Sam SS
Sam SS
Sam SS
RESOURCE PLANNING
BY
X19114290
AUGUST 2020
i
ABSTRACT
ii
Submission of Thesis and Dissertation
A. I declare that this work submitted has been composed by myself. YES
B. I declare that all verbatim extracts contained in the thesis have been
distinguished by quotation marks and the sources of information
specifically acknowledged. YES
------------------------------------- -------------------------
THERESA MACAULAY Date
Supervisor
iii
ACKNOWLEDGEMENTS
With God all things are possible. My sincere thanks goes to Almighty
Father for giving me the privilege and opportunity to be among the living to
witness this day. I also want to appreciate the all sufficient God, my fortress,
my pillar, the I am that I am, for his love, care, protection and for sparing my
appreciate Mr. Theresa Macaulay for finding and painstakingly went through
the whole thesis and made useful suggestion, guidance and correction despite
his tight schedule. I say a big thank you sir and may Almighty God protect, and
lovely and caring parents Mr. and Mrs Oduntan for their fatherly role, Their
prayer, encouragement . I say a big thank you and may you live long to reap the
and the entire oduntan’s family for the role they play in one way or the other.
and for me to gain through their wealth of Knowledge. I want to say a very big
thank you.
for one important role or the other they have played in my life over the years.
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For this, I say a big thank you to Okueso Yetunde, Ogunlana Olushola (my
mentioned but had played important role in my life I equally appreciate you all.
One again I say a big thank you to Almighty God the creator of heaven
and earth for taking me to the level I am today. May His name alone be adored.
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TABLE OF CONTENTS
TITLE PAGE
ABSTRACT ................................................................................................. ii
DECLARATION……………………………………………………………. iii
ACKNOWLEDGEMENTS ............................ Error! Bookmark not defined.
TABLE OF CONTENTS................................ Error! Bookmark not defined.
CHAPTER ONE............................................. Error! Bookmark not defined.
INTRODUCTION .......................................... Error! Bookmark not defined.
1.1 Background to the Study ................ Error! Bookmark not defined.
1.2 Statement of the Problem ................ Error! Bookmark not defined.
1.3 Objective of the study ..................... Error! Bookmark not defined.
1.4 Research Questions ......................... Error! Bookmark not defined.
1.5 Research Hypotheses....................... Error! Bookmark not defined.
1.6 Significance of the Study................. Error! Bookmark not defined.
1.7 Scope of the Study .......................... Error! Bookmark not defined.
1.8 Definition of Terms ......................... Error! Bookmark not defined.
CHAPTER TWO............................................ Error! Bookmark not defined.
LITERATURE REVIEW ............................... Error! Bookmark not defined.
2.0 Introduction..................................... Error! Bookmark not defined.
2.1 Conceptual Review ......................... Error! Bookmark not defined.
2.1.1 Employee Retention .................... Error! Bookmark not defined.
2.1.2 Human Resource Planning .......... Error! Bookmark not defined.
2.1.3 Career Development .................... Error! Bookmark not defined.
2.1.4 Health and Safety ....................... Error! Bookmark not defined.
2.1.5 Training and Development ......... Error! Bookmark not defined.
2.1.6 Reward and Recognition ............. Error! Bookmark not defined.
2.2 Theoretical Review ......................... Error! Bookmark not defined.
2.2.1 Super’s Theory of Career development ...... Error! Bookmark not
defined.
2.2.2 Expectancy Theory of Motivation............. Error! Bookmark not
defined.
2.2.3 Equity Theory ............................. Error! Bookmark not defined.
2.2.4 Employee Turnover Theory ......... Error! Bookmark not defined.
2.3 Empirical Review............................ Error! Bookmark not defined.
2.4 Conceptual Model ........................... Error! Bookmark not defined.
2.5 Summary of Literature .................... Error! Bookmark not defined.
CHAPTER THREE ........................................ Error! Bookmark not defined.
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METHODOLOGY ......................................... Error! Bookmark not defined.
3.0. Introduction.................................... Error! Bookmark not defined.
3.1. Research Design .................................. Error! Bookmark not defined.
3.2 Population for the Study .................. Error! Bookmark not defined.
3.3 Sample and Sampling Techniques .. Error! Bookmark not defined.
3.4 The Research Instrument ................. Error! Bookmark not defined.
3.5 Validity of the Research Instrument Error! Bookmark not defined.
3.6 Reliability of the Instrument ............ Error! Bookmark not defined.
CHAPTER FOUR .......................................... Error! Bookmark not defined.
DATA ANALYSIS AND INTERPRETATION ........... Error! Bookmark not
defined.
4.0 Introduction.................................... Error! Bookmark not defined.
4.1 Demographic Information ............... Error! Bookmark not defined.
4.2 Research Hypotheses....................... Error! Bookmark not defined.
CHAPTER FIVE ............................................ Error! Bookmark not defined.
DISCUSSION OF FINDINGS ....................... Error! Bookmark not defined.
5.1 Discussion of Findings .................... Error! Bookmark not defined.
5.2 Limitation of this study. ..................... Error! Bookmark not defined.
5.3 Suggestion for further study. .............. Error! Bookmark not defined.
CHAPTER SIX .............................................. Error! Bookmark not defined.
CONCLUSION AND RECOMMENDATIONS ........... Error! Bookmark not
defined.
6.0 Conclusion ...................................... Error! Bookmark not defined.
6.1 Recommendations ........................... Error! Bookmark not defined.
PERSONAL LEARNING STATEMENT....... Error! Bookmark not defined.
REFERENCES ............................................... Error! Bookmark not defined.
Amponsah-Tawiah, A., Ntow, J . and Mensah, A. (2016). Occupational
Health and Safety Management and Turnover Intention in the Ghanaian
Mining Sector. Safety heath work, 7(1):12-17. Error! Bookmark not defined.
APPENDIX 1: QUESTIONNAIRE ............... Error! Bookmark not defined.
APPENDIX II: RELIABILITY TEST ............ Error! Bookmark not defined.
APPENDIX III: REGRESSION RESULTS .... Error! Bookmark not defined.
