 2 -
CE 3.79 1.05
28.6% 35.7% 21.4% 14.3% -
4 High staff turnover increased the 32 28 4 4 2
EE 4.20 .987
workload for each of the remaining 45.7% 40.0% 5.7% 5.7% 2.9%
employees in the organization. 6 6 1 1 -
CE 4.21 .893
42.9% 42.9% 7.1% 7.1% -
5 High Staff turnover incurred costs 29 27 8 4 2
EE 4.10 1.00
41.4% 38.6% 11.4% 5.7% 2.9%
5 6 1 2 -
CE 4.00 1.03
35.7% 42.9% 7.1% 14.3% -
6 Because of staff turnover, senior 4 8 6 33 19
EE 2.21 1.14
employees spent too much time in 5.7% 11.4% 8.6% 47.1% 27.1%
training new staff members 4 6 1 2 1
CE 3.71 1.26
28.6% 42.9% 7.1% 14.3% 7.1%
7 High staff turnover broke teamwork 21 33 9 3 4
EE 3.91 1.06
in the organization 30% 47.1% 12.9% 4.3% 5.7%
4 6 2 1 1
CE 3.79 1.18
28.6% 42.9% 14.3% 7.1% 7.1%
Cumulative Mean Value EE 3.80
CE 3.89

Source: Questionnaire, 2019

54
The overall challenges related to variables of effects observed on the organization as a result of
employees‟ turnover, the average level of agreement to each question is taken as above average with
cumulative mean value 3.80 for ex-employee and 3.89 for current employees respectively. The below
interpretation will further explain some of the results for an easy reference and understanding so that all
the other results that are indicated in the table can be interpreted similarly.
As shown in Table 14 related to observed problems because of high staff turnover, regarding item 1,
the variable related with high staff turnover reduces the work productivity, about 11 (78.7 %) current
employees responded strongly agree/ agree and about 62 (88.6%) the ex-employees responded strongly
agree /agree respectively.
The current employee‟ (calculated mean value 3.86) was above average and the ex-employees‟
(calculated mean value 4.23) was also above average. There was no noticeable difference between the
two groups.
This implies that the organization did not have sufficient manpower to minimize cases that reduced its
productivity. Therefore it could be a case of losing commitment to the remaining employees and
leaving the organization
As stated above in the same table 14 item 2, Staff turnover discourages employees from remaining
loyal, about 11 (78.7%) current employees responded strongly agree & agree and about 46 (65.7%) the
ex-employees responded strongly agree/agree.
The current employee‟ (calculated mean value 3.93) was above average and the ex-employees‟
(calculated mean value 3.74) was above average too. Therefore the two groups have no statistical
difference.
This implies high staff turnover discourages employees from remaining loyal and devoted to the
organization for the majority of employees and this could be a cause for termination.
In the same table 14 item 3, Staff turnover increased the loss of very experienced & skilled employees
in the organization, about 9 (64.3%) current employees and about 62 (88.6%) the ex-employees
responded strongly agree/ agree respectively.
The current employee‟ (calculated mean value 3.79) was above average and the ex-employees‟
(calculated mean value 4.27) was also above average. No significant difference between the two
groups.
The interview with the four directors claimed in the words that one of the organization's main problems
was the loss of skilled and experienced manpower. This shows a high turnover of employees in the

55
organization increased the loss of highly skilled staff. This could also be a case where the remaining
staff lose hope for the future and intend to leave the organization.

On the above table 14 item 4, concerning high staff turnover increased workload for each of the
remaining employees in the organization, about 12 (85.8%) current employees and 60 (85.7%) ex-
employees responded strongly agree/agree respectively.

The current employees (calculated mean value 4.21) was above average and the ex-employees‟
(calculated mean value 4.20) was below average, No statistically significant difference was observed
between the two groups.
It suggests a high turnover and increased workload on the organization's remaining employees, as well
as a case for employee turnover.

