Introduction:

“Teachers Mobility” as a term is used recently in literature. Although some studies

have been conducted in schools on this topic, most of the researchers focus on the causes of
teachers turnover but little has been done on the examining the sources of teachers turnover,
impact and advising various strategies which can be used by management in various colleges
to ensure that there is teachers continuity in their college to enhance college competitiveness.
This study examines the causes and sources of Teachers’ turnover; effects and forwards some
strategies on how to minimize teachers’ turnover in educational institutions in general and
management education offered institutions in particular. At the same time this study assess
the impact of teachers’ mobility on colleges’ growth, teachers’ professional career, students’
development and quality of management education as a whole and suggest measures for the
sustainable development of management education in AP.
Other researchers have extensively worked on various perceived attitudes of
employees like their satisfaction, motivation, its influence on their tenure, their loyalty,
quality output, commitment etc. This chapter is enriched with an exhaustive, comprehensive,
and relevant literature review of the subject called ‘Employee Mobility and Retention’ which
illustrates about the research work taking place globally. This chapter unfolds all the relevant
literature about the employee mobility in different sectors like BPO, manufacturing, service
sector like education and tackles the problem of mobility in these sectors.

B. Raghavendra, and S Md Gouse (2016)1 described the findings of a quantitative study

analysis influence of HR practices on Employee Engagement. This study found performance
appraisal and team work affects significantly levels of engagement by using 138 duly filled
questionnaires, and by using correlation and hierarchical regression analyses. The findings
are based on respondent’s opinions and can only indicate a possible trend. The findings of the
study signify the influence of human resource practices on employee engagement. The
findings affirm that organizational practices and individual factors affect levels of
engagement. Due to technology usage in every facet of the service sector, the employee
engagement levels are very crucial for sustenance of the organization. Various organizational
factors along with HR practices have influence on engagement levels, so authors suggested
that regular assessment of employee opinion is imperative for present day organizations.

1
B. Raghavendra, and S Md Gouse, (2016). Influence of HR practices on Employee Engagement.
International Journal in Management and Social Science, Vol.04, Issue-06, pp. 637-645.

1|Page
Dr. A.P Singh and Jianguanglung Dangmei (2016)2 wrote a paper on ‘Acquiring Employee
Engagement to Achieve High Quality of Care in Primary Health Care of India’. Authors
showed evidence that; many health care industries have adopted employee engagement as a
strategy to enhance the quality of care and opined that engaging the employees effectively
can overcome the challenges faced by the health care system of India in the years to come
and will continue to improve quality of services towards the patients. This paper explored the
importance and significances of employee engagement to enhance quality of care in the
primary health care of India. The identified factors that enhance employee engagement in the
health industry are as follow: leadership, training & career advancement, recognition,
communication, employee well-being, team work and infrastructure. This study concluded
that many health care institutions have emphasized and adopted employee engagement for
providing the highest quality health care. Thus, engaging the employees efficiently can defeat
the challenges faced by the primary health care of India and continue to improve quality of
services to the patients in the years to come.

Dr. Vidya Sunil Kadam (2016)3 reviewed the concept of ‘talent Management’ as a strategic
challenge for Indian software Industry with an intention to explore the challenges of retaining
employees, find the reasons behind resignation of the employees, and know the impact on
organizational & individual development& retention strategies. A field survey was done of
200 software professionals from various software Industries at Pune & nearby Pune. This
study used Convenience sampling method for selection of the professionals. The data was
analyzed by using frequency distribution. This study has developed two hypotheses such as:
1. The age is negatively associated with employee resignation. 2. Cash benefits always affect
the employee’s decisions to stay in the organizations. The main findings of this research are:
Software companies have a young & dynamic workforce because more than 90% of the
employees have not crossed 35 years; 73% male software professionals are working in the
companies; 75 % employees are graduates engineers and 25 % employees are post graduates;
Software companies offer more salary to the experienced & talented employees because
majority (71%) of employees got more than Rs. 35,000 salary; Majority (42%) respondent’s
previous experience was 1-2 years that is most of the employees left the job after getting 1-2

2
Dr. A.P Singh and Jianguanglung Dangmei, (2016). Acquiring Employee Engagement to Achieve High
Quality of Care in Primary Health Care of India. International Journal in Management and Social Science,
Vol.04, Issue-05, pp. 165-168.
3
Dr. Vidya Sunil Kadam, (2016). Talent Retention: A Strategic Challenge for Indian Software Industries.
International Journal in Management and Social Science, Vol.04, Issue-05, pp. 98-105.

