The main purpose of this study was to assess the factors affecting employee retention in Bole sub city small tax payers’ office. The study also attempted to determine whether Compensation, training and development, Work-Life Balance, Employee Engagement and working environment affects employee retention in Bole sub-city small taxpayer’s branch office. In order to seek the research objectives data was collected through closed ended questionnaires.
The target population for this study was 438 employees working in the Bole sub-city small tax payers’ branch office. A sample of 210 respondents was drawn from the total population using simple random sampling technique. In order to analyze the data both descriptive and explanatory way of analysis were used to analyze the data. The descriptive analysis was analyzed facts using frequency, percentage, tables, figures, mean and standard deviation. However explanatory analysis was analyzed using correlation and regression.
The findings revealed that the Compensation, Training and Development, Work Life Balance and Work Environment in the organization have significant and positive effect on employee retention (p-values<0.05). A unit change in Compensation, Training and Development, Work Life Balance and Work Environment affect employee retention by 55.6, 16.3, 27.3 and 14.9 percent respectively. Even if Employee Engagements have positive effect on employee retention, it has insignificant effect on employee retention. Based on these result the researcher recommended that improving human resource management practice were necessary to retain employees of the organization. Therefore the organization must appropriately measures to retain key employees.
Table of Contents
1. INTRODUCTION
1.1. Background of the study
1.2. Statement of the Problem
1.3. Objectives of the study
1.3.1. General Objectives
1.3.2. Specific Objectives
1.4. Research questions
1.5. Significance of the study
1.6. Scope of the study
1.7. Definition of key terms
1.8. Limitations
1.9. Organization of the Study
2. THE REVIEW OF RELATED LITERATURE
2.1. Theoretical Review
2.1.1. Job Embeddedness Theory
2.1.2. Maslow’s theory
2.1.3. Herzberg’s two factors theory
2.1.4. Adams Equity Theory (1965)
2.2.5. Concept of Human Resource Management
2.2.3. Concept of Employee Retention
2.2. Empirical Literature Review
2.2.1. Effects of Compensation on Employee Retention
2.2.2. Effects of Training and Development on Employee Retention
2.3.3. Effects Work-Life Balance on Employee Retention
2.2.4. Effects of Employee Engagement on Employee Retention
2.2.5. Effects of Work Environment on Employee Retention
2.3. Research Gaps
2.4. The Conceptual Framework
3. METHODOLOGY
3.1. Research Design
3.2. Research Approach
3.3. Population and Sampling Design
3.3.1 Target Population
3.3.2 Sampling Design
3.3.2.1 Sample Frame
3.3.2.2. Sampling technique
3.3.2.3. Sample Size
3.4. Source of Data
3.4.1. Primary Data sources
3.5. Data Collection Tools
3.6. Methods of Data Analysis and Presentation
3.6.1. Methods of Data Analysis
3.6.2 Methods of Data Presentation
3.7. Validity and Reliability Test
3.7.1. Validity Test
3.7.2. Reliability Test
3.8. Ethical Considerations
4. RESEARCH FINDINGS AND DISCUSSIONS
4.1. Response Rate
4.2. Demographic Characteristics of Respondents
4.2.1. Sex Category of Respondents
4.2.2. Age Category of Respondents
4.2.2 Marital Status of Respondents
4.2.3. Educational Background of the Respondents
4.2.4. Experience of Respondents
4.2.5. Job Position
4.3. Descriptive Analysis of the Research
4.3.1. Employee Retention
4.3.2. Factors Affecting Employee Retention
4.3.2.1. Compensation
4.3.2.2. Training and Development
4.3.2.3. Work-life Balance
4.3.2.4. Employee Engagement
4.3.2.5. Work Environment
4.4. Inferential Analysis of the Data
4.4.1. Diagnostic Tests of Assumptions of Classical Linear Regression Model
4.4.1.1. Linearity Test
4.4.1.2. Autocorrelation Test
4.4.1.3. Multicollinearity Test
4.4.1.4. Homoscedasticity Test
4.4.1.5. Normality Test
4.4.2. Correlation and Regression Analysis of the Data
4.4.2.1. Correlation Analysis
4.4.2.2. Regression Analysis
5. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1. Summary
5.2. Conclusions
5.3. Recommendations
Research Objectives and Focus
This study aims to identify and analyze the primary factors that influence employee retention within the Bole sub-city small tax payers’ branch office. By evaluating both descriptive data and regression models, the research seeks to determine how specific human resource management practices—namely compensation, training and development, work-life balance, employee engagement, and work environment—impact the staff's intention to remain with the organization.