The literature also supported these ideas, the morale of staff may be lowered because work overload,
overtime work, substitute personnel and working with little staff than required is problematic. This
causes an increase in errors during operation quality and leads to poor service. Gupta (2008)

As can be seen in the same table 14 above item 5, related to high staff turnover incurred costs, about 11
(78.6%) current employees responded strongly agree/agree and 56 (80.0%) of ex-employees responded
strongly agree and agree respectively.
The current employee (calculated mean value 4.00) was above average and the ex-employees
(calculated mean value 4.10) were above average too. The two group members did not make any
significant difference.
The interview with HRM's deputy director and senior expert reflected that high staff turnover incurred
the organization's costs of training (allowances and refreshments) induction, recruitment and selection,
payments to trainers, payments to contract workers and advertising. According to the HRM deputy
director and senior expert explanation, NALA incurred only for 210,000 Birr advertisements due to
high staff turnover, and for training 1.8 million Birr to the minimum per annum. It means large costs
that the organization generates because of the turnover of the employees.
In the same table 14 item 6, regarding senior employees spent too much time in training new
employees, about 10 (71.5%) current employees responded agree and 52 (74.2%) ex-employees
responded strongly disagree & disagree.

56
The current employee‟ (calculated mean value 3.71) was above average and the ex-employees‟
(calculated mean value 2.21) was below average. The two groups have also had a statistically
significant difference.
It suggests that for current employees it was a case for senior employees not to carry out their duties as
they would rather spend too much time in training new employees in the organization according to their
plan. Whereas training of new employees by senior experts was not a problem for ex-employees.
As in the same table 14, item 7 related to high staff turnover broke teamwork in the organization, about
10 (71.5%) current employees and about 54 (77.1 %) ex-employees responded strongly agree/agree
respectively. The current employee‟ (calculated mean value 3.78) was above average and the ex-
employees‟ (calculated mean value 3.91) was also above average. No statistically significant difference
was detected between the two groups.
Their statement had similarities with each other and with the questionnaire respondents in the interview
conducted with HRM deputy director and senior expert as well as with the entire interviewed directors.
According to the explanation of the directors, the organization from time to time lost experienced and
skilled manpower for multiple reasons such as low salaries, lack of incentive packages, alternative job
opportunities, lack of better training, poor relationship between manager and employee, etc. When
many experienced and skilled staff leaves the organization it has a detrimental effect on the
organization's work productivity. This discourages, above all, the moral of workers to remain loyal to
the organization.
The literature also supported these ideas, When employees are aware that their position is not secured it
tends to bring about low productivity (performance) in the organization (Tim and Bruce, 2008).
This generally implies that high staff turnover has hurt the organization as a result of the loss of
experienced and skilled employees' loss of job productivity, and increased workload on the remaining
employees, and breaks the organization's teamwork environment.

57
 CHAPTER FIVE
SUMMARY OF THE MAJOR FINDINGS, CONCLUSION, AND
RECOMMENDATION
This chapter deals with the summary of the data analysis, the general conclusions drawn from the
research findings and possible recommendations. The researcher specifically revised the related
literature to investigate what had been done so far concerning the practices and challenges of staff
turnover in the case of the National Archive & Library Agency. In this study attempts had been made to
answer the following basic questions:
 What is the extent rate of employee turnover in the National Archive & Library Agency?
 What are the major factors that contribute to employee turnover in the study area?
 What are the challenges of staff turnover in the National Archive & Library Agency?
To deal with the basic questions, Secondary sources (document analysis) were investigated, and the
internet was used to gain access to the latest information on the topics under study. Three types of
instruments (questionnaire, interview, and document analysis) were used to do the study for data
gathering purposes. For window version 20 of the Statistical Package for Social Science (SPSS), data
were analyzed and tables were used to present the study's descriptive results.
Percentages and calculated mean value were the statistical methods used for analyzing the data. The
study that went through all these processes has provided the following major results. So, this chapter
will provide a summary of the findings of the research based on the data presented and the discussion
in chapter four, plus conclusion and recommendation.