2|Page
years experience. 89 % employees were having previous experience of 1-4 years; Majority of
employees (81 %) left the job due to dissatisfaction with pay, 57% employees left the job due
to lack of career advancement, 23% employees left the job due to relocation to another area;
and while 32% employees left the job due to boss pressure. Finally this study made
recommendations to retain talent. Among them offer fair and competitive salaries adequate
with industry; Establish and maintain the practice and the impression of fair treatment and
equality of all employees; Taking proper care of employees includes acknowledgement to the
employee’s dreams and personal goals; Rewards and recognition of employees; Work life
balance; providing flexible work options; and provide an opportunity to put the employees’
career on high growth are the notable ones.

Nguyen Ngoc Mai1 and Doan Thanh Ha (2016) 4 review the empirical research and
identified several determinants of retention of talented person in commercial banks in Binh
Duong province of Vietnam to deal with the high turnover rate in the industry. In this
research self completed questionnaire designed on five point Likert scale were distributed to
282 people working as team leaders, senior-officers, supervisors and managers holding at
least bachelor degree working in different sections at 21 commercial bank branches/
transaction offices in Binh Duong province and collected data. Descriptive and inferential
statistics (Exploratory Factor Analysis, Cronbach’s Alpha, and Multiple regression analysis)
were employed to explore relationships among different variables. The key factors identified
to retain talented employees which include salary, promotion, physical working conditions,
benefits, relationship with colleagues, organizational recognition, and relationship with
superiors. Besides the seven key affecting factors, this study also examines the moderating
effects of organization characteristics and demographics on the talent retention. Particularly,
moderating factors investigated in this study include: Age, gender, education qualification,
work experience, organization owner ship, and organization size. And finally authors
concluded that the decision makers should re-strategies, review and incorporate the above
factors into their employment relations strategies and policies in order to increase employees’
level of retention for a long period of time; thus, accordingly decrease the turnover rate of the
talents among commercial banks in Binh Duong province in particular or Vietnam in general.
Among them, salary has the most significant impact, which is also one of the key factors

4
Nguyen Ngoc Mai1 and Doan Thanh Ha, (2016). Determinants of Retention of Talented Person in
Commercial Banks: A Case of Binh Duong Province, Vietnam. International Research Journal of Human
Resources and Social Sciences, Vol. 3, Issue 6, pp. 1-24

3|Page
found in other industries. So, the authors suggest paying a handsome compensation to retain
talents.

Dr. Susan Abraham (2015)5 described the findings of a quantitative study analysis how the
relationship between Ability –enhancing, Motivation-enhancing and Opportunity-enhancing
HR practices with Employee Engagement. The results revealed that all the three AMO
bundles have a correlation with Employee engagement. Out of these, Ability-enhancing HR
practices had an impact on Employee engagement. Among the HR practices, Recruitment
was the most significant one that had a brunt on employee selection. The employees were
glad with the recruitment for most of the vacancies were through internal promotions and
transfers and the recruitment system was transparent to all employees. The employees were
also happy with the selection process of the organisation. This study proved that the HRM
practices of an organisation are meant to encourage the employees to perform effectively on
the job and has had an impact on Employee Engagement. The employees are not only
satisfied but also show high involvement in all the activities of the organisation.

