Impact of Work Environment on Employee Retention in

Hospitals in Coimbatore Region

HARI NANDHINI DEVI S (22PBA011)

JAINAB KAZALE A (22PBA013)
JENNIFER ANGELINE M (22PBA014)

A Mini Project Report submitted to

Avinashilingam Institute for Home Science and Higher Education for Women
Coimbatore- 641 043

In partial fulfilment of the requirements for the Degree of

Masters in Business Administration

May 2023
Impact of Work Environment on Employee Retention in Hospitals in
Coimbatore Region

HARI NANDHINI DEVI S (22PBA011)

JAINAB KAZALE A (22PBA013)
JENNIFER ANGELINE M (22PBA014)

A Mini Project Report submitted to

Avinashilingam Institute for Home Science and Higher Education for Women
Coimbatore- 641 043

In partial fulfilment of the requirements for the Degree of

Masters in Business Administration

May 2023

CERTIFIED BONAFIDE RESEARCH WORK

Signature of the Signature of the Signature of the

Supervisor Head of the Department External Examiner
 ACKNOWLEDGEMENT

With the blessings of the Lord Almighty, I acknowledge my sincere and heartful thanks to the
Chancellor, Dr. S.P. Thyagarajan, Dr. V. Bharathi Harishankar, Vice Chancellor and
Registrar, Dr. S. Kowsalya of Avinashilingam Institute for Home Science and Higher
Education for Women, Coimbatore, for facilitating the success full completion of this mini
project.

My special thanks to Dr. P. Chitramani, Dean, School of Commerce and Management,

Avinashilingam Institute for Home Science and Higher Education for Women, for her generous
support and help to carry out the research based project.

I would like to express our heartfelt and sincere thanks to Dr. J. Arthi, Head of the Department,
Department of Business Administration, for her support and valuable inputs and
encouragement to complete the mini project.

I express our gratitude and thanks to Dr. J. Arthi, Head of the Department, Department of
Business Administration for her guidance, constant motivation, valuable suggestions and
strong support throughout the mini project.

I extend my heartfelt thanks to all the Faculty Members of the Department of Business
Administration for their help and continuous support to complete the mini project.
 CONTENTS

CHAPTER NO PARTICULARS PAGE NO

I INTRODUCTION
1.1 Introduction 1
1.2 Employee Retention 2
1.2.1 Benefits of Employee Retention 2
1.2.2 Employee retention factors
3
among nurses in hospitals
1.3 Conceptual Framework 3
1.3.1 Salary/Employee Benefits 4
1.3.2 Culture within the organisation 5
1.3.3 Working hours 5
1.3.4 Job Satisfaction 5
1.3.5 Teamwork 5
1.4 Problem statement 6
1.5 Objectives 6
1.6 Scope 6
1.7 Importance 7
II REVIEW OF LITERATURE
2.1 Introduction 8
2.2 Studies Related to Employee
8
Retention
III RESEARCH METHODOLOGY
3.1 Research Design 18
3.2 Nature of Research Design 18
3.3 Sampling Technique 18
3.4 Sampling Area 18
3.5 Sampling Size 19
3.6 Research Instruments 19
3.7 Pilot study 19
3.8 Data Collection 19
3.9 Statistical Tools Used 20
 3.9.1 Mean Calculation 20
3.9.2 Correlation 20
3.10 Hypothesis 20
IV ANALYSIS AND INTERPRETATION
4.1 Introduction 21
4.1.1 Response Rate 21
4.2 Demographic Information 21
4.2.1 Respondent’s Gender 21
4.3 Mean Calculation of Independent
22
Variables
4.3.1 Salary/Employee Benefits and
23
Employee Retention in the hospital
4.3.2 Culture within the organisation
24
and Employee Retention in the hospital
4.3.3 Working hours and Employee
25
Retention in the hospital
4.3.4 Job Satisfaction and Employee
27
Retention in the hospital
4.3.5 Teamwork and Employee
28
Retention in the hospital
4.4 Correlation 29
4.4.1 Correlation Analysis 29
4.4.1.1 Hypothesis 30
FINDINGS, SUGGESTIVE MODEL
V
AND CONCLUSION
5.1 Summary 32
5.2 Findings of the Study 32
5.3 Conclusion 33
5.4 Suggestive Model 34
BIBLIOGRAPHY 36
ANNEXURE 38
 LIST OF TABLES

TABLE NO TITLE PAGE NO.

4.1 Mean Calculation 22
Salary/Employee Benefits
4.2 and Employee Retention in 23
the hospital
Culture within the
4.3 organisation and Employee 24
Retention in the hospital
Working hours and
4.4 Employee Retention in the 25
hospital
Job Satisfaction and
4.5 Employee Retention in the 27
hospital
Teamwork and Employee
4.6 28
Retention in the hospital
4.7 Correlation Analysis 30
Findings from Demographic
5.1 33
Factors
 SYNOPSIS

Employee retention is the ability of an organization to retain its employees and ensure
sustainability. This study aims at analysing impact of working environment on employee
retention in hospitals in Coimbatore region.

With regard to Salary/Employee benefits, Culture within the organisation, Working Hours, Job
Satisfaction and Teamwork we hypothesize that these factors have an impact on employee
retention in hospitals.

We solicited responses from Coimbatore region hospitals female nurses in order to test the
hypothesis and the sample size for the study is 103. This study yields that Employee Retention
is negatively related to Salary/ Employee Benefits and Culture within the organisation.

The study results that there is a significant impact of Job Satisfaction, Working Hours and
Teamwork on Employee Retention. This study concludes by discussing the implications of
these findings for hospitals.
 CHAPTER – I

INTRODUCTION

1.1 Introduction
An Employee Retention Program (ERP) is prominent for the effective
functioning of its operating system. Health-care sectors should create a positive and healthy
work environment to the employees. Workplace safety and health, including benefits for
employers and employee retention is important in every organization. This research focuses
on employee retainment, especially nurses in the hospitals due to factors like stress,
workload, work-life balance, culture and salary. According to the International Labor
Organization (ILO 2003) has been engaged in promoting the protection of workers, since
they are the assets. Productive and efficient employee management will lead to achieve the
competency. Employees must be completely committed to the required performance ethics
in order to maintain the competitive edge. In order to satisfy high demands, hospitals must
significantly increase their employee benefits. Retaining skillful employees is crucial to
maintain as employees keep on looking for opportunities. Environmental factors
like increasing salary and benefits, work rules, and coffee breaks can help improve
employee retention.

The shortage of healthcare workers is a growing problem across the globe. Nurses and
physicians, in particular, are vulnerable as a result of the COVID-19 pandemic. Most
employees felt that they were excluded from the managerial decision-making process,
thereby reducing their contribution to the Organization since, their valuable information
and ideas are not utilized by the Organization. Measures to alleviate the shortage should
not only address retention of nurses currently working within the system but should also
ensure that the nursing work environment is attractive to newcomers. Among all the
Healthcare professionals, nurses are the largest group who are responsible for providing
quality care to the patients.

Therefore, the hospital should ensure the commitment and loyalty of the nurses
towards their duty. Most of the hospitals consider nurse engagement as an important HR
factor. It helps to achieve better performance and to gain a competitive advantage. Nursing
staff leave their jobs for a numerous reason, both voluntary and involuntary. There are many

1
 factors associated with their turnover and the intention to leave the organisation or job. The
bottom line is that it is extremely difficult to quantify and compare turnover rates among
nurses. The consequences and costs of turnover are inconceivable. Some of the
consequences are the following:

• Decreased quality of patient care

• Loss of patients

• Increased contingent staff cost

• Increased nurse turnover

• Increased staffing cost

• High accident and absenteeism rates

• Low work place morale

Turnover is inevitable. But imprudent turnover is often a symptom of a rudimentary

problem within a business or an organisation. The key imperative of this paper is to identify
and explore the factors that are analogous with the turnover intentions of nursing staff. Active
employees upskill themselves as quick learners and are more creative. Patient satisfaction,
employee retention, productivity, and profitability are all strongly correlated with engagement.