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CHAPTER ONE
INTRODUCTION
One of the most important and critical issues facing employers in today’s
competitive business world is retaining its employee and most importantly, the
most efficient, effective and resourceful one. Retaining the most important and
useful employees has become the major priority of many organizations due to
others (Bandana and John; 2019). Therefore, the only way by which industrial
2019). In line with the above, employee retention has been considered germane
Maluti; 2014).
recurring problem. The survival and success of any organization in this regard,
strategies and business plans to ensure a competent skilled workforce that will
delivers the organization objectives and goals. Turnover of key staff in any
1
organization according to Armstrong (2006) was said to have drastic impact on
packages and lack of career advancements are some of the problems facing
organization when they have high turnover rate (Rawat, 2013). It should be
noted that high turnover rates leads to low performance of the organization and
retaining employees to ensure they stay in the organization for a longer duration
to have a positive effect on their performance and retention rate (Kahiga, Ogolla
such human resources planning, and policies will enable employees to be happy
and satisfied with its job. Efficient and effective management of human
an organization will create a gap that will take time to fill at extra cost.
organization to meet with its target objectives. Excessive turnover can lead to
brutal problems within the organizations and hence it is extremely important for
organizations to work on retaining the best talent (Sohail, Muneer, Tanveer, and
2
Tariq; 2011). The triumphant employee retention helps in preservation of
knowledge within the firm (Cappelli, 2000). In order to attract and retain
salary because, handsome salary alone is not a tool to retain employees; instead
there are some other factors that play a key role in retaining them. This is why
due to variety of human resources strategies and factors like family situation,
documented. For instance, for instance, Singh, Sharma and Mahendru (2010),
Khan, Yusoff and Khan (2014), there are different human resource practices
retention rate. For this study, some key determinant of human resources
recognition, health and safety amongst others on how they influence employee
organization to meet with its goals and objectives. The process of effective
3
(Begum & Mohamed, 2016). According to Jeet & Sayeeduzzafar, (2014) the
maintaining, and retaining the appropriate numbers and skill mix of employees
and employer of labor and also to create value for the organization (Marescaux,
training amongst others encourage the employees to work better to increase the
and employee commitment (Purcell, 2003). It is to be noted also that the major
on are well mobilized, managed and plan for efficient and effective utilization
of these resources, make the difference between well managed and poorly
good an organizational policy, programs, goals, views and objectives are; they
4
1.2 Statement of the Problem
because their effort individually and collectively work for the benefit of the
for better growth and development to take place and also for high retention rate
for the other due to some reasons or the other and most importantly due to poor
new one. This is why industrial organization of any kind must seek for
knowledgeable employee in times of need and train them at extra for future
benefit. The fact remain that it will be very difficult to weigh the implication of
out with him all the information about the company, clients, projects and past
would lead towards better organizational performance and high retention rate.
In support of the above, Kinyua, (2017) further stressed that the success of an
5
organization depends largely on its ability to effectively plan its human
resources, manage then and utilized them appropriately for long run positive
effect.
Buttressing the above, Bandana and John (2019) have also stressed that
human resources are the lifeblood of any organization and it is also a major
utilize the expertise of the valuable employees which further adds on to its
health and safety amongst other were ineffectively plan and manage, there is
in any organization where one employee is the key master of its unit/department,
it will be very costly if nothing is done about such turnover intention because it
will affect other unit and department negatively. In contrary, a loss of core and
the requirement in order for them to be productive for the success of the
6
relationship between human resources planning and employee retention rate
is based on the above that this study was designed to examine the impact of
rate
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1.4 Research Questions
retention rate?
8
v. There is no significant relationship between health and safety and
retention rate
overemphasized. Thus, this study is one of its kind as the outcome of this
shell petroleum development, Nigeria and its impact of employee retention. The
study would also be useful to human resources department at the shell petroleum
Also, this study will be helpful in optimizing the abilities of the employees and
and management practices, Shell Petroleum, Nigeria will be able to achieve its
planning in determining significant employee job intention and how they are
positively associated with the process of motivation and hence lead to better
resource planning programs more relevant and effective. By doing this, the
management can improve planning and delivery and ensure that the importance
9
The study will also provide insight on how the management of Shell
petroleum can find fresh ways of motivating employees with relevant human
resource planning. Also, the findings of this study hopefully will enable
impact employee retention. Consequently, the outcome of this study will add to
the existing body of knowledge in this area of study and also serve as reference
case study. The scope of this study will also consist of the selected staff of the
sample size of 367 staffs and the use of regression analysis for data analysis.
alongside with quality employees in order to meet with the aim and objective of
its establishment. The essence of this is to make sure there is a good linkage
the people you employ. Human Resources is also the function in an organization
10
that deals with the people and issues related to people such as compensation and
for example a 70% rate of retention which means that an organization retain
specific job. The employee is hired by the employer after an application and
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CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
research questions as well as the research hypotheses put forward in the study.
Base on this study, the researcher of this study want to know the impact does
career development play on employee intention rate. Also, this study will also
health and safety as well as reward and recognition has anything to do with
employee retention rate or not. Based on the above, relevant materials were
consulted via the internet’s and other sources in compiling this chapter.
and Johm (2019), is a strategic strategy for workers to stay with the company
for a maximum time depending on his or her tenure in the organization. Nasir
and Mahmood (2016) on their own conceptualize employee retention as the act
of retaining important and valuable employees that are the key source of
Swaroopa and Sudhir (2019) and Mathimaran and Kumar (2017), is the act of
organisation to compel employee to stay for so long till retirement age. More
12
so, employee retention also refers to as ways to handle and maintain qualified
Jackson, Schuler and Werner (2009) state that retention contains all tasks
chosen career in a way that he or she will be committed in such a way for both
the employee and the organization can both be benefited. In this regard, any
In line with the work of Kavittha, Geetha and Arunachala (2011), it has
retention challenges due to lack of management that make them lose their
employees. It becomes sadden and a great lost to see competent and skillful
loyalty guide in the organisation. Masbigiri and Nienabar (2011) outline some
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of the dangers of loosing important employees. According to them, more cost
also lead to great financial loss because recruiting of new set of employees will
involve additional cost which will affect the overall performance, growth ,
profitability and also resulted into negative effect on the earnings of continuous
those trained workers will minimize additional cost of employing new set of
This is because after training they needed to provide with adequate and
necessary equipment and resources (both physical and materials) for them to
function effectively. We should also not forget that the competitors are waiting
and are ready to engaged those leaving and organization and are also ready to
When this happen, there is no doubt, that it will positively impacts the
the organization because it will bring about smooth operation, image builder,
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To retain employees in any organization, there are lots of important
career development etc all play an important and key factor towards retention
Chitraranjan (2018) in their study higher education sector in Sri Lankan posit
top level as well as reputable academicians like professors and other senior
small wages, redundant growth and other incentives coerce an employee to look
for other alternative. In this regard, every organization should make sure they
try their best to retain important and resourceful employees in the interest of the
the job training and development will amount to complete loss for the
as possible. This measures though human resources goes a long way not only to
motivating workers in an organization but also to allow them to enjoy their work
rate of unexpected turnover of employees who are important and useful for their
15
employee retention practice, it draws more employee to the organization and
thereby boost the retention rate of the employee in that organization. Since
retention rate is thus paramount. This is because of its added advantage in the
with the stipulate guideline to meet with the aims and objectives of the
2017).
which an organization direct the affair related to the organizational growth and
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activities needed and necessary to gratify the needs. Vetter (1967) also defines
now at the edge of managing their employee compared to the era of no human
practices of human resource management that the key personnel such as chief
executive officers, manager etc realised that the effectiveness of operation star
the key aims of human resource planning is to ensure that all workers have
and structured in such a way that the manpower in the system were properly
employed and catered for (Jonathan and Rice;2011). One of the crucial elements
upholding mutual relationship within the organisation. There are three key
with the number of manpower they require and the position each must occupy
to meet present and future business necessities (De cenzo & Robbins, 1988).