Jayantilal K Solanki (2015) 6 brought out in his study some of the important findings
regarding retention of employees such as more than 82% respondents expressed that job
satisfaction is more important over monetary benefits, more than 50% respondents feel that
non monetary recognition to their work is more important than monetary allowance, 92%
respondents felt that flexible working hours satisfies them, About 56% of employees feel that
aspiration to go abroad is also one of the reasons why employees leave institutes, 53%
employees expressed that if facilities like campus accommodation, health cover, etc. are not
provided still employees leave institutes, 50.70% respondents felt that if the job security is
not provided then research employees leave the Institutes, and one more major notable point
in this study is that more than 70% research employees feel one of the most reasons why
research employees leave organisation is absence of better research facilities. Job security,
flexible working hours, provision of welfare facility, training and development programmes
are to be improved for career development and retention of research employees. Importantly,

5
Dr. Susan Abraham, (2015). Satisfaction with HR Practices Leading to Employee Engagement. GE-
International Journal of Management Research Volume -3, Issue -3, pp. 234-244.
6
Jayantilal K. Solanki. (2015). “A Critical Study of Career Development and Retention of Research
Employees in Selected Research Institutes”. Doctoral dissertation, Dr DY Patil Vidyapeeth, Pimpri, Pune,
India.

4|Page
the study revealed that research employees are more concerned about their research work
than monetary benefits. They have passion to carry out research for the country.

Maya Salimath G, Dr. B Rose Kavitha, (2015) 7 in their paper entitled “A Study on
Organizational Effectiveness through Employee Engagement-Special reference with selected
Retail Outlets in Bangalore Region, India” concluded that the employees are committed to
their work but still the job turnover is one of the hitch faced by the organization. It is found
by the study that the reasons of high job turnover are more of due to personal and family
problems than of organizational problems. The outline of the study reveals the employees are
actively committed which is useful for wellbeing in the organization. It is found that the
employee commitment will be helpful in high effectiveness & good performance by
employees. The commitment and belongingness can be improved better by providing
traveling facilities, enhancing salary of the employees, improve canteen and crèche which is
not existing in the organizations.

Poonam Sharma and Dr. Purshottam Daya, (2015) 8 in their article on “Employee
Retention strategies: - Factor Affecting the Women Employees of Private Organizations”
reveals that women employees facing so many problems at work place such as poor
communication; disputes with colleagues; unhealthy working environment; insufficient
training to carry out task; lack of family support; payment issues where employees are not
paid on time or not paid at all; variations in salary increment; insufficient maternity leaves;
and sexual harassments. And finally this research concluded with some suggestions to retain
the talented women employees in the organization viz. taking the feedback from the
employees from time to time; providing welfare facilities; create opportunities for people to
connect with each other for support and to improve communication in work teams; enhance
family support; and making strategies which are in favor of women employees.

7
Maya Salimath G, Dr. B Rose Kavitha, (2015). A Study on Organizational Effectiveness through
Employee Engagement-Special reference with selected Retail Outlets in Bengaluru Region, India. IJRMST
Volume-05 Issue-10 Jul-Dec 2015. Pp. 1-9.
8
Poonam Sharma and Dr. Purshottam Daya, (2015). Employee Retention Strategies: - Factor Affecting the
Women Employees of Private Organizations. International Journal of Science Technology and
Management, Vol.04, Special Issue No. 01, September 2015. Pp. 358-363.

5|Page
R Sujatha and Hargovind Kakkar (2015)9 were added another dimension to the concept of
employee mobility i.e. mobility within the organization. They have studied on HR policies
for employee mobility within the organization and its challenges and concerns with reference
to 74 employees from different service sector organizations; who were relocated in their
present jobs. The data collected through questionnaire was analyzed by using different
statistical tools in order to find out the significant factors that are faced by an employee in
having mobility. The main objectives of this study are: To explore the challenges and
concerns that should be addressed by the HR managers from employee perspective; and To
know about the most significant factors that plays an important role in making employee
accept relocation. This study identified major challenges faced by employees when they were
asked to relocate. These are: relocation package, conveyance cost, traveling reimbursement,
accommodation, relocation allowances, adaptability training, and special incentives. It is
found that most of the organizations relocate their employees depending on their policies and
strategies for example human resource planning, promotions, for improvement in their skill
and to reduce their recruitment costs. Employees with expertise are relocated other branch or
office in order to complete a project or an assignment. Employees who want to improve on
their skills and talent and focus on their career development are more interested in relocation.
Finally this study concluded that about 80% of the employees have Pan India option in their
job offer document given by an organization and 65% of the sample was asked to move from
one work place another because of promotions, transfer, training, career development
programs etc. whereas 35% of them were relocated by their choice. Also, about 65% of them
were relocated within the nation and 35% of them were relocated international assignments.