5.1 Summary of the findings

 Of the 84 study subjects, 70 were ex-employees, and 14 were current employees as well. The data
indicates 58 (82.9%) of both the ex-employee & 9(64.3%) current respondents were male. This
implies that there is a high probability of their mobility in need of other better employment
opportunities in male employees than the Female one. Regarding age: it was divided into 5 category
ranges with majority 33 (47.1%) of ex-employees and 8 (57.1%) of current employees were within the
age range of 31-35 years. This illustrates that the organization has been providing services by novices
who have less experience than experienced staff. Concerning marital status 46 (65.7%) of ex-
employees and 9 (64.3%) of current employees were single. This illustrates that the probability of
motivation for turnover would be high compared to married ones. As regards the academic

58
 qualification of the respondents, 50 (71.4%) of the ex-employees and 10 (71%) of the current
employees were first-degree graduates. The remaining 17 (24.3%) ex-employees were second (master)
degree holders, and 3 (21.4%) were current employees. Hence, it implies the higher education
qualification was a case for the majority of the employees to make them leave the organization. In
terms of work experience at NALA, 44 (62.9%) of the ex-employee year of service ranged from 1-2
years. The work experience of the current employees at NALA, 7 (50%) was less than 1 year. It means
that the majorities of the staff are inexperienced 53 (75.7%) and have less than 2 years of experience
in the organization. Therefore, this finding indicated that the probability of turnover is high.
 According to the finding, the extent rate of employee turnover at NALA, the annual average rate of
professional employees with in the last three years' time (2016/17 G.C to 2018/19 G.C) was 66.4
percent. In addition to this fact, the respondents explained about the organization's turnover rate, the
majority of ex-employees 63 (90%) and 9 (64.3%) current respondents ' employees felt the
organization experienced cases of employee turnover and Only 7(10%) ex-employees & 5 (35.7%)
current respondents ' employees disagreed with the majority and responded no.
 The major contributing factors in NALA employee turnover were: the majority of the respondents
were not satisfied with the salary they earn, the inadequacy of salary with the high workload is a big
issue. Employees in the organization, in every possibility and encounter they get, express their interest
in salary increment. As they are challenged by the condition of the market compared to other better-
paid employees of the organization. Besides, there are no different mechanisms that can compensate
for this. This condition causes skilled professional employees to look outside for better job
opportunities. In turn, this in many ways costs the organization. There was no other extra income or
reward offered by the organization or any arrangement to compensate for the low salary. The
availability of higher-paid work motivating employees to leave the organization and it is one of the
organization's biggest staff turnover events. There were no retention strategies for senior and
experienced professionals within the organization. About 10 (71.5%) current employees & 61(87.1%)
of ex-employees responded that training and development practices have not been provided fairly and
in a way that supports them at work, especially in the archivist and librarian field. This can also be a
reason to leave the organization. Most employees didn't find the work environment conducive. The
most ex-employees were not happy with the organization's commitment to providing necessary job-
related things as well as the current employee is also ready to leave the organization because of this
concern. A large number of employees have not been qualified in the subject, such as archivists and
librarians who are suitable for the position assigned to them. It means assigning the unmatched
59
 position with the skills and knowledge employees could have been one of a case in which employees
are encouraged to leave the organization. Most respondents stated that the relationship between
manager and worker was not healthy. The organization managers for the majority of respondents were
not fair, supportive and reasonable. This in effect hurts the organization and maybe a reason for
employees leaving the organization. According to the research finding, most of the organization's
respondents did not get recognition (appreciation) for their inputs. Therefore, employees would not get
motivated to be committed to the organization's work. About 10 (71.4 %) of current employees
responded the organization didn't consider and practice qualifications and experience for employees'
promotion in the organization.
 Concerning problems that have been described as the major challenges of staff turnover in NALA
include; high staff turnover discourages employees from remaining loyal and devoted to the
organization for the majority of employees and this could be a cause for termination. The high
turnover of employees in the organization increased the loss of highly skilled staff. This could also be
a case where the remaining staff lose hope for the future and intend to leave the organization.
Concerning high staff turnover increased workload for each of the remaining employees in the
organization, about 12 (85.8%) current employees and 60 (85.7%) ex-employees responded a high
turnover can increased workload on the organization's remaining employees, as well as a case for
employee turnover. High staff turnover incurred the organization's costs of training (allowances and
refreshments) induction, recruitment and selection, payments to trainers, payments to contract workers
and advertising. Finally, according to the interview finding, when many experienced and skilled staff
leaves the organization it has a detrimental effect on the organization's work productivity. This
discourages, above all, the moral of workers to remain loyal to the organization.