Hence, the so call “Human resource planning” is the hub of human resource
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management because it enables qualify people who have sense of direction to
most of its resourceful and other important employee. This includes; career
that organization needs, to tackle with the issue of turnover intention among
and task within the organization over time, with expectation for optimal
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organizational point of view, understanding and appreciating the world career
development from what its personnel activity that helps employees plan their
employee work related talent that will help will in planning their future careers
related factors can influence change in employee’s careers over a period of time.
In literature, as pointed out by Wang & Wanberg (2017) studied were focused
of the topic career development and subjective and objective career successes.
Which means the ability to achieve personal objective that are related to
different occupational status, career development in line with the work of Meyer
and Smith (2003) is refers to ability to create ways for promotion among
need to build positive relationship with its workers must be interested in its
to the organization they are most especially when they are being trained from
such establishment.
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Intention to quit an organization was contented by Ongori & Agolla
increased employee intention to leave for other organization. Ongori & Agolla
place or organization where they are not progressing, but situation at times put
want to experience the benefit other are enjoying in other organization with the
individuals of high caliber and standard have a high degree of leaving one
establishment
20
commitment and positive behavior among employees (Baruch & Peiperl, 2000).
When this happen, there is the tendency of constant and regular retention of
the organization and enriches the skills of functioning in the workplace (Baruch
gathered through training in that vocational skills will become larger overtime
for the benefit of others. According to Zheng and Kleiner (2001), career
qualifies and right people with required experience are engaged. One of the
above, Zheng and Kleiner (2001) stressed that career development also provides
schedule also changes. Thus, the kind of assistance needed by employers to its
growth and development of the organization in the nearest future. This will in
one way or the other enhance and motivate workers to be efficient in whatever
employer and employees in terms of decision making, there will be a better job
and planning for their human resource requirements (Zheng and Kleiner 2001).
21
development has a positive impact on employee retention rate. This is the more
reason why the researcher of this study deem it fit to consider career
workforce from any occupational hazard. On the other hand, safety is the
health programs, health and safety management, health and safety training, and
health and safety inspection. By implementing proper health and safety standard
organization and employee alike because there is the tendency for the reduction
22
connected to performance of the organizational, profitability, and effective
service delivery (Mearns & Reader, 2008). Similarly, such heath program helps
achieving a higher productivity and make them determined not to absence from
work (Armstrong, 2006). According to the Author, the aftermath effect will
where training on Health and safety is taking place, such organization will have
take necessary precautionary measures to deal with any safety problems. The
above make employee to be committed and also fabricate some level of the
and safety management helps in reducing excessive cost, and the occupational
risk employees are likely to face in the workplace. This will bring about
labour turnover (Health and Safety Executive, 1997). Health and safety
damage and hazard in the workplace thereby build a significant positive health
and safety culture, that do not only resulted into high productivity but also
(Armstrong, 2010).
health and wellness of employee, but also associated with high retention rates
23
which in turn contribute to the attainment of organizational objectives. In any
organization therefore, health and safety are paramount towards growth and
strategy, no employee will last for a period of time in any organisation where
live and properties among others. The researcher therefore considered health
and safety as important to this study because it is when one is alive that one can
(Armstrong, 2006). Also, Dessler (2008) define training as the process adopted
required job assigned to them with less or no supervision. This implies that
every employee wants growth and development in terms of training on the job.
This is because; such training will not only help them to function effectively on
the job, it will also improve them intellectually and add to their retention
employee through knowledge and skills acquisition over time. Training can also
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Training & development therefore conceptualized as a logical expansion
as the skills and attitude needed to execute such job-related task (Olaniyan &
Ojo, 2008). Different models have been developed to design effective training
model that positively affect training program. According to them, the model has
four main stages which include reaction, leaning, behavior and result. The
development. This includes on-the job training, off-the job training, job rotation,
(Elnaga, & Imran, 2013). Job rotation on the other hand, enables workers to gain
more skills that will increase and enrich their skill set and has positive effect on
employee motivation and retention (Kaymaz, 2010). Similarly, one of the most
25
productivity, speed up training process in the organization and increase
retention rate over time (Ameeq & Hanif, 2013). Furthermore, employee
monitored and practice without any biased, will boost retention rate as well as
therefore take place when the idea and necessary requirement put in place is
the most important skillful employees could be retained. This is why Roberts
and Outley (2002) mentioned that retention strategy that must triumphant must
development to this study no far fetch. First and foremost, as employee received
training and development, they are bound to develop in capacity, skill and
employees will not only improve their work efficiency but will also make
employee have positive interest in his job, make them to be committed and
satisfy with the job. Hence, as this occur through training and development the
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2.1.6 Reward and Recognition
According to Jack and Adele, (2003) and Cox (2008), aside from
training, health and safety, career development among others, for employees to
be happy and satisfy with his/her job, money and reasonable income is needed.
income level. In another dimension, it means that the higher the income, the
higher the recognition and worth. Reward of employees refers to everything that
improve the efficiency and frequency of its employee’s action towards attaining
organizational goals and objective. Manus and Graham (2003) referred to that
rewards as direct and indirect, intrinsic and extrinsic for the satisfaction of
employee. Scholars all over the world both local and international have
that drive employees for positive behaviors and better outcomes. Patricia and
Shuster (2001), indicated that a unique and fast moving organization that love
the want growth and development take place both in form of productivity,
organization’s mission and values amongst others. Reward and recognition are
are in different form. Different form of reward and recognition include but not
27
limited to rewards based on employee performance, monetary and non-
beyond expectation and also motivating them not to leave the organization
according due regard to the result of employee task and action. Similarly,
employee for a successful work done. This is because it is what will make
employee to put in more effort which will result into increases individual
also motivate them to see the organization as part of them (Fogleman &
and also boost their level of job performance. On the other hand, Intrinsic
(Saeed, et al., 2013). This mean that taking in terms of the two reward , one
can therefore deduced that extrinsic rewards are more powerful ingredient for
28
retention than the intrinsic rewards in terms of employee
retention.(Edirisooriya, 2014).
will not only lead to commitment among employee but also, it will motivate
alone is not enough to satisfy employees but without them, it will be difficult,
the more reason why Noel (2007) indicated that majority of employee work
in our society.
According to Huang & Kleiner (2005), reward and recognition can also
Hsieh & Kleiner (2003), have three major constructs which includes : reward
structured and open reward system will not only attract employee but also ,
and non-monetary benefits are important to employees . This is the more reason
considered only monetary benefit but also the other benefits because all are
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Emejulu, & Nwanneka, 2017). To be factual, the need of every employees are
not the same. Hence, for organizations to retain their employees their need must
In line with the present study, though every individual prefers one
organisation to the other for one reason to another. This indicated that people
can be motivated by money, awards or even just public praise. It thus inferred
that when talking about reward and recognition, we are talking about reward in
result of job well done. Hence, as this is taking cognizance about, the rate of
theory.