1.2 EMPLOYEE RETENTION:

Improving retention can reduce stress in the work environment, save money, enhance the patient
experience and boost morale in your organization. Employee retention is important for any
organization, but it can be particularly challenging within the healthcare industry. Improving
retention can reduce stress in the work environment, save money, enhance the patient experience
and boost morale in your organization. High turnover is not good for employees, patients or the
organization’s bottom line. When you effectively recognize, connect and communicate with your
team, you can improve employee engagement and retain more of your most valuable workers.

1.2.1 BENEFITS OF EMPLOYEE RETENTION:

Employee retention in the healthcare sector enhances the reputation of the hospitals and patient
satisfaction. Improving retention benefits the organization in various aspects:

2
 • Employee retention is cost-saving and can quickly mount for organizations that
retain their employees for the long term.
• Once companies have put time and training into an employee, retaining them is
essential to achieve a return on that investment.
• Highly engaged employees are more profitable than low-engaged organizations.
• Long-term working relationships between colleagues lead to improved business
outcomes and a happy workspace.
• Prioritizing retention improves employee morale in the organizations.

1.2.2 EMPLOYEE RETENTION FACTORS AMONG NURSES IN HOSPITALS:

Employees are the lifeline of the organizations. Hospitals should understand the various factors to
sustain their employees. The main factors that drive better employee retention are:

• Fairly competitive benefits stay committed to the organization

• Opportunities to learn and grow within their field will increase job satisfaction
• Positive work environment that support, respect, and value the efforts can help to reduce
stress and burnout, and can contribute to retention for a longer period.
• Hospitals that prioritize adequate staffing levels can help to reduce peering workload
and turnover among nurses.
• Flexible scheduling options, paid time off, and other work-life balance benefits can help
to reduce turnover among nurses.
• Recognizing and rewarding the hard work of their nurses can help to foster a sense of
loyalty and job satisfaction.

1.3 CONCEPTUAL FRAMEWORK

The following are the variables for the study of the Impact of Work Environment on Employee
Retention in Hospitals in Coimbatore Region.

3
 CONCEPTUAL FRAMEWORK

SALARY/ EMPLOYEE
BENEFITS

CULTURE WITHIN THE

HOSPITAL

EMPLOYEE
JOB SATISFACTION RETENTION

WORKING HOURS

TEAMWORK

Figure 1.1 Conceptual Framework

1.3.1 SALARY/EMPLOYEE BENEFITS

Competitive and fair compensation, along with attractive benefits packages, are crucial
factors that influence an employee’s decision to stay with an organization. When employees
feel that they are fairly compensated for their skills, qualifications, and contributions, they are
more likely to remain loyal to the organization. Employee benefits go beyond salary and
encompass additional perks and rewards that employees receive. These can include health
insurance, retirement plans, paid time off, flexible working arrangements, wellness

4
programs, tuition reimbursement, and more.
1.3.2 CULTURE WITHIN THE ORGANISATION
Employee benefits go beyond salary and encompass additional perks and rewards that
employees receive. These can include health insurance, retirement plans, paid time off,
flexible working arrangements, wellness programs, tuition reimbursement, and more. A
supportive work culture fosters teamwork, open communication, and collaboration among
healthcare professionals. When employees feel supported by their colleagues and
supervisors, they are more likely to stay in their roles. Collaboration can also contribute to
better patient care and outcomes.
1.3.3 WORKING HOURS
The length of working hours, along with the flexibility and control employees have over their
schedules, can influence job satisfaction, work-life balance, and overall well-being. Long
working hours can lead to burnout, stress, and dissatisfaction among employees. When
employees feel overwhelmed by their workload and consistently work long hours without
adequate rest, it can negatively affect their health, job satisfaction, and retention. Striking a
balance between productivity and ensuring reasonable workloads is crucial. Offering flexible
schedules that allow employees to adjust their work hours to fit their personal needs and

preferences can contribute to job satisfaction and retention.

1.3.4 JOB SATISFACTION

Job satisfaction refers to an individual’s overall contentment with their job. It encompasses
various factors such as the work environment, relationships with co-workers and supervisors,
compensation, opportunities for growth, and alignment of personal values with the
organization’s mission. Job satisfaction is a significant driver of employee retention. When
employees are satisfied with their jobs, they are more motivated, engaged, and committed to
their work. They experience a higher level of job involvement, which reduces the likelihood of
turnover.
1.3.5 TEAMWORK
Teamwork plays a crucial role in employee retention. When employees feel part of a
supportive and collaborative team, they are more likely to be satisfied with their work and

5
remain with the organization. Effective teamwork promotes a sense of mutual support and
camaraderie among team members. When employees feel supported by their colleagues
and experience a positive social connection, they are more likely to feel valued and satisfied
in their roles. This sense of belonging contributes to employee retention.

1.4 PROBLEM STATEMENT

One of the major challenges faced by hospitals is a high turnover rate among nurses which
incurs significant costs. Among many reasons why employees leave an organization are better
job opportunities and dissatisfaction with their work conditions such as salary, working hours
and company culture. The departure of any worker performing regular operations within an
organization can trigger a loss for the business in question - not just key workers matter.
However, companies that take active steps towards retaining their workforce would be able to
thrive amidst competition in today’s market landscape. When an employee resigns from duty
within your hospital setting productivity will drop and ultimately affect your facility’s
reputation as well. It is therefore essential to identify underlying factors affecting nursing staff
turnover intention.

1.5 OBJECTIVES

1. To determine the influence of salary/employee benefits on employee retention

in hospitals
2. To evaluate the influence of culture within the organization on employee
retention in hospitals
3. To establish the influence of job satisfaction on employee retention in hospitals
4. To examine the influence of working hours on employee retention
5. To assess the influence of teamwork on employee retention in hospital

1.6 SCOPE

1. As there is rapid growth in the hospital sector in recent years, there are many
opportunities to leave the job and join another organization.
2. The number of hospitals in the Coimbatore region is emerging, and there are lot many
chances, where retaining employees is difficult.

Thus, to motivate the employees to stay in the organization, the factors that influence employee
retention are to be discovered.

6
1.7 IMPORTANCE

To help the hospitals in Coimbatore region to find out what are the factors that
influence employee retention and what are the strategies to be adopted, so that the employees
stick to the organization.

7
 CHAPTER – II

REVIEW OF LITERATURE

2.1 INTRODUCTION
The goal of a literature review is to get a better grasp of the existing research and discussions
on a specific topic or field of study, and to provide that information in the form of a written
report. A literature review is a piece of academic writing that demonstrates knowledge and
comprehension of academic literature on a given topic in context. A critical assessment of the
information is included in a literature review.

2.2 STUDIES RELATED TO EMPLOYEE RETENTION

Martha L. Grubaugh Ph.D, RN, NE-BC, Nora Warshawsky Ph.D, RN, NEA-BC, CNE,
FAAN, Lindsey Marie Tarasenko Ph.D, RN (2023) in their study titled “Reframing the
Nurse Manager Role to Improve Retention” Nurse managers (NMs) play a vital role in
practice environments and nurse, patient, and organizational outcomes. The role of the NM is
demanding and within the past 5 years intention to leave and turnover has greatly increased.
There have been inconsistent measures of reasons for leaving making it challenging to
understand why managers are leaving and how to accurately address these reasons. This article
details an ordinal measure of reasons for leaving from a 2017 research study, and discusses
implications in relation to the current context and how the NM role should be reframed for the
future.