Utkarsh Mangal (2015)10 in his thesis titled “A study of employee retention strategies of
private banks and insurance companies in Haryana” brought out main factors for the
shift/probable shift of job. This study humbly attempted to throw some research base
information on subject of employees attrition and retention for service industry on subject of
employees mobility and retention for service industry in general and banking and insurance
industry in particular. According to this study, the main factors for attrition are inconvenient

9
R Sujatha and Hargovind Kakkar, (2015). A Study on HR Policy For Employee Mobility Within the
Organization - Challenges and Concerns. International Research Journal of Human Resources and Social
Sciences Volume - 2, Issue – 6, pp. 72-93.
10
Utkarsh Mangal. (2015). A study of Employees Retention Strategies of Private Banks and Insurance
Companies in Hariyana. Doctoral dissertation, Maharishi Markandeshwar University, Mullana, Hariyana,
India.

6|Page
working hours mismatch between work load and payment, lack of advancement
opportunities, lack of employees self respect and dignity in the organisation, dissatisfaction
with the kind of salary hike, over load of work, and lack of encouragement and support from
management. This study classified all the factors which influence employee mobility into
broad three categories namely psychological growth factors, organizational support factors
and career growth factors. Psychological growth factor includes the factors such as avenues
of growth, balance between work and family, and personnel growth and development.
Organizational support factor includes the factors such as facilities for effective work,
feelings of worthwhile accomplishment in job position and HR policies. Career growth factor
includes the factors such as overall involvement in work, challenging work and opportunity
for self development. Finally this study concluded that; the adequate compensation, job
security, personnel growth and development, challenging work, sense of accountability and
facilities for effective work are identified as those dimensions where respondents fell much
more emphasis is given in the banking sector as compared to insurance sector. Whereas
working conditions, competent supervisor, opportunity for independent thought and action,
balance between work and family, avenues of growth, amenities like housing, conveyance,
medical benefits provided, overall involvement in the work, and opportunities for self
development and good pay master are counted among those dimensions where respondents
feel equal emphasis has been given by the top managements of leading banks and insurance
companies in Haryana.

Yogita Gupta (2015)11 made a study on “An Analytical Study of Employee Retention in IT
Industry, W.R.T. Selected IT Units, From Pune” and opined that the IT industry in Pune has
been facing the problem of high rates of employee mobility due to the sudden growth of the
industry and simultaneous scarcity of the capable manpower in the changing environment.
This rate has varied from year to year and from IT-unit to IT-unit. Through this study a
significant difference has been established between what employers assumed the key causes
of turnover and actual reasons employees gave for leaving. Turnover of the employees in the
IT units are high, because most of the talents are youngster and Information Technology is
changing very fast and employees does not wants to become obsolete in this domain. In small
span of time the employees get higher position, responsibility and other status in IT as
compared to other industries. This study concluded that, in this era of globalization the

11
Yogita Gupta. (2015). An analytical study of employee retention in IT industry, WRT selected IT units,
from Pune. Doctorial dissertation, Tilak Maharashtra Vidyapeeth, Pune, Maharashtra, India.

7|Page
employees are blessed with good opportunities. As soon as they feel dissatisfied with the
current employer or with the job, they switch over to the other one. If an employee resigns,
then good amount of time is lost in hiring a new employee and then training him/her and this
goes to the loss of the company directly. Tools for employee retention are developing
employee reward program, career development program; performance based bonus,
employee referral plan, loyalty bonus, employee recreation, and gifts at some occasions,
accountability, making the managers effective and easily accessible, surveys etc.