Super theory of career development is one theory that is related and has
This theory stressed that mutual relationship exist between the interest of an
employee in an organisation and their aptitude to make thing work for good.
This theory further posits that employee’s interests and aptitudes go a long way
talking about super theory of career development is the choice of career among
employees in one way or the other effect changes in them. To achieve the career
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goal an employee have decided on, they need to work harder to achieved and
social factors, which in-turn affect their nationality in such establishment. This
way that they make choices(Shaf, 2002). Consequently, the roles of each
among others have widened scope of the original Super’s assertion on career
study in the sense that career development of an employee goes a long way in
interest and ability pave way for them in order to make the desire decision.
this theory relates to what motivates an organization to attain the desire goals
reactions. This theory suggest that employee’s motivational level influence their
intention to leave, increase their retention rate and make them to be commitment
towards achieving that set goals. Expectancy in this sense indicates the
perception of employees of the possibility that their efforts will resulted into
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attainment of organizational performance goal which will be preceded by
like a catalyst that propels organization for work environments that facilitates
the extent that they can perform at the levels least expected. We should also
note that employees or individuals in an organization are ready to set for work
every day, but one thing that further encourage them the perform better is what
they will provide and what have not presently obtained but could be obtained in
the nearest future (Ezigbo 2011). The relationship of this theory was that as the
of the organization; their intention to stay will be higher. The need of employee
in this sense will include but not limited to health and safety at work, on the job
groups or individual inputs, hence the theory of equity. Weihrich and Cannice
perceive the reward structure as being fair or not. The equity theory which
fairness of the reward he or she gets, relative to the inputs in comparison with
32
McCormick (2006) have therefore stressed that equity theory is essential and
important in that , it has received an important recognition for its evolution. The
reduction in the magnitude or worth of output, or they may even leave the
organization. Also, if people think that the rewards are greater than what is
the same level with others (Weihrich and Cannice, 2008). Equity theory
(1963) has been seen as a good motivational tool for employee, which leads to
organizational performance. The rule of equity and fairness has been introduced
researcher of this study make use this theory because it based on organizational
organization has relationship with equity and fairness they receive from the
organization.
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2.2.4 Employee Turnover Theory
they were not satisfied with their job or believed there were better opportunities
elsewhere due to some human resources strategies that may be lacking and that
the employee needed. According to Porter and Steers (1973), in this theory
Wu, Chou, Chen, Yang, and Hsu (2016) also supported that voluntary turnover
organization due to the above factors. When this happen, it will influence
influencing factors that can influence turnover intention and hence retention rate
commitment, and intent to leave. This theory is important and related to this
study in that since human resource factors have been found to influence
employee retention, it them means that when such factors are not in place or not
leave).
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2.3 Empirical Review
survey research design where 226 respondents constitute the sample for the
study out of the target population of 519 employee. Data collection was done
through self administered questionnaires. The data analysis was carried out was
using both descriptive (mean and Standard Deviation) and inferential statistics
influence staff retention. Similarly, it was also gathered that positive and
employee retention. Based` on the above findings, it was suggested that the
working week, employee work life balance amongst other that will enable them
in Nairobi. Descriptive survey study design was adopted and Stratified sampling
Data collected was analysed using correlation and regression at 0.05 level.
35
Similarly, Imna and Hassan (2015) assessed the influence of human
explanatory research design was adopted in the study likewise cross sectional
survey methods was also adopted 5 point likert scale rating questionnaire was
and regression. Both career development, reward and recognition, and health
Yusoff, Malik, Aamir, Arif, Naveed, and Tariq (2015) through the use of survey
companies in the study area. The results of the regression analysis revealed that
it was gathered that training and development negatively impact staff retention
employees.
satisfied with training and development practices in the company. It was further
36
revealed that employees are ready to work in the company through the
stipulated coaching and job training adopted and put in practice by management
of the organization. In addition, Jangua and Gulzar (2014) surveyed the impact
revealed that different human resource practices in one way or the other
sector in the Southern Region of Nigeria. Survey research design was adopted,
and the only method adopted for data collection was a structured and validated
Duah and Danso (2017) conducted a study using capital bank in Ghana
adopted quantitative analysis where one hundred (100) employees at the capital
training they receive is of great impact and significant to their work. It was also
on employees’ retention. Survey research design was adopted in the study. One
hundred employees in both public and private were selected through convenient
37
sampling techniques and structured questionnaire to participate in the study.
Data analysis was carried out using both the descriptive statistics, correlation
continue working for and organization for as long as possible has a lot to do
with training practice employee received over time from the organization.
satisfaction and employee retention among nurses. In their study, the author
makes sure of quantitative research design method. The study employed 180
nurses who were randomly selected to participate in the study through self-
not necessarily make employees to be satisfy with the job. In and Insurance
use of descriptive survey design, structured and validated questionnaire for data
means and standard deviation) were employed for data analysis. Findings
38
validated questionnaire was the only instrument use for data collection. It was
gathered that all the tested variables (work life balance, remuneration, cash
revealed that reward system (financial and non-financial) has a positive impact
make sure that there is a balance between financial and non-financial reward put
retention. Survey research design was adopted in the study and data used was
was analyzed through correlation using SPSS software. Findings indicated that
both health and safety, job satisfaction and employee retention were
turnover intention at flower farms in north rift Kenya. The researcher adopted
the use of survey research design through questionnaires. It was gathered that
Ghanaian Mining Sector. The study make use of a cross-sectional survey design
where qualitative data were collected from 255 mine workers that were
conveniently sampled from the study area. The data collection tools were
39
management and turnover intention. Findings further revealed that in all the
independent variables under study, safety leadership and safety facility mostly
predict employee turnover intention (p’s < 0.05). It is also find out that
have a positive and significant influence on job satisfaction. On the other hand,
(P<0.05).
research design were adopted in carrying out the study. The target population
adopted Stratified sampling technique and 358 public secondary schools in the
rural area of Tanzania constitute the sample for the study. The method used to
schools in Tanzania.
40
Sample size for the study is 142, which represent 10% of the total population
of 1,420. The study employed survey research design and data collected was
the like manner, findings also showed that career development opportunities
Another important theory that affect retention rate is turnover intention theory.
more likely to leave an organization if they were not satisfied with their job or
believed there were better opportunities elsewhere due to some human resources
amongst other that may be lacking and that the employee needed.