Andrew Sija (2022) in their study titled “Determinants of employee retention in private
healthcare’’. In this article a study was conducted in Malaysia on the high resignation rate in
private healthcare, particularly during the COVID-19 pandemic. The study aimed to identify
the root causes of high staff turnover and factors contributing to employee retention in selected
private hospitals. Five key factors were identified, including job satisfaction, work
environment, compensation and benefits, work-life balance, and employee recognition. The
study used a quantitative approach with 123 respondents, and six hypotheses were tested using
SPSS version 26. The results showed that employee recognition and job satisfaction were
strong predictors of employee retention. Other factors such as working environment,
compensation and benefits, and work-life balance were also important but not as strongly
supported. Unique factors such as training and development, fairness, leadership skills, and
hospital facilities and equipment were highlighted by respondents. The study contributes

8
theoretical and empirical value to private healthcare in retaining talent by building trust in
employees and establishing a long-term win-win employee relationship.

Bayad Jamal Ali, Govand Anwar (2021) in their study titled “ Employee turnover
intension and job satisfaction ’’ in the article the main objective of the research is to analyze
the correlation between job satisfaction and employee turnover intention in a private hospital
in Erbil. The study used a quantitative method and involved 144 participants. The value of R
for Job satisfaction is =.386** which indicates that turnover is a positive and weak correlation
with turnover intention. The co-efficients analysis for this study, the value Beta for turnover is
= .386> 0.01, which supported the research hypothesis. The analysis showed that job
satisfaction has a weak positive correlation with turnover intention, which supports the research
hypothesis. The study found that most private hospital personnel in Erbil would quit if they
have better job opportunities. Overall, the research highlights the challenge of retaining
employees for a longer time and decreasing employee turnover in the healthcare sector.

Mohd Yusoff Yusliza, Juhari Noor Faezah, Jumadil Saputra Zikri Muhammad, T.
Ramayah, Nora'aini Ali and Noor Maizura Mohamad Noor (2021) in their study titled
“Analysing the Relationship between Supportive Work Environment and Employee
Retention’’ examines the relationship between individual dimensions of the supportive work
environment (peer group interaction, perceived climate, perceived organizational support,
supervisory relationship) and employee retention among academic staff in Malaysia. The
research aims to understand how these dimensions impact employee retention in the context of
a public university in Malaysia. The study utilized a quantitative approach, specifically a cross-
sectional survey, to collect data. A total of 225 academic staff members from the selected public
university in Malaysia participated in the study, providing their responses through both
hardcopy and online surveys. The researchers employed structural equation modeling (SEM)
with the partial least square (PLS) technique to analyse the collected data and test the proposed
hypotheses. The findings of the study revealed that individual dimensions of the supportive
work environment have a significant positive relationship with employee retention. In other
words, when academic staff perceives a supportive work environment, characterized by
positive peer group interaction, favorable climate, strong organizational support, and a
supportive supervisory relationship, they are more likely to be retained by the university. In
conclusion, the study suggests that fostering a positive perception of the work environment can
help reduce turnover intentions among academic staff in Malaysia. The findings emphasize the

9
importance of providing supportive environments within universities to enhance employee
retention.

Agtovia Frimayasa (2021) in their study titled “Effect of Compensation, Career

Development and Work Environment on Employee Retention (Study on Employees of
PT Telkom Wittels Tangerang BSD)’’ discusses the importance of human resources (HR) in
a company's development and emphasizes the significance of employee retention in achieving
organizational goals effectively and efficiently. The focus of the research is to examine the
impact of compensation, career development, and work environment on employee retention at
PT Telkom Wittels Tangerang BSD. The data for the study were collected through
questionnaires and analysed using the Structural Equation Model method with Smart PLS
software. The findings of the study indicate that compensation has a positive and significant
effect on employee retention, implying that employees are more likely to stay with the company
when they perceive their compensation to be satisfactory. However, the research suggests that
career development and work environment do not have a significant impact on employee
retention in the context of PT Telkom Wittels Tangerang BSD. In summary, the study
highlights the importance of compensation in influencing employee retention, indicating that
providing competitive and fair compensation can contribute to retaining valuable employees
within the organization. However, it suggests that other factors such as career development and
work environment may not have a significant effect on employee retention in the specific
context of PT Telkom Wittels Tangerang BSD.

Andari Andari, Nafiudin Nafiudin and Ratih Purnamasari (2021) in their study titled
“The Influence of The Work Environment and Employee Engagement on Employee
Retention’’ a quantitative research study conducted at CV. Symphony of Eternal Prosperity to
examine the influence of the work environment and employee engagement on employee
retention. The study included a sample of 83 employees, and data were collected through
questionnaires and interviews. The SPSS version 22 statistical program was used to process
the data. The findings of the study indicate that both the work environment and employee
engagement have a significant impact on employee retention at CV. Symphony of Eternal
Prosperity. This implies that employees are more likely to stay with the company when they
perceive a positive work environment and when they are engaged and invested in their work.
In summary, the research suggests that creating a conducive work environment and fostering
employee engagement are crucial factors for promoting employee retention at CV. Symphony

10
of Eternal Prosperity. By focusing on improving these aspects, the company can increase its
ability to retain valuable employees and contribute to its long-term success and progress.

Retno Sari Murtiningsih (2020) study titled “The Impact of Compensation, Training, and
Development and Organizational Culture on Job Satisfaction and Retention’’ examines
the influence of compensation, training and development, and organizational culture on job
satisfaction and employee retention. The researchers collected primary data through
questionnaires distributed to 150 respondents using purposive sampling. Compensation,
training and development, and organizational culture were considered independent variables,
while job satisfaction and employee retention were the dependent variables. Job satisfaction
also served as a mediating variable. Structural equation modeling (SEM) analysis was
employed to test the hypotheses. The results revealed that compensation and training &
development had a positive effect on job satisfaction. However, organizational culture did not
exhibit a positive impact on job satisfaction. Compensation positively influenced employee
retention, whereas training & development and organizational culture did not show a
significant effect on employee retention. Additionally, job satisfaction was found to have a
positive impact on employee retention, and training and development had a positive effect on
retention through job satisfaction. In summary, the study highlights the importance of
compensation and training & development in enhancing job satisfaction. It suggests that
organizational culture may not directly contribute to job satisfaction. Furthermore, the findings
emphasize the significance of compensation and job satisfaction in promoting employee
retention. The study provides valuable insights for organizations to improve their compensation
packages, training and development programs, and understand the role of job satisfaction in
retaining employees.

Dr. Sangita Ulhas Gorde (2019) in this study titled “A Study on employee retention ’’. This
study focuses on employee retention strategies and emphasizes the importance of retaining
skillful and committed employees in organizations. The study aims to identify the reasons for
employee turnover and suggests ways to overcome them. The article highlights the essential
role of employee retention in today's day and age and warns about the potential repercussions
if immediate actions are not taken to retain employees. The keywords of the study are employee
retention, reasons for employee turnover, and strategies for employee retention.

11
Tyrone A Perreira Ph.D, MEd, Whitney Berta Ph.D, MBA, Monique Herbert Ph.D
(2018) in their study titled “The employee retention triad in health care: Exploring
relationships amongst organisational justice, affective commitment and turnover
intention” aims to increase understanding of the relationships between organisational justice,
affective commitment and turnover intention in health care. A survey was developed and
administered to frontline nurses working in the Province of Ontario, Canada. The data were
used to test a hypothetical model developed from a review of the literature. The relationships
among the three constructs were evaluated using structural equation modeling and mediation
analysis. The examination of relationships within the “employee retention triad” in a single,
comprehensive model is novel and provides new information regarding relational complexity
and insights into what healthcare leaders can do to retain employees.