5.2 Conclusion
 The finding indicated that the extent rate of employee turnover at NALA, the respondents
explained the organization's turnover rate, the majority of ex-employees 63 (90 percent) and 9
(64.3) respondents ' current employees felt the organization experienced very high employee
turnover cases. From the given response of the open-ended part of the questioner, we can
conclude that there is high staff turnover in NALA & we can comprehend that to the minimum
there is no conducive environment for employees that could help retain the employees.
 The result showed that the major factors that contribute to employee turnover in the study area
are inadequate salaries with a high workload, lack of adequate rewards and promotions, lack of

60
 motivating mechanisms for employees to compensate, no prospect of getting better benefits in
the organization in the future, Rewards of benefits not given based on fairness and performance
evaluation, especially insufficient salaries paid to employees and the market situation threatened
the livelihood of workers concerning other employee organizations, training, and development
as well as educational opportunity for the staff were not given fairly and in such a way as to
support employees at work especially in the archivist and librarian field, unattractive work
environment, Staff were not happy with their unmatched position and skills and knowledge
such as archivists and librarians who are suitable for the position assigned to them, Poor
relationships between managers and employees in the organization, unequal treatment among
employees, low daily allowance payments, lack of experienced leaders with leadership and
management knowledge, reward incentives were not provided based on performance
evaluation, most of the organization's respondents did not get recognition (appreciation) for
their inputs. The organization's pay system which was not suitable for employees as it was not
based on performance evaluation, lack of educational opportunities for employees,
qualifications, and experience were not used to promote employees in the organization, external
alternate jobs and higher paid jobs available outside. All these problems related to incentives
and management forced employees to see different possibilities for leaving outside. Therefore,
there is no commitment in the organization to increase productivity.
 The study concludes that observed problems (challenges) due to organizational staff turnovers
such as loss of skilled and experienced staff, increased workload on the remaining employees
and increased organizational costs have made the workplace unsafe and inefficient for the
employees. High turnover can increased workload on the organization's remaining employees,
this, in turn, increased the number of very experienced and skilled employees spent too much
time training new employees & forced them to leave. The situation further boosted the rate of
staff turnover at the organization. High staff turnover incurred the organization's costs of
training (allowances and refreshments) induction, recruitment and selection, payments to
trainers, payments to contract workers and advertising. Furthermore high staff turnover broke
the atmosphere of teamwork & reduced organizational work productivity. So all these factors
created discontent among employees and caused them to use the organization as a stepping
stone until they obtained a better job opportunity outside.

61
 The study finding indicates that concerning the organization's available motivational
mechanisms include: Providing transportation services (not consistent for librarians and
sanitation workers as well as security workers), cafeteria services (low-cost) and sanitation
materials (soap and soft paper). But all of these were not enough to reduce the organization's
employee turnover. Therefore, Workers had not been convinced of the existence of motivational
strategies that would reduce staff turnover in the organization
 To sum up, as shown in the result, the major reasons/ causes that caused professional employees
to leave the organization: Inadequate salary which was the main reason for employees to leave
the organization, The second broadly accepted reason was that training and development were
not offered fairly and appropriately to help employees, the third one was employees were not
satisfied with the unmatched position and the skill and knowledge they had, the fourth reason
was rewards of incentives provided in the organization were not based on fairness and
performance evaluation. The challenges due to staff turnover were: Increased loss of skilled and
experienced manpower in the organization, decreased work performance, increased workload
for the remaining staff and breaks teamwork. To conclude, the remuneration packages provided
were not adequate to persuade most of the employees to stay in the organization and the
benefits of employees such as transportation (not consistent for librarian & sanitation workers)
and housing allowance were also inadequate.

5.3 Recommendations
Based on the study's findings and conclusions, the researcher proposed the following
recommendations for NALA leaders, policy concerns and future studies to minimize employee
turnover, increase staff retention, and make the work practices of the organization effective and
efficient.

5.3.1 Recommendation for Leaders of NALA

The first recommendation that the researcher wants to give is that NALA's top management
should minimize employee turnover to improve organizational productivity by reducing the
extent of staff turnover and ensuring:
 Managers should provide Training and development program for employee fairly and
appropriately, particularly in the field of archivists and librarians, considering individual needs
to support in their work.