41
2.4 Conceptual Model
Career Development
• Personal Growth
• Mentoring
• Leadership Development
• Succession planning
rate
42
In developing the conceptual framework for this study, effort was made
objectives and research questions formulated for testing in this study. In the first
instance, it was revealed from the model that that a relationship ( positive or
development and succession planning) and employee retention rate which was
towards building strong relationship among employee and employer. Health and
increasing their productivity. This is because health and safety practice will not
only motivates employees but will also make them sound health wise. Through
this, labour turnover reducing and lead to increase retention rate. From the
between health and safety (Health and safety training, workplace health and
health and safety Inspection) and employee retention rate which was measured
using some indicators of retention such as labour turnover, job stability and
morale level. In this regard, as employee health and safety increases, there is
the tendency for increase job stability, high moral and reduction in labour
43
Similarly, in terms of training and development, employees who value
acquiring new skills and polishing the existing one for their career growth
maybe more willing to work for an organization who equips them with well-run
knowledge. Aside from on the job training and development, rotation of staff
or employee from one department to another is also a form of staff training and
development because as employee move from one unit of the other, he/she
gather more knowledge and skill . As a result of this, such employee will be
organizations skills can this be refined through job rotation, on the job training
and off the job training and development. This means that there could be
depending on the intensity of training and skill gathered after training and
development of employee.
reward, extrinsic and indirect, recognition and other financial rewards amongst
others. This in this study is representing the independents variable in which the
employee rely on. In essence, the level of reward and recognition employee
received from its employer goes a long way in influencing employee retention
level.
44
2.5 Summary of Literature
related to this study. Also, concept related to the study such as concept of
development, health and safety as well as rewards and recognition have been
various sectors have also been reviewed which show a positive relationship
45
CHAPTER THREE
METHODOLOGY
3.0. Introduction
analysis.
brings about techniques and measures needed for data collection as well as
evaluating the desired information. In this study, the researcher would adopt the
planning on employee retention rate. This research design involved the use of
the group or groups being studied. Such investigation may have a variety of
is a type of design in which the investigator gathers data from a large number
46
3.2 Population for the Study
whole population. Sommer & Sommer (1997) on the other hand defined target
researcher targeted all the staff both the junior, senior, intermediate and
The population of staff is about 4, 500. The major reason for chosen this study
area was that the two research assistants that would assist in data collection for
this study were not far and were also familiar with the organization. This aid
population that can be used to represent the entire population. On the other
that participated in the study as a sample. Sampling in this study was necessary
systematic amongst others etc. In these techniques, researcher is sure that the
47
entire population is represented well because the researchers were able to
purposive techniques because of one’s mindset. The sample in this study consist
of 367 staff of shell petroleum development office Lagos, Nigeria derived from
The equation for sample size selection (Taro Yamene (1973) Formula) is given
thus:
S = Where N= Total Number of students,
e= Sample error (0.05) and
S = Sample size
S = 367
48
3.4 The Research Instrument
For the purpose of this study, a self designed and validated structured
questionnaire was the only instrument used for this study. The questionnaire
was divided into different sections based on the objectives and research
questions as well as the hypotheses formulated for testing. The first section was
education, status, and work experience. This section, was structured in form of
close ended question where respondents were allow to tick optioned applied to
The second section, was based on five likert scale rating ranging from
(1 point) to Undecided (0 point). This was used to measure all the independent
variables (Training and development, reward and recognition, health and safety
and career development) used for the study. The reasons for adopting this
method is because of its varying degree that other method of rating lack . In
this scaling method, “strongly agree” (SA) was assign with 4 point as the one
the one with lowest strength in the rating scale. This will help in eliminating the
element of doubt and unnecessary vacuum, which are often caused by other
The third section was also based on five likert scale rating ranging from
49
“Highly Satisfied ” (HS) being the highest in intensity was rated five (5) point
one (1) point. This section was therefore split into three to clearly distinguished
between the demographic, independents and the dependent variable used for the
study.
instruments referred to as the extent to which the research instrument design for
a study measures exactly what it was design for in line with the objective of the
obtained from the use of a tool or a level that represent individual element of
measures what it is intended to measure and for the purpose in which it was
Research instrument for this study was first of all examined by the
project supervisor and other experts in the college to ensure that, the phrasing
of the words in the questionnaire are correctly warded to determine the research
questions set for the study. This was to ensure face and content validity of the
dissertation on similar study were also consulted online, in the library and other
50
3.6 Reliability of the Instrument
administered to staff at Oando Oil Nigeria PLC who are not part of the sample
for this study but have similar characteristics. After time lag of two weeks,
another administration was carried out and the obtained scores were calculated
using cronbach alpha at 0.05 level of significant. The result of reliability test
Alpha
Data was collected personally with the help of two research assistants.
In doing this letter of introduction was collected and sent to the research
51
techniques. Also clarification were provided where necessary and for easy data
collection, the questionnaire were given to the respondents and allow them to
fill it at their own convenient time . The researcher therefore drop the
questionnaire and wait for the collection some other day. Thereafter, data
formulated for testing in this study. Data collected were therefore analysed
level) through the SPSS tool to determine the coefficients of the multiple or
Yi= β0 + β1 X1 + β2 X2 + β3 X3 + β4 X4 + e
Yi = Retention rate
X2 = Career Development
52
CHAPTER FOUR
4.0 Introduction
This chapter presents the result of data analysis in line with the
research questions cum hypotheses were formulated and tested using Ordinary
Least Square Method (OLS) as mentioned earlier in the previous chapter. Some
health and safety) on employee retention rate?, What is the relationship between
training and development and employee retention rate?, What is the relationship
between reward and compensation and employee retention rate, Does health and
safety significantly influence employee retention rate? and whether there is any
study also, three hundred and sixty seven (367) questionnaires were distributed
to respondents that constitute the target audience for the study where only three
hundred and forty two (342) were return valid. This accounted for 93.2% rate
of return. Therefore, the data analysis was based on the valid questionnaire.
53
4.1 Demographic Information
were male while 132(38.6%) were female. This showed that majority of the
respondents were male gender. This result was expected as it were because in
oil company such as Shell Petroleum, more men are needed compared to the
female counterpart. This does not mean female are not equally needed or
54
Table 4.1.2 present the distribution of respondents according to their age
between 25-30 years of age , 72 representing 21.1% were between 31-35 years
of age and 81 representing 23.7% were between 36-40 years of age while 129
representing 37.7% were above 40 years of age. This indicated that majority of
the respondents were above 40 years of age. This is not surprising as expected
organization, they are also expected to advance in age group. When this happen
older one will retire giving room for younger and more capable employee o fill
in the position so as to be more resources and efficient. This will also increase
only point out to the fact as the time of conducting this study, there are more
55
Christian that occupy one seat or the other than thus the Muslim counterpart. It
experience. Result indicated that 33(9.6%) of the respondents had below 5 years
of work experience, and 93(27.2%) had between 5-10 years of work experience
This point to the fact that in any organization, the higher the experience of an
competitive nature.
56
Table 4.1.5: Distribution of respondents by Educational Qualification
NCE/OND 45 13.2
Others 72 21.1
had SSCE or less, 45(13.2%) had NCE/OND, 57(16.7%) had bachelor’s degree
or equivalent and 144(42.1%) had master’s degree while 72(21.1%) had other
qualification. This indicated that majority had master’s degree. Without any
can move the organization forward. This afterward, is o no doubt will influence
57
Table 4.1.6: Distribution of respondents by Status
junior staff, 69(20.2%) were intermediate staff, and 123(36.0%) were senior
staff while 91(26.6%) were management staff. This indicated that majority of
Notwithstanding, employee who are in the high care are more needed compare
to lower cadre.