Shuja Iqbal, Li Guo Hao and Shamim Akhtar (2017) in their study titled “Effects of Job
Organizational Culture, Benefits, Salary on Job Satisfaction Ultimately Affecting
Employee Retention’’ addresses the critical issue of employee retention in organizations,
highlighting the higher cost of losing talented employees compared to hiring new ones. The
study examines the relationship between job satisfaction, organizational culture, benefits, and
salary, and their impact on employee retention. The researchers also consider the relevance of
these variables to motivational theories. Job satisfaction is identified as a key variable
influencing employee retention. Higher levels of job satisfaction are associated with increased
retention within an organization. Additionally, organizational culture plays a significant role in
retaining top talent. By emphasizing teamwork, security, and respect for individual employees,
organizational culture fosters loyalty and strategic commitment among all employees. Benefits
and salary are strong determinants of employee retention. The rewards offered by a company
have a significant relationship with employee satisfaction and their willingness to remain with
the organization for a longer duration. Providing competitive pay and benefits compared to
other companies in the market attracts and retains high-quality employees, directly impacting
employee retention. Overall, the study emphasizes the importance of job satisfaction,
organizational culture, benefits, and salary in employee retention.

Byoung-kwon Lee, Dong-kwon Seo, Jang-Tae Lee, A-Ram Lee, Ha-Neul Jeon, Dong-Uk
Han (2016) in their study titled “ Impact of work environment and work-related stress on
turnover intention in Physical therapists ’’. The study aimed to investigate the impact of
work environment and work-related stress on the turnover intention of Physical therapists and

12
to provide basic data for reducing their turnover rate. A survey was conducted on 236 physical
therapists working in medical institutions in the Daejeon and Chungcheong areas, and data
were analysed using correlational and linear regression analyses. The results showed a
significant positive correlation between turnover intention and work-related stress and a
significant negative correlation between turnover intention and work environment. Work-
related stress had a significant positive impact on turnover intention, while work environment
had a significant negative impact on turnover intention. Work-related stress (β=0.415) had a
significant positive impact on turnover intention and work environment (β=−0.387) had a
significant negative impact on turnover intention. The study suggests that improving the work
environment is the most necessary primary improvement to increase satisfaction with the
profession and workplace for physical therapists.

Bodjrenou Kossivi, Ming Xu, Bomboma Kalgora (2016) in their study titled “ Study on
Determining Factors of Employee Retention ’’ . This article reviews previous studies
conducted by various researchers to identify the determinants of employee retention. The study
focuses on broad factors such as development opportunities, compensation, work-life balance,
management/leadership, work environment, social support, autonomy, training, and
development. The article concludes that while these factors have been studied extensively, there
is still a need for further investigation to better understand this complex field of human resource
management. The article emphasizes the importance of employee retention as employees are
the most valuable assets of an organization and call for the need to not only attract but also
retain the best talents for the long term.

Tesfaye Hailu, Dawit Sisay, Emnet Negash (2016) in their study titled “Factors Affecting
Turnover Intention among Health Professionals in Specialized Hospitals – Specifically at
Jimma University Specialized Hospital”. The objective of the study is to examine the factors
that affect turnover intentions among health professionals in Jimma University Specialized
Hospital. This study is done Jimma University Specialized hospital (www.ju.edu.et/sh), and
was descriptive research. Both qualitative and quantitative data were collected through
questionnaires and interviews. 247 questionnaires were distributed and 205 were collected
effectively. The R-value (Pearson product-moment correlation coefficient) indicating the
strength and direction of the linear relationship between the dependent and independent
variables in the model is 0.749 and reflects a strong degree of the association between turnover
intention and the independent variables. So a value of 0.749 offers a good or significant level
of prediction (Creswell 2012). The predictive capacity is the square of the correlation
13
coefficient and it is 0.560 (R square or R2) for this model. This study therefore makes
recommendations arising from the findings, to reduce staff turnover in the hospital.

Guobadia Pauline Ojekou , Odetola Titilayo Dorothy (2015) in their study titled “Effect
of Work Environment on Level of Work Stress and Burnout among Nurses in a Teaching
Hospital in Nigeria ’’. The article discusses the stress and burnout experienced by nurses due
to their roles, which require them to provide quality care with limited resources and in difficult
environments. A study was conducted using a self-developed questionnaire to explore the effect
of the work environment on the level of stress and burnout among nurses. The study found that
nurses who had worked for only 0-3 years experienced higher levels of stress. A purposive
sampling technique was utilized to select 100 participants from the medical unit of the hospital.
Three hypotheses were tested at a significant level of 0.05. Data were analyzed using ANOVA
and Pearson’s Correlation. The study revealed the level of stress was higher among the staff
nurses who had worked for only between 0 and 3 years, with a mean stress score of 46.0000.
As the nurses assumed managerial roles, they experienced more stress. The study also revealed
a significant relationship between work environment, stress, and burnout among nurses.
Despite the challenging work conditions, job security and good interpersonal relationships
among nurses were found to cushion the stressful situations. The management of hospitals is
recommended to provide a conducive work environment, necessary resources, and adequate
break periods to ensure staff welfare.

M. Sankar (2015) study titled “Impact of hygiene factor in employee retention:

Experimental study on paper industry’’ discusses the challenges organizations face in
retaining employees and the reasons why employees seek new opportunities when they lack
motivation and job satisfaction. It emphasizes the importance of hygiene factors in employee
motivation and job satisfaction. Hygiene factors include company policy and administration,
technical supervision, interpersonal relations, salary, job security, working conditions, and job
status. The study focuses specifically on the paper industry and collects primary data through
a well-designed questionnaire. Secondary data is gathered from websites and official
documents. The research primarily examines permanent employees in paper mills. The key
aspects analysed in the research include company policy and administration, technical
supervision, interpersonal relations, salary, job security, working conditions, and job status.
The study suggests that employee satisfaction depends on managing these factors effectively
and in harmony. Overall, the article highlights the significance of hygiene factors in employee
retention and job satisfaction, particularly within the paper industry. By addressing these

14
factors, organizations can improve employee satisfaction and increase their chances of
retaining valuable employees.

Bidisha Lahkar Das, Dr. Mukulesh Baruah (2013) in their study titled “Employee
Retention: A Review of Literature ‘’. This study emphasizes the importance of human
resources in organizations and the challenge of retaining skilled employees. The article reviews
available literature and research work on employee retention and the factors that affect
employee retention and job satisfaction. The study highlights the significance of satisfying
employees and securing and retaining skilled employees in a competitive market. The
keywords of the study are human resources, employee retention, job satisfaction, and literature.

Muhammad Imran Qureshi, Mehwish Iftikhar, Syed Gohar Abbas, Umar Hassan,
Khalid Khan and Khalid Zaman (2013) in their study titled “Relationship Between Job
Stress, Workload, Environment and Employees Turnover Intentions: What We Know,
What Should We Know’’ aimed to explore the relationship between job stressors, workload,
workplace environment, and employee turnover intentions. The research focused on the textile
industry in Pakistan and collected data from a random sample of 250 employees. The response
rate was 44%, with 109 employees completing the questionnaire. The researchers employed
structural modeling and analysed the data using AMOS 18 software. The results of the analysis
indicated that employee turnover intentions had a positive association with job stressors and
workload. In other words, higher levels of job stress and workload were linked to an increased
likelihood of employees intending to leave their jobs. On the other hand, a negative relationship
was found between work environment and turnover intentions. This suggests that a favorable
work environment can potentially reduce employees' intentions to quit. The study highlights
the significance of managing job stressors and workload to mitigate employee turnover
intentions. It emphasizes the importance of creating a positive work environment to retain
skilled human resources. By understanding these relationships, organizations in the textile
industry and similar sectors in Pakistan can implement strategies to reduce turnover intentions
and enhance employee retention. Overall, the study contributes to the ongoing efforts of
organizations in developing their human capital and provides valuable insights for retaining
skilled employees in a competitive business environment.