62
  The managers in the directorate should recognize hard workers and reward their hard workers
based on performance evaluation and fair manner. Assign employees to different positions
depending on the skills and knowledge of the employees.
 The managers should create a fair and transparent employee promotion program based on the
performance of the employee.
 Management should inspire workers to remain within the organization and persuade
employees that they will gain better in the future than they do at current.
 The management should enhance NALA's working environment by providing sufficient
equipment such as Laptop computer printer, paper, etc. To fulfill their obligation, the work
environment should be conducive to the health, safety, hazard-free and versatile of employees.
 As managers we're not supportive fair and reasonable for workers, the relationship between
them was not healthy, to make this smooth and conducive for working conditions, the top
management would organize managerial skills training and provide managers with it.
 Managers should exercise positive leadership practices to change the attitude of employees by
ensuring fair treatment, appreciation, and providing sufficient supervision and assistance to
effectively perform their duties.
 The managers should encourage staff to take part in the decision-making process. They should
involve employees in every problem within the organization that will concern them. Make
people feel to be respected, included, and give value to their input by the organization.

5.3.2 Recommendation for Policy Makers.

 Policymakers should study reasonable and employees in the organization are paid market-
related salaries as the agency's working environment is not suitable and unsafe for health.
 Policymakers should improve and redesign the structure of the curriculum in collaboration with
various stakeholders, particularly in the area of archivist and librarian science that is highly
demanded by the agency.
 Policymakers should modify, revise, and develop various policies, strategies, and programs to
strengthen NALA, based on the researcher's recommendations and suggestions.

5.3.3 Recommendation for Further Study.

 Regarding recommendations for Further Studies, this study sought to examine practices &
challenges of staff turnover at NALA. However, the study did not assess the whole actual

63
 reasons why employees leave the organization using the actual data of employees already
leaving the organization. Therefore, taking into account that turnover is a wide area and this
study and other studies did not cover all spectrums. Another research needs to examine the
findings of this study conducted a study based on the real turnover rates and the overall cost
implications it has on the organization in terms of performance and service delivery and
seeking to find long-term solutions in the 21st-century management of skilled and trained
human resources.
 Further research that focuses on the impact of Good Governance on staff turnover and
employee retention strategy within the organization is also relevant.

64
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 Appendices
APPENDIX A

ETHIOPIAN CIVIL SERVICE UNIVERSITY

COLLEGE OF LEADERSHIP & GOOD GOVERNANCE.

Department of Leadership & Good Governance.
Questionnaire to be filled by Ex-Employees of NALA
Dear respondent,
The main purpose of this questionnaire is to gather information on “The practice and challenges of
Staff Turnover: The Case of Ministry of Culture & Tourism Special Reference of National Archives
& Library Agency” for the partial fulfillment of MA degree in Leadership & Good Governance. So,
you are kindly requested to give genuine and appropriate response. The researcher would like to assure
you that the information you give will be kept confidential and used only for academic purpose. The
researcher wishes to extend gratitude for your cooperation in advance.
General Direction: This questionnaire has four parts. There is direction under each part. Read it
carefully and you are expected to respond accordingly. You are not required to write your name.
Notice: - Please, circle your appropriate answer for each question from the given alternatives that
follows and write on the space provided for those open-ended questions which require your comment.
For further details do not hesitate to contact me:
Mobile: 0913 -34 34 32; E-mail: deltatango102@gmail.com
Thank you in advance for the time you spend in cooperation to fill the questionnaire.
Part I. General Back ground Respondents (Demographic information)
Read each item carefully and put a “√” mark in the blank space against your choice.
1. Sex: A) Male B) Female
2. Age group: A) Below 25 B)26 to 30 C) 31 to 35
D) 36 to 40 E) Above 40
3. Marital Status: A) Single B) Married
4. Academic Qualification: A) Certificate B) Diploma
C) BA/BSC D) MA/MSC E) PhD
5. Experience (service year) in NALA: A) Less than 1 Year B) 1 to 2 years
C) 2 to 5 years D) 5 to 10 years E) More than 10 years