A. Shekar (2014)12 done research on BPO (Business Process Outsourcing) industry with an
objectives of; to identify the problems encountered by the BPOs in India, to analyze the
retention strategies adopted by BPOs, to discuss the determinants of frequent job quit in
BPOs, to study the expectations of the employees of BPOs, to identify the major determinants
of the high rate of job quit in BPO, and to suggest the relevant measures to strengthen and
complement the retention strategies. At the end, this research met the objectives and in the
wake of decelerating employment opportunities in the economy and a promising potential for
the growth of Information technology industry in India, some suggestions are made to make
BPOs as really working and lovable places. The notable suggestions are work schedules must
be made flexible, cemetery shifts should be avoided, talent management should be given top
priority, employee empowerment strategies must be effectively implemented, incentive
packages must be designed on the basis of opportunity cost theory, and promotions must be
effective.

Hirwani Hansu (2014) 13 wrote an article with a title ‘Talent Retention Strategies: A
Sustainable Approach in Business’ with an intention to facilitate development of unique
employee value proposition based on the person need-fit of talent. Researcher opined that, to
deliver the greatest impact, talent retention management must be ongoing, dynamic and
flexible process, aligned with the organization’s business strategy and continually monitored
and updated based on feedback and result through knowledge management system. And it is
essential for all the organization’s stakeholders and HR to plays an active role in developing,
implementing and tracking talent management. To achieve business results and retain talent

12
A. Shekar. (2014). The determinants of attrition of employees and retention strategies with reference to
business process outsourcing (BPO) Industry. Doctoral dissertation, Osmania University, Hyderabad,
India.
13
Hirwani Hansu, (2014). Talent Retention Strategies: A Sustainable Approach in Business. International
Research Journal of Human Resources and Social Sciences, Volume-1, Issue-3, pp. 62-69.

8|Page
author identified some key drivers as follows: work force analysis & planning, recruitment &
on-boarding, recognition & rewards, performance management, learning & acquisition,
career mapping, and succession planning. At the end, this paper suggests that if organizations
desire to retain the percentage of their engaged talents in their organization, they have to
formulate strategies comprising of various engagement drivers which are mentioned above,
that are not only essential in terms of performance and retention but also important to
compete in this fast changing environment. The employer should focus on the defined
characteristics of an engaged talent and by inculcating it in the formulation of strategies to
implement for talent

Jindow Joseph (2014)14 studied on employee turnover with a title ‘Personal, Interpersonal
and Job Correlates of Employee Turnover Intention in Indian IT Industry’. This study aimed
to validate a turnover intention model for Indian IT industry that was proposed based of
review of literature and two preliminary studies on turnover intention in Indian IT scenario.
Joseph most depended on hypothesis to analyse and conclude the research. The hypotheses
framed for this study is Perceived Manager support has significant negative influence on
turnover intention; Perceived colleague support has significant negative influence on turnover
intention; Social support has significant negative influence on turnover intention;
Interdependence has significant positive influence on turnover intention; Feedback from
Others has significant negative influence on turnover intention; Interaction outside
organization has significant negative influence on turnover intention; and Work to Family
Conflict has significant positive influence on turnover intention. Here all hypotheses are
accepted by entire population, women and men but except one hypothesis which is rejected
by women population i.e. Interdependence has significant positive influence on turnover
intention.

Mrs. Mooon Paiithannkar (2014) 15 made a successful attempt to analyse the impact of
dissatisfaction on employees’ turnover in selected small, medium and large scale software
industrial units in Pune. In this study, it has been observed that the employees in the
organization is suffering from Office politics, Gender inequality, Bias decisions, Rumors’,

14
Jindow Jiseph. (2014). Personal, interpersonal and job correlates of employee turnover intention in
Indian IT industry. Doctorial dissertation, Jain University, Bangalore, Karnataka, India.
15
Mrs. Moon paiithannkar. (2014). Impact of Dissatisfaction on Employees Turnover in selected Small,
Medium and Large scale Software Industrial Units in Pune. Doctoral dissertation,Tilak Maharastra
Vidyapeeth, Pune, India.