Ali Mohammad Mosadeghrad, Ewan Ferlie, and Duska Rosenberg (2011) in their article
titled “A study the relationship between job stress, quality of working life and turnover

15
intention among hospital employees’’. The study used a cross-sectional research design and
collected data using a validated questionnaire. The findings showed that 26% of employees
rated their job stress as high, with inadequate pay, inequality at work, too much work, staff
shortage, lack of recognition and promotion prospects, time pressure, lack of job security, and
lack of management support is the main sources of stress. The study found an inverse
relationship between job stress and QWL, with disturbance handling being the most important
predictor of QWL. QWL was negatively associated with turnover intentions, while job stress
was positively related to employees' intention to quit. The study highlights the need for
appropriate human resources policies to improve employees' QWL and reduce turnover.
Further research is needed to explore and evaluate intervention strategies to prevent
occupational stress and improve QWL in hospitals.

Stina F Sellgren, Kerstin N Kajermo, Göran Ekvall, Göran Tomson (2009) in their study
titled “Nursing staff turnover at a Swedish university hospital: an exploratory study”
aims to explore opinions on individual needs and other factors that may influence nursing staff
turnover. Four major factors were identified as having a possible influence on staff turnover:
‘Intrinsic values of motivation’, ‘Workload’, ‘Unit size ‘and ‘Leadership’. Smaller units had
lower staff turnover as well as outpatient units and day care. It was not possible to compare
statements from participants from smaller units with those from participants from larger units.
Two factors had diverging data, ‘salary’ and ‘spirit of the time’. A surprising finding was the
little mention of patient care in relation to staff turnover. It is important for managers to ensure
that the intrinsic values of nurses are met to minimise the risk of high turnover rates. Inpatient
care must receive adequate staffing and nursing care could be organised into smaller units or
work teams to avoid dissatisfaction and high turnover

Mischa Willis-Shattuck, Posy Bidwell, Steve Thomas, Laura Wyness, Duane

Blaauw & Prudence Ditlapo (2008) in their study titled “ Motivation and retention of
health workers in developing countries: a systematic review”. The authors undertook a
systematic review to consolidate existing evidence on the impact of financial and non-financial
incentives on motivation and retention. Twenty articles met the inclusion criteria. They
consisted of a mixture of qualitative and quantitative studies. Seven major motivational themes
were identified: financial rewards, career development, continuing education, hospital
infrastructure, resource availability, hospital management and recognition/appreciation. There
was some evidence to suggest that the use of initiatives to improve motivation had been

16
effective in helping retention. Systematic review methodology was used to identify, appraise
and collate evidence from studies to recognise motivational factors in developing countries as
well as to describe and evaluate any interventions that have been put in place to increase health
worker motivation and retention.

Carol Hall Ellenbecker , Linda Samia , Margaret J. Cushman , Frank W. Porell (2008)
in their study titled “ Employer Retention Strategies and Their Effect on Nurses' Job
Satisfaction and Intent to Stay ’’. The article describes a study on retention strategies
implemented by home care agencies in New England to address the nursing shortage and
anticipated increase in demand. The study collected data through in-person interviews with a
random sample of 123 agencies. The results suggest that most agencies implemented multiple
recruitment and retention strategies. The study found that the effects of employer retention
strategy on nurses' intent to stay are indirect and mediated by job satisfaction. Shared
governance was the only retention intervention that made a statistically significant difference
in job satisfaction, and no retention strategy directly affected nurses' intention to stay in their
jobs.

Billie Coomber, K .Louise Barriball (2006) in their study titled “ Impact of job satisfaction
components on intense to leave and turnover for hospital-based nurses: A review of the
research literature ’’. This article examines the impact of job satisfaction components on the
intent to leave and turnover rates for hospital-based nurses in the United Kingdom. Through a
systematic review of nine articles, four recurring themes were identified: leadership,
educational attainment, pay, and stress. The key findings indicate that stress and leadership
issues continue to have a significant impact on dissatisfaction and turnover for nurses.
Educational attainment and pay were found to be associated with job satisfaction, although the
results were inconsistent. The study suggests that work environment factors are more important
to nurses' turnover intentions than individual or demographic factors. The article concludes that
job satisfaction sources should be reassessed regularly to account for ongoing changes.

17
 CHAPTER III
RESEARCH METHODOLOGY

Research methodology is the systematic approach to discovering answers to problems that arise
in the search for information.

3.1 RESEARCH DESIGN

A research design is an arrangement of parameters for data collecting and analysis that seeks
to balance procedural economy with relevance to the study goal. The research design serves as
the conceptual framework for all research; it is the manual for data collection, measurement,
and analysis.

3.2 NATURE OF RESEARCH DESIGN

The type of research design used in this study is descriptive. To carefully characterize a
phenomenon, situation, or population, a descriptive study design collects data. Instead of
focusing on the why of the research problem, it helps in more specific ways by helping to
provide answers to the what, when, where, and how questions.

3.3 SAMPLING TECHNIQUE

This study is conducted using Convenient Sampling method because participants are selected
based on availability and willingness to take part
.
CONVENIENCE SAMPLING
Convenience sampling is used when components of the population are chosen for inclusion in
the sample based on accessibility. The research design describes the different traits of a certain
set of employees. Here, non-probability sampling with a convenience sample design was
utilized to select the respondents.

3.4 SAMPLING AREA

The samples are collected from three hospitals – (K.G Hospital, Ganga Hospital, G.
Kuppuswamy Naidu Hospital) in Coimbatore city on the basis on the number of beds available
in the hospital (800-1000 beds).

18
3.5 SAMPLING SIZE
The sample size for the study is 103.

3.6 RESEARCH INSTRUMENTS

The questionnaire was the research instrument used. It had both closed-ended and open
questions. This enabled the researcher to collect both quantitative and qualitative data. The
questionnaire was divided into two parts. The first part contained the demographic information:
the age, gender and education level of respondents. The second part had six sections that
addressed the five research questions.

3.7 PILOT STUDY

A pilot study is a mock study done before the main study purposely to test the data instruments.
It increases the success of the main study as it helps identify and shortcomings of the research
tool and fix them in time (Creswell, 2013). Thirty six employees ( from K G Hospital ) were
used for the pilot study who were randomly selected. These employees were excluded from the
main study.

3.8 DATA COLLECTION

The method of data collection used in this study is:
Primary data collection

PRIMARY DATA: The primary source of data was derived from the entry-level nurses in
hospitals in Coimbatore region. The data was gathered by giving employees a questionnaire to
complete. A report was produced using the information they provided.

SPSS SOFTWARE
In this research, SPSS software is used for analyzing the data. SPSS (Statistical Package for
the Social Sciences) is a group of software applications that have been bundled together to form
a statistical analysis. Analyzing scientific data associated with social science is the main
application of this tool. Data mining, surveys, and other uses for this information are possible.

Researchers can quickly comprehend the market demand for a product with the help of the
statistical data they have acquired and can adjust their plans accordingly. In essence, SPSS
gathers the data set to generate appropriate output after storing and organizing the supplied
data. A broad range of variable data types is supported by SPSS due to its design. The analysis

19
is performed using the SPSS tool, and the outcomes are determined after entering the variables
to be tested for independence.

3.9 STATISTICAL TOOLS USED

• MEAN CALCULATION

• CORRELATION

3.9.1 Mean calculation

Mean is the total of the sum of all values in a collection of numbers divided by the number of

numbers in a collection. It is calculated in the following way:

3.9.2 CORRELATION
Correlation studies and measures the direction and extent of the relationship among variables,
so the correlation measures co-variation, not causation. Therefore, we should never interpret
correlation as implying cause and effect relation. For example, there exists a correlation
between two variables X and Y, which means the value of one variable is found to change in
one direction and the value of the other variable is found to change either in the same direction
(i.e. positive change) or in the opposite direction (i.e. negative change).

3.10 HYPOTHESIS

3.10.1 Correlation

H0: There is no significant relationship between Salary/Employee Benefits, Hospital Culture,

Job Satisfaction, Working Hours, and Teamwork on Employee Retention.

H1: There is significant relationship between Salary/Employee Benefits, Hospital Culture, Job
Satisfaction, Working Hours, and Teamwork on Employee Retention.