71
Part II: Actual Reasons for Employees Turnover.
1. Did the organization face high employee turnover? A) Yes B) No
If Yes/No explain
___________________________________________________________________________________
___________________________________________________________________________________
____________________________________________________________________
2. How could you rate the level of employee turnover in the organization? A) Very High
B) High C) Average D) Low E) Very low
Part III. Please Rate the following statements and circle the numbers in the box accordingly
5= strongly agree (SA) 4= Agree (A) 3= Neutral (N) 2= Disagree (D)
1= strongly disagree (SD)
Items regarding the practices of staff turnover in NALA.
Practices of staff turnover that made employees leave the organization are listed below and circle
your choice from the alternatives.
No Items SA A N D SD
I. Practices related to demographic variables for employees leaving or staying the
organization(NALA)
1 As your age increased it had contribution for employees to 5 4 3 2 1
stay in the organization
2 Gender issue (being male or female) made you leave the 5 4 3 2 1
organization
3 Your higher Educational qualification made you leave the 5 4 3 2 1
organization
4 Spouse relocation affects the turnover. 5 4 3 2 1
II. Practices related to payment and incentive factors for employees leaving NALA
5 The pay system of NALA didn‟t suit you stay as it was not 5 4 3 2 1
based on seniority & performance appraisal
6 Inadequate salary and other benefit made you leave 5 4 3 2 1
7 The rewards of incentives provided by the organization were 5 4 3 2 1
not based on fairness & performance
8 No hope of obtaining better benefit in the future made you 5 4 3 2 1
leave NALA.
9 The availability of higher paying jobs outside made you leave 5 4 3 2 1
the organization
III. Practices related to professionalism and seniority factors for employees leaving
NALA

72
10 Senior professionals interest to stay at NALA was high 5 4 3 2 1
11 Novice professionals interest to leave the organization was 5 4 3 2 1
high
12 All professionals are aware about turnover of the organization 5 4 3 2 1
13 Nothing experience you gained when you were working at 5 4 3 2 1
NALA
14 Lack of assistance programs in the organization made you 5 4 3 2 1
leave NALA
15 Provided training and development practices were not 5 4 3 2 1
dependable and appropriate to support employees of NALA
IV. Practices of staff Turnover related to different work cases that related to employees
leaving or staying the organization
16 You were not satisfied with the work environment of NALA 5 4 3 2 1
17 You were not satisfied with NALA‟s commitment to provide 5 4 3 2 1
you things necessary for performing your job
18 You were not satisfied with the interpersonal relationship 5 4 3 2 1
between employees of NALA
19 You were not satisfied with the unmatched position with the 5 4 3 2 1
skill & knowledge you had.
V. Practices related to Staff/manage for employees leaving NALA.
20 There was no good relationship between managers and 5 4 3 2 1
employees in the organization
21 Managers were fair, reasonable and supportive for employees. 5 4 3 2 1
22 Provided orientation helped you in creating realistic 5 4 3 2 1
23 Provide orientation for new employees could reduce anxiety 5 4 3 2 1
and created positive attitude towards NALA
24 Your inputs were not appreciated in the organization 5 4 3 2 1
25 No timely feedback and resignation for how you were 5 4 3 2 1
challenged with your work from a management.
26 The top management allowed employees to participate in 5 4 3 2 1
decision making
27 You left at NALA because you had other job opportunity 5 4 3 2 1
28 Qualification and experience were not considerable for 5 4 3 2 1
promotion
VI. Challenges related to variables of effects observed on the organization as a
result of staff turnover
29 High staff turnover reduced the work productivity in the 5 4 3 2 1
organization
30 Staff turnover discouraged employees from remaining loyal to 5 4 3 2 1
the organization

73
31 Staff turnover increased loss of very experienced & skilled 5 4 3 2 1
employees in the organization.
32 High staff turnover increased work load for each of the 5 4 3 2 1
remaining employees in the organization.
33 High Staff turnover incurred costs 5 4 3 2 1
34 Because of staff turnover senior employees spent too much 5 4 3 2 1
time in training new staff members
35 High staff turnover broke team work in the organization. 5 4 3 2 1

PART IV: Concerning Motivational Mechanisms.