58
4.2 Research Hypotheses
Analysis of Variance
Model Sum of df Mean Square F Sig.
Squares
Regression 17867.971 4 4466.993 951.928 .000b
1 Residual 1581.397 337 4.693
Total 19449.368 341
a. Dependent Variable: Employee Retention Rate R = .958a; R2 = .919; F=
951.928; p < .05
b. Predictors: (Constant), Health & Safety, Reward & Recognition, Training and
Development, Career Development
With all this predictor variables entered into the regression model at
once, there was a significant prediction of employee retention rate social media
utilization among the students (R = .958a; R2 = .919; F (4,341) = 951.928; p < .05).
This showed that the exogenous variables (training and development, reward
accounted for 91.9% of the total variation in the endogenous variable (employee
59
Two: There is no significant relative influence of human resource planning
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Beta
Error
(Constant) 4.125 1.227 3.362 .001
Reward &
.293 .023 .213 12.661 .000
Recognition
Training and
1 1.125 .039 .808 29.124 .000
Development
Career
.640 .111 .535 5.757 .000
Development
Health & Safety -.577 .088 -.538 -6.570 .000
a 2
R = .958 ; R = .919; F= 951.928; p < .05
a. Dependent Variable: Employee Retention Rate
The results in Table 4.2.1 indicated that reward and recognition is a potent
retention rate (β = 0.640; t = 5.757; p < .05). Similarly, health and safety also
6.570; p < .05). Nevertheless, with all this predictor variables (career
development, training and development, reward and recognition, and health and
60
safety), entered into regression equation at once, there was a significant
limited. (R = .958a; R2 = .919; F (4,341) = 951.928; p < .05). This showed that
health and safety altogether accounted for 91.9% of the variation in employee
development and health and safety) on employee retention rate was buy this
career development and health and safety will combine to predict employee
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 9.750 .858 11.360 .000
1 Training and
1.299 .027 .933 47.706 .000
Development
a. Dependent Variable: Employee Retention Rate R = .933a; R2 = .870; F=
2275.910; p < .05
development , Lagos Nigeria (β = 1.299; t = 47.706; p < .05). In the same vane,
61
the result of the F-value of 2275.910 whose probability is significant at 5%
and development and employee retention rate among staff of shell petroleum
Nigeria. The above further implies that the higher the training and development
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 24.397 3.055 7.986 .000
1 Reward &
.575 .068 .418 8.473 .000
Recognition
a. Dependent Variable: Employee Retention Rate R = .418a; R2 = .174; F= 71.783;
p < .05
implies that reward and recognition explain about 17.4% of the total variation
in employee retention rate . This indicated also that reward and recognition is a
the same vein, the result of the F-value of 71.783 whose probability is
62
significant relationship between reward and compensation and employee
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 34.022 2.081 16.346 .000
1 Health &
.420 .054 .392 7.848 .000
Safety
a. Dependent Variable: Employee Retention Rate R = .392a; R2 = .153; F= 51.597;
p < .05
showed statistically that health & safety has a significant influence on employee
significant relationship between health and safety and employee retention rate.
organization/establishment
63
Six: There is no significant impact of career development on employee
retention rate
Table 4.2.6: Coefficients of the Linear Regression Analysis for impact of career
Coefficientsa
Model Unstandardized Standardized T Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 30.041 1.746 17.208 .000
1 Career
.641 .055 .536 11.715 .000
Development
a. Dependent Variable: Employee Retention Rate R = .536a; R2 = .288; F= 137.231;
p < .05
and employee return in the form of employee retention rate . The regression
for every single career development opportunity, the retention rate has been
increased by about 0.641. This showed that career development has a significant
positive impact of employee retention rate. The constant term in this equation
nothing happen at all cost, the value of the retention rate will remain the same
i. e 30.41.
Similarly, the R Square value is 0.288; explain the fact that the
variation in the values of the employee retention rate can be explained due to
vary between 0 to 1. Hence, the R Square values of 0.288 means that 28.8% of
64
the variation in employee retention rate is due to provision of career
variation has been supposed to be due to other human resource practices such
health and safety, working environment amongst other that is outside the model.
11.715 that is higher and greater than 1.96 shows a significant outcome (i. e t
= 11.715; P< 0.05) . This signifies also that there is significant impact exist
between career development practice and employee retention rate. This t-stat
value of 11.715 also indicated that that the independent variable (career
In line with literature review, the above findings were not in isolation. For
his or her contribution to overall growth and development towards attaining the
retention rate. Equally, Kahiga, Ogolla, and Muema (2019) affirmed that
65
promoting resources efficiency. Therefore, without any doubt, the above were
More so, Findings also corroborate with that of Imna and Hassan (2015) who
employee retention rate. The author significantly pointed out that training and
Yusoff, Malik, Aamir, Arif, Naveed, and Tariq (2015) who pointed out that
training and development decrease employee retention rate. But the authors
retention rate. Findings also went in line with the works of Chemirmir,
Nassiuma, and Musebe (2017). According to them, aside from other important
the author, it was revealed that health and safety is significantly correlated with
66
CHAPTER FIVE
DISCUSSION OF FINDINGS
progress along the organization. The findings above corroborate the earlier
Akhtar, Yusoff, Malik, Aamir, Arif, Naveed, and Tariq (2015) who posited
retention. Furthermore, findings above also correlate with the work of Francis
retention. Findings further correlate with that of Jangua and Gulzar (2014)
whose regression and sober tests revealed that different human resource
employee.
67
learning through education lead to growth. Therefore, such experienced
therefore know serious minded employer would want to lose a serious minded
and resourceful personnel. In that case, the employer or management will try all
that is within their reach and capacity to considered such employee first and take
him or her as priority in case of any opportunity. At the same time, they will be
willing to train and re-train such employee because his an asset to the
organization. The findings were in accordance with the work of Duah and
Danso (2017) who find out in their study training and development on
that says “Is there even any significant correlation between training and
development on employee retention rate”. Not only that, findings of the above
were also in conjunction with the work of Ahmed (2014) who equally reported
a significant outcome.
Furthermore, in line with the fourth hypothesis, it was gathered that there
retention rate. Findings above were related to the earlier findings by Kahiga,
Ogolla, and Muema (2019). Also, the findings of Abbas (2014) went in line
correlate with the work of Sikawa, Waiganjo and Otieno (2015) whose findings
68
Consequently, the result of the fifth hypotheses showed that there is a
rate. This is true and it goes in line with the earlier theoretical findings. For
important. This will in one way enable employee to meet immediate and future
that organization. The above assertion and findings from this study in this regard
corroborate with the work of Rotich (2020) who in his study revealed that
retention of employee. Not only that, findings also goes in line with that of
also related with the findings of this study. Mendis (2017) further affirmed that
and the retention rate for employees. Findings were in accordance with the
work of Ali (2014). According to the author, organizational safety and rate of
pointed out the connection between health and safety and the retention rate for
employees.