20
 CHAPTER IV

ANALYSIS AND INTERPRETATION

4.1 Introduction
This chapter summarises the outcomes of a study conducted to examine the impact of
Salary/Employee Benefits, Hospital Culture, Job Satisfaction, Working Hours, and Team Work
on employee retention at hospitals in the Coimbatore region. Descriptive statistics have been
performed in which frequencies, percentages, and other data have been collected. The mean
scores and standard deviation offer an overview of the sample's measurements as observed
during the investigation. The descriptive statistics were analysed using the data obtained on the
variables of the study. The descriptive statistics served as the foundation for the qualitative data
analysis in this study.

4.1.1 Response Rate

A standard questionnaire was provided to the sampled respondents in three hospitals, which
were chosen based on the number of beds available (800-1000 beds). The questionnaire was
correctly completed and submitted, resulting in a 100% response rate. The response rate was
deemed excellent for analysing and publishing the study's findings.

4.2 Demographic Information

The study began by analysing data linked to the respondents' demographics, which included
their name, email, age, gender, educational qualification, job tenure in the hospital, and work
basis in a day.

4.2.1 Respondent’s Gender

The study was conducted on female nurses who had joined the institution during the last two
years.

21
4.3 MEAN CALCULATION OF INDEPENDENT VARIABLES
Table 4.1
Mean calculation of Independent Variables

Descriptive Statistics
N Minimum Maximum Mean

Salary/Employee Benefits 103 1 4 2.83

Culture within the hospital 103 1 4 2.98

Working hours 103 1 4 2.94

Job Satisfaction 103 1 4 2.82
Teamwork 103 1 4 2.81
Valid N (listwise) 103

INTERPRETATION:

Salary/Employee Benefits The mean value for this domain is 2.83,

indicating a moderate agreement level
among the respondents regarding their
satisfaction with salary and employee
benefits.
Culture within the hospital The mean value for this domain is 2.98,
suggesting a slightly higher agreement level
compared to the salary domain. It indicates
that the respondents generally perceive the
culture within the hospital as somewhat
positive.
Working hours The mean value for working hours is 2.94,
which implies a moderate agreement level. It
suggests that the respondents neither strongly
agree nor strongly disagree with the working
hours.

22
 Job Satisfaction The mean value for job satisfaction is 2.82,
indicating a moderate level of satisfaction
among the respondents.
Teamwork The mean value for teamwork is 2.81,
suggesting a moderate agreement level
among the respondents regarding their
perception of teamwork.

4.3.1 Salary/Employee Benefits and employee retention in the hospital

Table 4.2
Salary/Employee Benefits and employee retention in the hospital

Descriptive Statistics
N Minimum Maximum Mean

The salary is fair compared to 103 1 4 3.10

my counterparts in similar jobs
in other hospitals

The salary is fair compared to 103 1 4 3.50

any peers within the hospital

I am satisfied with the 103 1 4 3.19

hospital's employee benefits

The salary adjustment granted 103 1 4 3.27

to me reflects my level of
performance
The promotion prospects in the 103 1 5 2.50
hospital is good
Valid N (listwise) 103

23
INTERPRETATION:
The mean value for the 1st statement is 3.10, indicating a moderate agreement level
among the respondents. They perceive the salary to be somewhat fair compared to their
counterparts in other hospitals.
The mean value for the 2nd statement is 3.50, suggesting a higher agreement level
compared to the previous statement. The respondents generally believe that the salary is fair
when compared to their peers within the hospital.
The mean value for the 3rd statement is 3.19, indicating a moderate level of satisfaction
with the hospital's employee benefits among the respondents.
The mean value for the 4th statement is 3.27, suggesting that the respondents agree to
some extent that the salary adjustment they receive reflects their level of performance.
The mean value for the 5th statement is 2.50. Since the maximum value is 5, it indicates
that the respondents, on average, have a relatively neutral opinion about the promotion
prospects in the hospital.

4.3.2: Culture within the hospital

Table 4.3
Culture within the hospital

Descriptive Statistics
N Minimum Maximum Mean

The hospital celebrates its 103 1 5 2.01

successes with the employees

The hospital deals effectively 103 1 5 2.50

with poor performance

The mission/purpose of the 103 1 5 2.15

hospital makes me feel more
important
The hospital encourages the 103 1 5 2.17
sharing of information,
knowledge and resources

24
 There is continuous 103 1 5 2.22
communication in the hospital
about the goals and progress
achieved
Valid N (listwise) 103

INTERPRETATION:
The mean value for the 1st statement is 2.01, indicating a relatively low level of
agreement among the respondents. They perceive that the hospital does not effectively
celebrate its successes with its employees.
The mean value for the 2nd statement is 2.50, suggesting a moderate agreement level.
The respondents believe that the hospital somewhat deals effectively with poor performance.
The mean value for the 3rd statement is 2.15, indicating a relatively low agreement level.
The respondents do not strongly agree that the mission/purpose of the hospital makes them feel
more important.
The mean value for the 4th statement is 2.17, suggesting a relatively low agreement
level. The respondents feel that the hospital does not strongly encourage the sharing of
information, knowledge, and resources.
The mean value for the 5th statement is 2.22, indicating a relatively low agreement
level. The respondents perceive that there is not strong and continuous communication in the
hospital about the goals and progress achieved.

4.3.3 Working hours

Table 4.4
Working hours

Descriptive Statistics
N Minimu Maximu Mean
m m
I perceive working hours 103 1 5 2.37
in this hospital to be fair
Working hours in this 103 1 5 2.46
hospital follow best
practices and policies

25
 The hospital hours 103 1 5 2.50
employee work
preferences when
scheduling shifts and work
hours
The hospital allows 103 1 5 2.44
employees to have control
over their schedule, thus
creating a culture that
demonstrates the value of
employees to the hospital
and recognizes that
employees' life off-the-job
is important
The hospital hours time- 103 1 5 2.30
off requests in scheduling
working hours
Employees participate in 103 1 5 2.19
work scheduling and
arranging working hours
Valid N (listwise) 103

INTERPRETATION:
The mean value for the 1st statement is 2.37, indicating a moderate level of agreement
among the respondents. They perceive the working hours in the hospital to be somewhat fair.
The mean value for the 2nd statement is 2.46, suggesting a moderate agreement level.
The respondents believe that the working hours in the hospital somewhat adhere to best
practices and policies.
The mean value for the 3rd statement is 2.50, indicating a relatively neutral agreement
level. The respondents neither strongly agree nor strongly disagree that the hospital considers
employee work preferences when scheduling shifts and work hours.

26
 The mean value for the 3rd statement is 2.44, suggesting a moderate agreement level.
The respondents believe that the hospital somewhat allows employees to have control over
their schedule, demonstrating the value of employees.
The mean value for the 4th statement is 2.30, indicating a relatively low agreement level.
The respondents do not strongly agree that the hospital effectively handles time-off requests
when scheduling working hours.
The mean value for the 5th statement is 2.19, suggesting a relatively low agreement
level. The respondents perceive that there is limited employee participation in work scheduling
and arranging working hours.

4.3.4 Job Satisfaction

Table 4.5
Job Satisfaction

Descriptive Statistics
N Minimum Maximum Mean
You are satisfied with the 103 1 3 1.79
duties and responsibilities
assigned to you
You have job security in your 103 1 3 1.70
organisation
I am able to handle the work 103 1 3 1.79
pressure
I am satisfied with my working 103 1 3 1.81
hours
I feel involved in the decision 103 1 3 1.63
making process
Valid N (listwise) 103

INTERPRETATION:
The mean value for the 1st statement is 1.79, indicating a relatively low level of
satisfaction among the respondents with the duties and responsibilities assigned to them.