1. In your view what should be done to reduce the labor turnover patterns that are being experienced?
Please tick (√) the appropriate by ranking.
A) Increase salaries of all workers___
B) Increase employee relationship with management____
C) Reduce the work load by employing more workers ___
D) Provide training and development opportunities for career growth____
E) Other suggestion if any,
___________________________________________________________________________________
___________________________________________________________________________________
__________________________________________________________________
2. If you have any other comment or different answer, please write here under (by citing the question
No.).
___________________________________________________________________________________
___________________________________________________________________________________
_______________________________________________________________________

Thank you for your co-operation in advance!

74
 APPENDIX B

ETHIOPIAN CIVIL SERVICE UNIVERSITY

COLLEGE OF LEADERSHIP & GOOD GOVERNANCE.

Department of Leadership & Good Governance.
Questionnaire to be filled by Current -Employees of NALA
Dear respondent,
The main purpose of this questionnaire is to gather information on “The practice and challenges of
Staff Turnover: The Case of Ministry of Culture & Tourism Special Reference of National Archives
& Library Agency” for the partial fulfillment of MA degree in Leadership & Good Governance. So,
you are kindly requested to give genuine and appropriate response. The researcher would like to assure
you that the information you give will be kept confidential and used only for academic purpose. The
researcher wishes to extend gratitude for your cooperation in advance.
General Direction: This questionnaire has four parts. There is direction under each part. Read it
carefully and you are expected to respond accordingly. You are not required to write your name.
Notice: - Please, circle your appropriate answer for each question from the given alternatives that
follows and write on the space provided for those open-ended questions which require your comment.
For further details do not hesitate to contact me:
Mobile: 0913- 34 34 32; E-mail: deltatango102@gmail.com
Thank you in advance for the time you spend in cooperation to fill the questionnaire.
Part I. General Back ground Respondents (Demographic information)
Read each item carefully and put a “√” mark in the blank space against your choice.
1. Sex: A) Male B) Female
2. Age group: A) Below 25 B)26 to 30 C) 31 to 35
D) 36 to 40 E) Above 40
3. Marital Status: A) Single B) Married
4. Academic Qualification: A) Certificate B) Diploma
C) BA/BSC D) MA/MSC E) PhD
5. Experience (service year) in NALA: A) Less than 1 Year B) 1 to 2 years
C) 2 to 5 years D) 5 to 10 years E) More than 10 years

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Part II: Actual Reasons for Employees Turnover.
1. Does the organization face high employee turnover? A) Yes B) No
If Yes/No explain
___________________________________________________________________________________
___________________________________________________________________________________
____________________________________________________________________
2. How can you rate the level of employee turnover in the organization? A) Very High
B) High C) Average D) Low E) Very low
Part III. Please Rate the following statements and circle the numbers in the box accordingly
5= Strongly Agree (SA) 4= Agree (A) 3= Neutral (N) 2= Disagree (D) 1=
strongly disagree (SD)
Items regarding the practices of staff turnover in NALA.
Practices of staff turnover that made employees leave the organization are listed below and circle
your choice from the alternatives.
No Items SA A N D SD
I. Practices related to demographic variables for employees leaving or staying the
organization(NALA)
1 As your age increases it has contribution for employees to stay 5 4 3 2 1
in the organization
2 Gender issue (being male or female) make you leave the 5 4 3 2 1
organization
3 Your higher Educational qualification make you leave the 5 4 3 2 1
organization
4 Spouse relocation affects the Turnover. 5 4 3 2 1
II. Practices related to payment and incentive factors for employees leaving NALA
5 The pay system of NALA doesn‟t suit you stay as it was not 5 4 3 2 1
based on seniority & performance appraisal
6 Inadequate salary and other benefit make you leave 5 4 3 2 1
7 The rewards of incentives provided by the organization are not 5 4 3 2 1
based on fairness & performance
8 No hope of obtaining better benefit in the future make you 5 4 3 2 1
leave NALA.
9 The availability of higher paying jobs outside make you leave 5 4 3 2 1
the organization
III. Practices related to professionalism and seniority factors for employees leaving
NALA