- Analysis of the relationship between compensation schemes and employee retention.
- Evaluation of training and development programs and their effect on staff commitment.
- Examination of work-life balance initiatives and their role in organizational stability.
- Assessment of employee engagement levels and the physical working environment.
- Investigation into the effectiveness of current human resource management strategies at the branch office.
Excerpt from the Book
2.1.1. Job Embeddedness Theory
Mitchell and his colleagues introduced the Job Embeddedness model in 2001. The model is based on Kurt Lewin’s field theory and the psychological concept of embedded figures. Field theory asserts that human interactions are affected by both proximal and distal connection in their life space. To name the model Embeddedness, Mitchell et al. (2001, p.1104) explains this word like “a web or net in which an individual can become stuck.” Applying this to organization context, this means the employees are connected firmly with the organization; thus, it will be more difficult to make decision regarding leaving.
This theory argues that the connections of employees to their organizations determine if they leave their positions or stay. For instance, where the employee feels fit for the job such as if they have the necessary job knowledge, personal skills, a favorable working environment and the connection with the community. Links with the community and the organization can make an employee to be stuck in an organization. Lastly, if the employee feels that they be sacrificing good relationships they have nurtured with their colleagues, or if they are forfeiting good projects or programs, they might stay (Mitchell et al., 2001).
Summary of Chapters
CHAPTER ONE: This chapter provides the background and objectives of the study, defining the scope and significance of examining employee retention within the specific context of the Bole sub-city small tax payers’ branch office.
CHAPTER TWO: This chapter reviews theoretical and empirical literature, establishing the frameworks for employee retention, including theories like Job Embeddedness, Maslow's hierarchy, and Herzberg's two-factor theory.
CHAPTER THREE: This chapter outlines the research methodology, including the quantitative approach, sampling design, and the use of regression models to analyze the data collected from the respondents.
CHAPTER FOUR: This chapter presents the research findings and discussions, offering descriptive and inferential analysis of how various factors influence employee retention in the organization.
CHAPTER FIVE: This chapter provides the final summary, logical conclusions, and actionable recommendations based on the study's findings to improve human resource management practices at the branch office.
Keywords
Employee retention, Compensation, Training and development, Work-life balance, Employee engagement, Work environment, Human Resource Management, Job embeddedness, Staff turnover, Organizational commitment, Performance management, Organizational behavior, Job satisfaction, Retention strategies.
Frequently Asked Questions
What is the core focus of this research?
The research is primarily concerned with identifying and analyzing the critical factors that affect the retention of employees within the Bole sub-city small tax payers’ branch office.
What are the main thematic areas covered in the study?
The study covers five key human resource management domains: compensation, training and development, work-life balance, employee engagement, and the physical working environment.
What is the primary objective of this thesis?
The main objective is to determine which human resource practices have a significant impact on staff retention and to provide recommendations to the organization for reducing turnover.
Which scientific methods are employed?
The study utilizes a quantitative research approach, applying both descriptive statistical analysis (frequencies, percentages, means) and explanatory analysis (correlation and regression models) via SPSS.
What does the main body of the work entail?
The main body includes a literature review of relevant theories, the conceptual framework, detailed methodology, and an extensive analysis of the survey results regarding retention factors.
What are the characterizing keywords for this paper?
The work is characterized by terms such as employee retention, compensation, staff turnover, work-life balance, human resource management, and organizational commitment.
How does compensation influence retention at the branch office?
The regression analysis suggests that compensation is a highly influential factor; a unit increase in satisfaction with compensation significantly improves the probability of employee retention.
What is the impact of employee engagement on retention according to the data?
Surprisingly, the study found that although engagement initiatives are generally positive, their specific impact on retention in this branch office was statistically insignificant.
What conclusion does the author draw regarding career management?
Contrary to common expectations, the evidence from this specific branch office did not support the assertion that training and development directly drive retention, though it remains essential for general organizational health.
- Arbeit zitieren
- Yenesew Wonedemeneh (Autor:in), 2019, Employee Retention. Small Tax Payers’ Branch Offices in Bole Sub City, Addiss Ababa (Ethiopia), München, GRIN Verlag, https://www.grin.com/document/509438