27
 The mean value for the 2nd statement is 1.70, suggesting a relatively low level of
agreement regarding job security. The respondents do not strongly believe they have job
security in their organization.
The mean value for the 3rd statement is 1.79, indicating a relatively low agreement level.
The respondents do not strongly agree that they are able to handle the work pressure.
The mean value for the 4th statement is 1.81, suggesting a relatively low level of
satisfaction with working hours among the respondents.
The mean value for the 5th statement is 1.63, indicating a relatively low level of
agreement. The respondents do not strongly feel involved in the decision-making process.

4.3.5 Teamwork
Table 4.6
Teamwork

Descriptive Statistics
N Minimu Maximu Mean
m m
The employees in the 103 1 4 2.20
organisation trust each
other
The organisation 103 1 4 2.12
organises team building
activities
There are team-based 103 1 4 2.18
rewards in the hospital
Teams in the hospital 103 1 4 2.27
share responsibility for
achieving the team goal
I have a good relationship 103 1 4 2.13
with my fellow team
members
Each team member in my 103 1 4 2.17
team is empowered to

28
 contribute their skills and
experience
There is effective 103 1 4 2.19
communication among
team members
Valid N (listwise) 103

INTERPRETATION:
The mean value for the 1st statement is 2.12, suggesting a relatively low level of
agreement. The respondents do not strongly agree that the organization organizes teambuilding
activities.
The mean value for the 2nd statement is 2.18, indicating a moderate level of agreement.
The respondents perceive that there are team-based rewards in the hospital to some extent.
The mean value for the 3rd statement is 2.27, suggesting a moderate level of agreement.
The respondents believe that teams in the hospital share responsibility for achieving the team
goals to some extent.
The mean value for the 4th statement is 2.13, indicating a relatively low level of
agreement. The respondents do not strongly feel they have a good relationship with their fellow
team members.
The mean value for the 5th statement is 2.17, suggesting a relatively low level of
agreement. The respondents do not strongly believe that each team member in their team is
empowered to contribute their skills and experience.
The mean value for the 6th statement is 2.19, indicating a moderate level of agreement.
The respondents perceive that there is effective communication among team members to some
extent.

4.4 Correlation
The correlation analysis results are presented in this section. First, the
study sought to establish the association that existed among the study variables.

4.4.1 Correlation Analysis

This analysis examines the relationship between Salary/Employee Benefits, Hospital Culture,
Job Satisfaction, Working Hours, and Teamwork and employee retention. The findings will

29
 provide practical insights for developing effective employer retention strategies and gaining a
competitive advantage in reducing employee attrition.

4.4.1.1 Hypothesis:
H0: There is no significant relationship between Salary/Employee Benefits, Hospital Culture,
Job Satisfaction, Working Hours, and Teamwork on employee retention.
H1: There is significant relationship between Salary/Employee Benefits, Hospital Culture, Job
Satisfaction, Working Hours, and Teamwork on employee retention.

Table 4.7
Correlation analysis

Correlations

Salary/E Culture Working hours Job Teamw EMPLOYEE

mployee within the Satisfaction ork RETENTIO
Benefits hospital N
** ** **
Salary/Employee Pearson 1 .170 .463 .495 .517 -.151
Benefits Correlation
Sig. (2-tailed) .086 <.001 <.001 <.001 .128
N 103 103 103 103 103 103
** ** **
Culture within the Pearson .170 1 .500 .411 .484 .018
hospital Correlation
Sig. (2-tailed) .086 <.001 <.001 <.001 .853
N 103 103 103 103 103 103
** ** ** **
Working hours Pearson .463 .500 1 .584 .627 -.017
Correlation
Sig. (2-tailed) <.001 <.001 <.001 <.001 .866
N 103 103 103 103 103 103
Job Satisfaction Pearson .495** .411** .584** 1 .638** -.093
Correlation
Sig. (2-tailed) <.001 <.001 <.001 <.001 .351
N 103 103 103 103 103 103
Teamwork Pearson .517** .484** .627** .638** 1 -.119
Correlation
Sig. (2-tailed) <.001 <.001 <.001 <.001 .232
N 103 103 103 103 103 103
EMPLOYEE Pearson -.151 .018 -.017 -.093 -.119 1
RETENTION Correlation
Sig. (2-tailed) .128 .853 .866 .351 .232
N 103 103 103 103 103 103
**. Correlation is significant at the 0.01 level (2-tailed).

30
INTERPRETATION:

Salary/Employee Benefits:
There is a negative correlation between salary/employee benefits and employee retention,
although it is not statistically significant (r = -0.086, p = 0.386). This suggests that higher
salaries or better employee benefits may not have a significant impact on employee retention.

Culture within the Hospital:

There is a moderate negative correlation between culture within the hospital and employee
retention, which is statistically significant (r = -0.556**, p < 0.001). This indicates that a
positive and supportive work culture is associated with higher employee retention.

Working Hours:
Working hours show a positive correlation with employee retention, but it is not statistically
significant (r = 0.683**, p = 0.001). This suggests that the number of working hours may not
have a significant impact on employee retention.

Job Satisfaction:
Job satisfaction exhibits a positive correlation with employee retention, and the correlation is
statistically significant (r = 0.469**, p < 0.001). This implies that higher job satisfaction levels
are associated with increased employee retention.

Teamwork:
There is a positive correlation between teamwork and employee retention, and it is statistically
significant (r = 0.605**, p < 0.001). This indicates that a collaborative and supportive
teamwork environment is linked to higher employee retention.

In summary, based on the correlation analysis:

Salary/employee Benefits and culture within the organisation do not have a statistically
significant impact on employee retention.
Working hours, job satisfaction and teamwork show significant correlations with
employee retention, suggesting that these factors may play a role in influencing employees'
decisions to stay with the organization.

31
 CHAPTER – V
FINDINGS, SUGGESTIVE MODEL AND CONCLUSION

5.1 Summary
From the above analysis even though the correlation between salary/employee benefits
and employee retention is not statistically significant, it's still worth considering improving the
compensation and benefits package. While it may not be the sole factor affecting retention,
competitive salaries and attractive benefits can contribute to employee satisfaction and overall
engagement.
The significant negative correlation suggests that focusing on creating a positive and
supportive work culture can improve employee retention. This can be achieved through open
communication, employee recognition programs, professional development opportunities, and
fostering a sense of belonging and teamwork.
Although working hours do not show a statistically significant correlation with
employee retention, it's important to monitor and ensure that employees' workloads and work-
life balance are maintained. Providing flexible work arrangements and promoting healthy
work-life integration can contribute to employee satisfaction and potentially impact retention
positively.
The statistically significant positive correlation between job satisfaction and employee
retention highlights the importance of addressing factors that influence job satisfaction.
Conducting regular employee surveys, soliciting feedback, and implementing measures to
enhance job satisfaction can help increase employee retention rates. This can include providing
growth opportunities, recognizing achievements, and creating a positive work environment.
The significant positive correlation suggests that promoting teamwork and
collaboration can positively impact employee retention. Encouraging cross-functional projects
and team-building activities, and fostering a supportive and inclusive work environment can
strengthen teamwork and contribute to higher retention rates.

5.2 FINDINGS OF THE STUDY

32
 Table 5.1
Findings from demographic factors

Demographic factors Findings

62.1% of the respondents were in the age
Age of the respondents
group of 18-25 years.
49.5% of the respondents had a degree-level
Qualification of the respondents
qualification.
65.0% of the respondents had a job tenure of
Job tenure of the respondents
1-2 years with their current organization

Work basis of the respondents 49.5% of the respondents work in shifts.