69
5.2 Limitation of this study.
employee retention rate. Using shell petroleum as a case study. Based on the
i. Structure Questionnaire
could carried out taking into account other construct of human resources
planning. Not only that, it also suggested that two or more company of similar
characteristics could also be considered for further study. Equally, sample size
70
CHAPTER SIX
6.0 Conclusion
researchers both local and international have affirmed that all the construct of
manpower planning and strategies used in this study have been found to be good
concluded for any organisation to succeed in this competitive about market, they
6.1 Recommendations
training employees' programs to build the capacity of the staff and the
employees
71
5. Salary of staff need to be improved upon or regular interval
The bone of contention and what can be drawn from this study was the
fact that, Shell Petroleum Nigeria Plc is progressing because the management
retention.
72
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APPENDIX 1: QUESTIONNAIRE
Dear respondents,
confidential.
Section A
2. Age Group: Less than 25 yrs (b) 25-30 yrs (c) 31-35 yrs (d)
4. Work experience (a) < 5 yrs (b) 5-10 yrs (c) Above 10
yrs
83
5. Educational Qualification (a) SSCE or less (b)
84
Section B (Questions on Independents Variable)
Note: SA = Strongly Agree, A = Agreed, D = Disagree, SD = Strongly
Disagree
S/N Statements 4 3 0 2 1
85
S/N Statements 4 3 0 2 1
86
S/N Statements 4 3 0 2 1
Career development 4 3 0 2 1
1 I always enjoy my present career 4 3 0 2 1
2 A am confidents with my chosen career 4 3 0 2 1
3 In one way or the other, I have influence my choice of 4 3 0 2 1
career goal
4 I am able to get my work done well through managing 4 3 0 2 1
other people effort
5 I was able to contribute new idea to this organization 4 3 0 2 1
which help build hope for the future
6 I was able to balance my work with other areas of my life 4 3 0 2 1
7 I poses the capacity to lead a team towards the success of 4 3 0 2 1
a key project in the organization
8 I am part of this organization 4 3 0 2 1
9 I was able to show that I have more to offer this 4 3 0 2 1
organization than any of my colleague
10 I was able to make meaningful decision without being 4 3 0 2 1
control by organization bureaucracy
11 The excitement of the successes of creating something 4 3 0 2 1
new was depend on me
Health and safety 4 3 0 2 1
1 The is provision for pure drinking water for staff in this 4 3 0 2 1
organization
2 Male and female toilet are maintain hygienically 4 3 0 2 1
3 Safety and Health instruction courses conducted by the 4 3 0 2 1
organization are good
4 There is provision for health and safety policy for all staff 4 3 0 2 1
ion this organization
5 Standby security are available at in major entrance in this 4 3 0 2 1
organization
6 First aid box maintained at work place are good. 4 3 0 2 1
87
S/N Statements 4 3 0 2 1
Dissatisfied
S/N Statements
Moderately
dissatisfied
Satisfied
Satisfied
Satisfied
Highly
Highly
Retention Strategies
1 Organizational support for continuing education 5 4 3 2 1
2 Employee participation in organizational activities 5 4 3 2 1
3 Reward and Recognition 5 4 3 2 1
4 Fringe benefit 5 4 3 2 1
5 On the job program 5 4 3 2 1
6 Job rotation 5 4 3 2 1
7 Transfer employee to one location to another with 5 4 3 2 1
promotion and other benefit
88
Dissatisfied
S/N Statements
Moderately
dissatisfied
Satisfied
Satisfied
Satisfied
Highly
Highly
8 Job security 5 4 3 2 1
9 Promotion Criteria/opportunities 5 4 3 2 1
10 Conducive working environment 5 4 3 2 1
11 Hazard allowance 5 4 3 2 1
12 Career development 5 4 3 2 1
13 Welfare measures 5 4 3 2 1
14 Performance based reward 5 4 3 2 1
15 Health and safety training 5 4 3 2 1
16 Leadership Development 5 4 3 2 1
17 Mentoring 5 4 3 2 1
THANK YOU.
89
APPENDIX I: RELIABILITY TEST
RELIABILITY
/VARIABLES=R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15
/SCALE('ALL VARIABLES') ALL
/MODEL=ALPHA
/STATISTICS=DESCRIPTIVE SCALE.
Reliability
Reliability Statistics
Cronbach's N of Items
Alpha
.611 15
Item Statistics
Mean Std. N
Deviation
R1 3.4000 .81368 30
R2 3.0667 1.14269 30
R3 2.1333 1.33218 30
R4 3.4000 .89443 30
R5 1.7333 1.08066 30
R6 2.2000 .99655 30
R7 3.4000 .72397 30
R8 2.2667 1.01483 30
R9 3.3333 .71116 30
R10 2.7333 1.08066 30
R11 3.1333 .97320 30
R12 3.2000 .99655 30
R13 3.3333 .80230 30
90
R14 3.6000 .81368 30
R15 3.7333 .44978 30
Scale Statistics
Mean Variance Std. N of Items
Deviation
44.6667 31.126 5.57911 15
RELIABILITY
/VARIABLES=T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11
/SCALE('ALL VARIABLES') ALL
/MODEL=ALPHA
/STATISTICS=DESCRIPTIVE SCALE.
Reliability
91
Item Statistics
Mean Std. N
Deviation
T1 3.0000 1.05045 30
T2 2.6667 .95893 30
T3 2.2667 1.01483 30
T4 2.2667 .86834 30
T5 2.8667 .89955 30
T6 3.3333 .71116 30
T7 2.9333 1.01483 30
T8 2.9333 .94443 30
T9 3.4000 .72397 30
T10 2.5333 1.04166 30
T11 2.8667 .97320 30
Scale Statistics
Mean Variance Std. N of Items
Deviation
31.0667 31.237 5.58899 11
RELIABILITY
/VARIABLES=C1 C2 C3 C4 C5 C6 C7 C8 C9 C10 C11
/SCALE('ALL VARIABLES') ALL
/MODEL=ALPHA
/STATISTICS=DESCRIPTIVE SCALE.
Reliability
92
Cronbach's N of Items
Alpha
.859 11
Item Statistics
Mean Std. N
Deviation
C1 2.0667 1.01483 30
C2 2.8000 .84690 30
C3 2.5333 1.04166 30
C4 2.6667 .95893 30
C5 3.0667 1.01483 30
C6 2.8667 .97320 30
C7 2.8667 .89955 30
C8 3.0000 .90972 30
C9 3.2000 .84690 30
C10 3.0000 .83045 30
C11 3.2000 .76112 30
Scale Statistics
Mean Variance Std. N of Items
Deviation
31.2667 42.685 6.53338 11
RELIABILITY
/VARIABLES=H1 H2 H3 H4 H5 H6 H7 H8 H9 H10 H11 H12 H13
/SCALE('ALL VARIABLES') ALL
/MODEL=ALPHA
/STATISTICS=DESCRIPTIVE SCALE.
Reliability
93
Case Processing Summary
N %
Valid 30 100.0
a
Cases Excluded 0 .0
Total 30 100.0
a. Listwise deletion based on all variables
in the procedure.