9|Page
Gossips, Co-workers back stabbing, Cast discrimination, Revenge, Conflict, and Bullying. In-
spite of the organization’s effort there is a disturbance created in the smooth working due to
above stated points. In the study it has been observed that the other reasons which were
leading to dissatisfaction factors in the organization were career advancement or promotions,
dissatisfaction with pay, lack of training and development, difficult travelling, flexibility of
working hours, workload stress, dissatisfaction with management style, nature of work, way
work is organized, switch of work (projects). Based on this study it has been observed that
the highest turnover occurs between 1-5 years of employment and then between the range of
5 and less than 10 years. Between 1 to 5 years range were fresher or the low level employees.
The reason behind their leaving the organization is that, they feel exploited and over
pressured with work, insufficient pay package as per work performed, switch off work,
bullying. And for those between the range of 5 and less than 10 years leave as they aim for
better projects, better benefits, better pay, higher Designation, better exposure, and work from
offshore. The employee turnover rate has risen across all categories of employees regardless
of professional qualifications. However, the low skilled employees showed lower turnover
rates and the same holds for employees with more years of service in the same company. As
per the interviews of the respondents it shows that attrition rate is high in the IT sector
companies that estimated to 14%-15% for employees with very difficult market conditions
where demand is often not matched by existing supply of potential IT technicians and
engineers. Turnover of managerial staff was also high i.e. 51% of the respondents indicated a
turnover rate of 6% to 15% of managerial staff in their respective companies.

Sajjad Ali Khan, (2014) 16 described the factors affecting employee turnover in an
organization by considering a case of Overseas Pakistanis foundation. In this study researcher
identified the main factors affecting employee turnover and grouped them into three
categories viz. retirement benefits, job security and financial crises. He described that the
retirement benefits and job security on turnover intentions indicated positive and significant
relationship. This indicated that retirement benefits and job security are directly related to
turnover intentions in Pakistan Overseas Foundation at the same time it is found in the
research that, the retirement benefits and job security of task significance, autonomy and
feedback tend to decrease if employees experience high level turnover intentions. At the end

16
Sajjad Ali Khan, (2014). The factors affecting employee turnover in an organization: The case of
Overseas Pakistanis foundation. African Journal of Business Management, Vol. 8(1), January, 2014. Pp.
25-34.

10 | P a g e
of the report the researcher strongly recommended that the managing director should focus on
the independent variables i.e. retirement benefits, job security and financial crises and its
pessimistic and significant impact on the turnover of employees.

Santhosh B R (2014)17 studied the turnover intention of repatriated employees with reference
to Indian IT industry and unfolds some important aspects of employee mobility. The study
reveals that there exists ‘above average turnover intention’ among repatriated software
professionals in all the companies selected for study and there is a strong positive association
between repatriates adjustment, job satisfaction and organizational commitment. Further the
result of the study show that repatriates adjustment, job satisfaction and organizational
commitment are inversely related to the turnover intention but organizational commitment
was not found significant. The results reveal that financial compensation has a significant
inverse relation on repatriates’ turnover intention. Very importantly the results reveal that
most of the returning employees are using their skills and abilities in their organisation but
however could become disillusioned if opportunities to advance their career are not available
within the organisation. The results also shows repatriates work expectations has not
facilitated in reducing turnover intention. And finally the study concluded that, ‘repatriates
adjustment’ and ‘job satisfaction’ are inversely related to the turnover intention. Corporations
cannot thus shy away from developing repatriation policies. They need to strive to promote
debriefing sessions and training opportunities to ease the impact of reverse cultural shock
among repatriates and their families.