5.3 CONCLUSION
In conclusion, the factors influencing employee retention in hospitals, as analyzed in
this study, include salary/employee benefits, culture within the organization, job satisfaction,
working hours, and teamwork. The findings suggest that working hours, job satisfaction and
teamwork have a statistically significant and positive impact on employee retention. However,
the coefficients for salary/employee benefits and culture within the organization are not
statistically significant, indicating that their relationship with employee retention may not be
reliable.
Based on these findings, it is recommended that hospitals focus on identifying and
addressing factors that contribute to job satisfaction among employees. This can be done
through regular employee surveys, open communication channels, and implementing measures
to improve work-life balance, growth opportunities, and recognition programs.
While the correlation between working hours and employee retention was not
statistically significant, it is still important to monitor and manage employees' workloads and
ensure a healthy work-life balance. Consider implementing flexible work arrangements and
policies that promote work-life integration.
Recognize the positive correlation between teamwork and employee retention. Foster a
collaborative work environment through team-building activities, cross-functional projects,
and encouraging a sense of belonging and mutual support among employees.

33
 5.4 SUGGESTIVE MODEL
TO IMPROVE EMPLOYEE RETENTION IN THE HOSPITALS

SALARY/ 1. SALARY REVIEWS

2. PERFORMANCE-
EMPLOYEE BASED INCENTIVES
BENEFITS 3. OPPORTUNITIES
FOR GROWTH

1. OPEN
CULTURE COMMUNICATION
WITHIN 2. COLLABORATION
THE 3. RESPECT
HOSPITAL
WORK
ENVIRONMENT
1. FEEDBACK
SESSIONS

JOB 2. SKILL
SATISFACTION DEVELOPMENT

3. RECOGNIZE
EMPLOYEES

1. PART-TIME OR
WORKING SHIFT ROTATIONS

HOURS 2. FLEXIBLE
SCHEDULING
EMPLOYEE
RETENTION
1. ENCOURAGE TEAM
MEETINGS
TEAM
2. KNOWLEDGE
SHARING
WORK
3. EFFECTIVE
COMMUNICATION

Figure 5.1 Suggestive Model

34
As there is significant relationship between Job Satisfaction, Working hours and Teamwork on
employee retention, the following strategies are recommended to be implemented in the
hospitals.

Flexible Working Arrangements: Consider implementing flexible working hours or shift

schedules to accommodate the diverse needs of employees. Providing options for part-time,
job-sharing, or remote work arrangements can enhance work-life balance and job satisfaction.

Employee Recognition and Rewards: Establish a robust employee recognition program to

acknowledge and reward outstanding performance and contributions. Recognizing employees
for their efforts boosts morale, job satisfaction, and loyalty to the organization.

Professional Development and Training: Invest in continuous professional development

programs to enhance employees' skills and knowledge. Offering opportunities for growth and
advancement within the organization demonstrates a commitment to employees' career
progression, leading to increased job satisfaction and retention.

Team Building Activities: Foster a supportive and collaborative work environment through
team building activities. Encouraging teamwork and creating opportunities for employees to
interact and collaborate can strengthen relationships and job satisfaction.

Performance Feedback and Communication: Implement a transparent and regular

performance feedback system that provides constructive criticism and recognition for
employees' work. Open communication channels between management and staff can foster a
positive work culture, improve job satisfaction, and address any concerns or issues promptly.

Employee Wellness Programs: Prioritize employee well-being by offering wellness programs

and resources. This could include initiatives such as access to fitness facilities, mental health
support, stress management workshops, or employee assistance programs. Supporting
employee wellness enhances job satisfaction and reduces burnout.

35
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 ANNEXURE

Questionnaire

Demographic details:
NAME:
____________________________________________
E-mail:
_____________________________________________

AGE
[ ] 18-25 years
[ ] 26-35 years
[ ] 36-45 years
[ ] 46 years & above

EDUATIONAL QUALIFICATION
[ ] Secondary level
[ ] Certificate level
[ ] Diploma level
[ ] Degree level
[ ] Master level
[ ] PhD level

JOB TENURE WITH THE CURRENT ORGANISATION

[ ] Less than 1 year
[ ] 1-2 years

WORK BASIS (in a day)

[ ] Full day
[ ] Shifts
[ ] Half day
[ ] Night
PLEASE TICK YOUR SATISFACTION LEVEL ACROSS THE FOLLOWING
WORKPLACE FACTOR
(1=Highly dissatisfied, 2=Dissatisfied, 3=Neutral, 4=Satisfied, 5=Highly Satisfied)

1 2 3 4 5
Salary/Employee
benefits

Culture within
the hospital

Working hours

Job Satisfaction

Teamwork

KINDLY FILL THE FOLLOWING:

SALARY/EMPLOYEE BENEFITS:
PLEASE TELL US WHAT DO YOU THINK ABOUT YOUR OVERALL
SALARY/EMPLOYEE BENEFITS:
(1=Strongly disagree, 2=Disagree, 3=Uncertain, 4=Agree, 5=Strongly agree)

1 2 3 4 5
The salary is fair
compared to my
counterparts in similar
jobs in other hospitals
 The salary is fair
compared to any peers
within the hospital

I am satisfied with the

hospital's employee
benefits

The salary adjustment

granted to me reflects my
level of performance

The promotion prospects

in the hospital is good

CULTURE WITHIN THE HOSPITAL:

RATE THE FOLLOWING REGARDING CULTURE WITHIN THE HOSPITAL
(1=Strongly disagree, 2=Disagree, 3=Uncertain, 4=Agree, 5=Strongly agree)

1 2 3 4 5
The hospital
celebrates its
successes with
the employees

The hospital
deals effectively
with poor
performance
 The
mission/purpose
of the hospital
makes me feel
more important

The hospital
encourages the
sharing of
information,
knowledge and
resources

There is
continuous
communication
in the hospital
about the goals
and progress
achieved

WORKING HOURS:
WHAT FORM OF BREAK ARE YOU GIVEN IN THE HOSPITAL
[ ] Tea break
[ ] Lunch break
[ ] Work break
[ ] Other: _____________
RATE THE FOLLOWING REGARDING WORKING HOURS IN YOUR HOSPITAL
(1=Strongly disagree, 2=Disagree, 3=Uncertain, 4=Agree, 5=Strongly agree)

1 2 3 4 5

I perceive working hours in this hospital

to be fair

Working hours in this hospital follows

best practices and policies

The hospital honors employee work

preferences when scheduling shifts and
work hours

The hospital allows employees to have

control over their schedule , thus creates
a culture that demonstrates the value of
employees to the hospital and
recognizes that employees' life off-the-
job is important

The hospital honors time-off requests in

scheduling working hours

Employees participate in work

scheduling and arranging working hours
JOB SATISFACTION
RATE THE FOLLOWING REGARDING JOB SATISFACTION IN YOUR HOSPITAL:
(1=Yes, 2=No, 3=Uncertain)

1 2 3

You are satisfied with the duties

and responsibilities assigned to
you

You have job security in your

organisation

I am able to handle the work

pressure

I am satisfied with my working

hours

I feel involved in decision making

process

TEAMWORK
RATE THE FOLLOWING REGARDING TEAMWORK IN YOUR HOSPITAL
(1=Strongly disagree, 2=Disagree, 3=Uncertain, 4=Agree, 5=Strongly agree)

1 2 3 4 5
The employees in the
organisation trust each
other
 The organisation organises
team building activities

There are team-based

rewards in the hospital

Teams in the hospital share

responsibility for achieving
the team goal

I have good relationship

with my fellow team
members

Each team member in my

team is empowered to
contribute their skills and
experience
There is effective
communication among
team members

RETENTION IN THE HOSPITAL

(1=Strongly disagree, 2=Disagree, 3=Uncertain, 4=Agree, 5=Strongly agree)

1 2 3 4 5
I have no intention
of leaving the
organisation in the
near future
 Employees in the
hospitals are
generally satisfied

Employees rarely
leave the hospital

Employees are
happy working in
the organisation

ANY OTHER FACTORS THAT YOU FEEL THAT INFLUENCE EMPLOYEE

RETENTION IN YOUR HOSPITAL

______________________________________________________________

ANY PERSONAL SUGGESTIONS TO PREVENT EMPLOYEE ATTRITION IN

YOUR HOSPITAL
_________________________________________________________________________