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10 Senior professionals interest to stay at NALA is high 5 4 3 2 1
11 Novice professionals interest to leave the organization is high 5 4 3 2 1
12 All professionals are aware about turnover of the organization 5 4 3 2 1
13 No more experience you gain when you are working at NALA 5 4 3 2 1
14 Lack of assistance programs in the organization make you 5 4 3 2 1
leave NALA
15 Provided training and development practices are not 5 4 3 2 1
dependable and appropriate to support employees of NALA
IV. Practices of staff Turnover related to different work cases that related to employees
leaving or staying the organization
16 You are not satisfied with the work environment of NALA 5 4 3 2 1
17 You are not satisfied with NALA‟s commitment to provide 5 4 3 2 1
you things necessary for performing your job
18 You are not satisfied with the interpersonal relationship 5 4 3 2 1
between employees of NALA
19 You are not satisfied with the unmatched position with the 5 4 3 2 1
skill & knowledge you have.
V. Practices related to Staff/manage for employees leaving NALA.
20 There is no good relationship between managers and 5 4 3 2 1
employees in the organization
21 Managers are fair, reasonable and supportive for employees. 5 4 3 2 1
22 Provided orientation helps you in creating realistic 5 4 3 2 1
23 Provide orientation for new employees can reduce anxiety and 5 4 3 2 1
created positive attitude towards NALA
24 Your inputs are not appreciated in the organization 5 4 3 2 1
25 No timely feedback and resignation for how you are 5 4 3 2 1
challenged with your work from a management.
26 The top management allows employees to participate in 5 4 3 2 1
decision making
27 You stay at NALA because you have no other job 5 4 3 2 1
opportunity
28 Qualification and experience are not considerable for 5 4 3 2 1
promotion
VI. Challenges related to variables of effects observed on the organization as a result of
staff turnover
29 High staff turnover reduces the work productivity in the 5 4 3 2 1
organization
30 Staff turnover discourages employees from remaining loyal to 5 4 3 2 1
the organization
31 Staff turnover increases loss of very experienced & skilled 5 4 3 2 1

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 employees in the organization.
32 High staff turnover increases work load for each of the 5 4 3 2 1
remaining employees in the organization.
33 High Staff turnover incurred costs 5 4 3 2 1
34 Because of staff turnover senior employees spent too much 5 4 3 2 1
time in training new staff members
35 High staff turnover break team work in the organization 5 4 3 2 1

PART IV: Concerning Motivational Mechanisms.

1. In your view what should be done to reduce the staff turnover patterns that are being experienced?
Please tick (√) the appropriate by ranking.
A) Increase salaries of all workers___
B) Increase employee relationship with management____
C) Reduce the work load by employing more workers ___
D) Provide training and development opportunities for career growth____
E) Other suggestion if any,
___________________________________________________________________________________
___________________________________________________________________________________
________________________________________________________________

2. If you have any other comment or different answer, please write here under (by citing the question
No.).
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________

Thank you for your co-operation in advance!

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 APPENDIX C

ETHIOPIAN CIVIL SERVICE UNIVERSITY

COLLEGE OF LEADERSHIP & GOOD GOVERNANCE.
Department of Leadership & Good Governance.
Interview Questionnaire for: Directorate Directors.
The purpose of this interview is to gather information about “The practice and challenges of Staff
Turnover: The Case of Ministry of Culture & Tourism Special Reference of National Archives &
Library Agency” Personnel who are involved in the interview will be directors of different directorates
in the organization. At the beginning of the interview, information about the background of the
participants will be asked.
Confidentiality: The records of this study will be kept private. In any sort of report, the researcher will
not include any information that will make it possible to identify a participant. Research records will be
stored securely, and only the researcher will have access to the records. All responses submitted in the
pre-survey instrument will remain confidential. Interviews will be done in a confidential location.
Time of interview: __________________ Date: _____________Place:_____________________
Interviewer: ___________________ Interviewee: _______________________________
Introduction/Description of Project _______________________________
1. Thank you for your willingness. Would you tell me about yourself your name, your directorate
name and your position in the Agency?
2. To what extent is the rate of employee turnover in National Archive & Library Agency?
3. Do you feel that an employee turnover from the organization is a series problem?
4. What are the major causes/ factors to resign employees from the organization?
5. Do you think staff turnover is negatively affecting this organization? If yes, what effects
(major problems) has been observed in the organization?
6. What suggestions & recommendations do you forward for the organization & leaders to
minimize turnover & retain in the staff?
Thank you for your co-operation in advance!

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 APPENDIX G

Source: The researcher from Arc Map GIS 10.5 version

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