Anantha Raj A. Arokiasamy (2013)18 made a study on ‘Causes and Effects of Employee
Turnover in the Private Sector in Malaysia’ and opined that employee turnover has proven to
be one of the most costly and seemingly intractable human resource challenges confronting
several organizations globally. This paper aimed to find out the actual reasons behind
turnover and its damaging effects on the productivity of manufacturing industries in
Malaysia. The researcher concluded that it is important for managers to have an
understanding of why people would leave the organization and it is equally vital to identify
those factors that attract people to organizations. Job satisfaction has the largest direct effect

17
Santhosh B R. (2014). A Study on Turnover Intention of Repatriated Employees – Experience from the
Indian Information Technology (IT) Industry. Doctoral dissertation, Anna University, Chennai, Tamil
Nadu, India.
18
Anantha Raj A. Arokiasamy, (2013). A Qualitative Study on Causes and Effects of Employee Turnover
in the Private Sector in Malaysia. Middle-East Journal of Scientific Research, vol. 16 (11), pp. 1532-1541.

11 | P a g e
on turnover intent. Therefore, if right strategies are taken into account the business would be
able to survive in a vibrant environment by treating their employees as one of their assets
which needs a lot of attention. He opined that, employees are the backbone of any business,
they need to be motivated and maintained in an organization at all cost to aid the
organization to be globally competitive in terms of providing quality products to the
society. We need to emphasize the importance of employee withholding and that the
impact on the organization.

B. Venkateswara Prasad (2013)19 did a study with a title ‘Employee Attrition: An Empirical
Insight into Causes and Consequences with Reference to Software Industry’. In this study he
selected 4 companies viz. Wipro, Infosys, TCS and Cognizant Technology Solutions in
Chennai city, whose attrition rate has been very high despite their relentless endeavors to
retain the talent. It is found from the study, most of the respondents 64.3% are with their first
employer itself; 73.4% respondents earning between 3.5 lakhs to 4.5 lakhs as their annual
salary; 46.3% respondents stated that the exit interview helps to minimize employee attrition
to some extent; 68.3% respondents stated that they will switch over to other organizations
after 2 years; 40.4% respondents expressed that attrition is caused due to industry
opportunities; 73.7% respondents stated that they are ready to leave their present organization
if they get better opportunities 45.2% respondents accepted that to some extent that changing
jobs frequently is the latest trend in the software industry.

Giju Paul (2013)20 studied Hotel industry with specific focus on Kerala by an intention to
identify the various reasons for labour turnover in the hotel industry and how labour turnover
can be minimised using human resource development practices. In the study 18 HRD
practices such as Recruitment practices, Standard selection process and procedures, Induction
programme, Training and development, Human resource information system, Potential
appraisal, Career planning, Organisation development, Motivation and rewards, Salary and
wages, Performance, feedback and coaching, Mentoring Employee engagement, Employee
welfare, Job enrichment, Performance appraisal, Quality of work life, and Employee
empowerment were used to study how these practices can minimise the labour turnover. To

19
B. Venkateswara Prasad. (2013). Employee Attrition: An empirical insight into causes and consequences
with reference to software industry. Doctoral dissertation, Bharathiar University, Coimbatore, Tamil Nadu,
India.
20
Giju paul. (2013). A study on the HRD practices to minimise labour turnover in hotel industry – specific
focus on Keala. Doctorial dissertation, Mahatma Gandhi University, Kottayam, kerala, India.

12 | P a g e
minimise labour turnover researcher suggested some suggestions for example: Code of best
practices for recruitment, Passionate people to join the industry, Facelift of the industry’s
profile, Employee friendly learning working environment, Substantial leadership qualities,
Competitive salary packages, Add on welfare measures, Envisaged role of hospitality training
institutions, Active participation of top level management, and Societal life for employees
etc.