Reliability Statistics
Cronbach's N of Items
Alpha
.700 13
Item Statistics
Mean Std. N
Deviation
H1 2.8667 .81931 30
H2 3.0667 .69149 30
H3 3.0667 .69149 30
H4 3.4000 .81368 30
H5 3.0667 1.14269 30
H6 2.1333 1.33218 30
H7 3.4000 .89443 30
H8 1.7333 1.08066 30
H9 2.2000 .99655 30
H10 3.4000 .72397 30
H11 2.2667 1.01483 30
H12 3.3333 .71116 30
H13 2.7333 1.08066 30
Scale Statistics
Mean Variance Std. N of Items
Deviation
36.6667 24.368 4.93638 13
94
RELIABILITY
/ /SCALE('ALL VARIABLES') ALL
/MODEL=ALPHA.
Reliability
Reliability
Reliability Statistics
Cronbach's N of Items
Alpha
.899 67
95
APPENDIX II: REGRESSION RESULTS
Regression
Variables Entered/Removeda
Model Variables Variables Method
Entered Removed
Reward &
1 . Enter
Recognitionb
a. Dependent Variable: Employee Retention Rate
b. All requested variables entered.
Model Summary
Model R R Square Adjusted R Std. Error of
Square the Estimate
a
1 .418 .174 .172 6.87256
a. Predictors: (Constant), Reward & Recognition
ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regression 3390.478 1 3390.478 71.783 .000b
1 Residual 16058.891 340 47.232
Total 19449.368 341
a. Dependent Variable: Employee Retention Rate
b. Predictors: (Constant), Reward & Recognition
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 24.397 3.055 7.986 .000
1 Reward &
.575 .068 .418 8.473 .000
Recognition
a. Dependent Variable: Employee Retention Rate
96
Regression
Variables Entered/Removeda
Model Variables Variables Method
Entered Removed
Training and
1 . Enter
Developmentb
a. Dependent Variable: Employee Retention Rate
b. All requested variables entered.
Model Summary
Model R R Square Adjusted R Std. Error of
Square the Estimate
1 .933a .870 .870 2.72673
a. Predictors: (Constant), Training and Development
ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regression 16921.458 1 16921.458 2275.910 .000b
1 Residual 2527.910 340 7.435
Total 19449.368 341
a. Dependent Variable: Employee Retention Rate
b. Predictors: (Constant), Training and Development
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Beta
Error
(Constant) 9.750 .858 11.360 .000
1 Training and
1.299 .027 .933 47.706 .000
Development
a. Dependent Variable: Employee Retention Rate
97
Regression
Variables Entered/Removeda
Model Variables Variables Method
Entered Removed
Career
1 . Enter
Developmentb
a. Dependent Variable: Employee Retention Rate
b. All requested variables entered.
Model Summary
Model R R Square Adjusted R Std. Error of
Square the Estimate
a
1 .536 .288 .285 6.38393
a. Predictors: (Constant), Career Development
ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regression 5592.807 1 5592.807 137.231 .000b
1 Residual 13856.562 340 40.755
Total 19449.368 341
a. Dependent Variable: Employee Retention Rate
b. Predictors: (Constant), Career Development
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 30.041 1.746 17.208 .000
1 Career
.641 .055 .536 11.715 .000
Development
a. Dependent Variable: Employee Retention Rate
98
Regression
Variables Entered/Removeda
Model Variables Variables Method
Entered Removed
Health &
1 . Enter
Safetyb
a. Dependent Variable: Employee Retention Rate
b. All requested variables entered.
Model Summary
Model R R Square Adjusted R Std. Error of
Square the Estimate
a
1 .392 .153 .151 6.95917
a. Predictors: (Constant), Health & Safety
ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regression 2983.137 1 2983.137 61.597 .000b
1 Residual 16466.231 340 48.430
Total 19449.368 341
a. Dependent Variable: Employee Retention Rate
b. Predictors: (Constant), Health & Safety
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 34.022 2.081 16.346 .000
1 Health &
.420 .054 .392 7.848 .000
Safety
a. Dependent Variable: Employee Retention Rate
99
Regression
Variables Entered/Removeda
Model Variables Variables Method
Entered Removed
Health &
Safety,
Reward &
Recognition,
1 . Enter
Training and
Development,
Career
Developmentb
a. Dependent Variable: Employee Retention Rate
b. All requested variables entered.
Model Summary
Model R R Square Adjusted R Std. Error of
Square the Estimate
1 .958a .919 .918 2.16624
a. Predictors: (Constant), Health & Safety, Reward &
Recognition, Training and Development, Career
Development
ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regression 17867.971 4 4466.993 951.928 .000b
1 Residual 1581.397 337 4.693
Total 19449.368 341
a. Dependent Variable: Employee Retention Rate
b. Predictors: (Constant), Health & Safety, Reward & Recognition, Training
and Development, Career Development
100
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Beta
Error
(Constant) 4.125 1.227 3.362 .001
Reward &
.293 .023 .213 12.661 .000
Recognition
Training and
1 1.125 .039 .808 29.124 .000
Development
Career
.640 .111 .535 5.757 .000
Development
Health & Safety -.577 .088 -.538 -6.570 .000
a. Dependent Variable: Employee Retention Rate
Frequency Table
Gender
Frequency Percent Valid Cumulative
Percent Percent
Male 210 61.4 61.4 61.4
Valid Female 132 38.6 38.6 100.0
Total 342 100.0 100.0
Age Group
Frequency Percent Valid Cumulative
Percent Percent
Less than 25 years 24 7.0 7.0 7.0
25-30 years 36 10.5 10.5 17.5
31-35 years 72 21.1 21.1 38.6
Valid
36-40 years 81 23.7 23.7 62.3
Above 40 years 129 37.7 37.7 100.0
Total 342 100.0 100.0
101
Religious Affliation
Frequency Percent Valid Cumulative
Percent Percent
Islam 114 33.3 33.3 33.3
Valid Christia 228 66.7 66.7 100.0
Total 342 100.0 100.0
Working Experience
Frequency Percent Valid Cumulative
Percent Percent
<5 years 33 9.6 9.6 9.6
5-10 years 93 27.2 27.2 36.8
Valid Above 10
216 63.2 63.2 100.0
years
Total 342 100.0 100.0
Educational Qualification
Frequency Percent Valid Cumulative
Percent Percent
SSCE or less 24 7.0 7.0 7.0
NCE/OND 45 13.2 13.2 20.2
HND/Bachelor
57 16.7 16.7 36.8
Valid Degree
Masters Degree 144 42.1 42.1 78.9
Others 72 21.1 21.1 100.0
Total 342 100.0 100.0
102
Status
Frequency Percent Valid Cumulative
Percent Percent
Junior Staff 59 17.3 17.3 17.3
Intermediate
69 20.2 20.2 37.4
Staff
Valid Senior Staff 123 36.0 36.0 73.4
Management
91 26.6 26.6 100.0
Staff
Total 342 100.0 100.0
103