Jagadeep Singh (2013) 21 workout on a different title i.e. ‘Employees Engagement and
Family Friendly Initiatives: A Study of Selected Corporate Enterprises in India’. In his work
he study 220 employees of different selected enterprises of Punjab, Haryana, Chandigarh and
Himachal Pradesh was surveyed with Systematic Random Sampling. To analyse Employees
Engagement UWES 17 (Utrecht Work Engagement Scale) developed by Wilmar B. Schaufeli
is used. And for Employees Commitment, OCS (Organizational Commitment Scale)
developed by Balfour and Wechsler is used. The researcher concluded that majority of the
respondents were agreed that their concern organizations has the proper HR policies,
organizations care for people working in it, colleagues are sympathetic and helpful for family
problems, managers accommodates whenever there is a family or personal work, and boss
and colleagues adjust their duties. At the same time majority of the respondents were
disagreed regarding choosing starting and quitting time within some range of hours, work
from home facility, and providing part time job facility. Finally this research founds that
Formal Friendly Initiatives practiced in the organization has positive impact on Employees’
Engagement and Informal Friendly Initiatives practiced in the organization has no impact on
Employees’ Engagement.
Jayaseelan, A (2013) 22 in his study explained that, the majority of the respondents are
induced by the factor ‘salary’ to make an employee to stay in the organisation. Finally he
suggested some important ideas to make employees stay with the organisation for long period
such as communicate works of employees clearly & thoroughly; let the employees know any
changes in their duties at the earliest; facilitating necessary tools, time & training to
employees to do their job well; appoint a person to talk to each employee at regular intervals
to know and solve the complaints and problems as much as possible; help employees to

21
jagadeepSingh. (2013). Employees engagement and family friendly initiatives: A study of selected
corporate enterprises in India. Doctoral dissertation, Punjabi University, Patiala, India.
22
jayaseelan, A. (2013). A Study on Employee Attrition at Select Manufacturing and Service Organizations
in Coimbatore District. Doctoral dissertation, Periyar University, Salem, Tamil Nadu, India.

13 | P a g e
manage stress both in work and if possible, off work too; treat the employees well and
provide dignity of the job; create the stress free work environment; make employees feel
rewarded, recognised and appreciated; provide excellent career growth prospectus; provide
Work-life balance initiatives by employee policies pertaining to flexible working hours and
schemes; granting compassionate and urgency leave, providing healthcare for self, family and
dependants; organize training, counseling and development programs; and pay should be in
line with the performance of the employees.

Jayasree Ramanathan (2013)23 carried out a study on ‘The Influence of Human Resource
Management Practices on the Retention of Employees With reference to Karur District,
Tamil Nadu, India. This study suggested some specific measures to reduce employee
turnover rate in IT-ITES industry. In those suggestions, conducting Psychometric tests; clear
communication of employee’s work; providing necessary tools, time and training to
employees; regular contact maintained by supervisor with employees; fairness and impartial
treatment by seniors; providing stress free work environment; giving value to feelings and
opinions of employees; recognize strengths & weaknesses of employees and help them to
improve; introducing rewards, recognitions and appraisal systems; and offering excellent
career growth prospects are some of the notable ones. Further this study highlighted some
innovative retention strategies like providing better career growth opportunities within the
organization; conducting exit interviews while any key employee leaving the job; taking
work-life balance initiatives; and encourage employees to have good relationships with their
peers.

Lucie Vnouckova and Hana Klupakova, (2013)24 in their article focused on the impact of
motivational principles on employee turnover. The main objective of this paper is to identify
the major motivational principles to restrict the negative impact of employee turnover. This
research conducted on a random sample of respondents confirmed the theoretical bases
regarding the factors affecting employee turnover. The factor analysis identified 13
significant factors (Ignore of innovation; Conservative supervisor; Life (im)balance; Rigid
culture; Human resource management; Economic responsibility; Vision of organisation;

23
Jayasree Ramanathan. (2013). A study on the influence of HRM practices on the retention of employees.
(with reference to Karur district, Tamil Nadu, India). Doctoral dissertation, Periyar University, Tamil
Nadu, India.
24
Lucie Vnouckova and Hana Klupakova, (2013).Impact of motivation principles on employee Turnover.
Central European Review of Economic Issues, Volume 16. Pp.79–92.

14 | P a g e
Fight for resources; Structure of teams; Law avoidance; Threatened future; Fair
remuneration; and Expected position) leading to the decision of employees to leave their job
positions in the organisation. This study was consequently verified by a quantitative survey,
the data of which were statistically processed. At the end of the article authors suggested
some notable actions to minimise employee turnover such as encourage employees in
different aspects; communicate openly & honestly; give importance to employees’ opinions
in decision making; appreciate good performers; compensate fairly; encourage friendship &
relations; and focus on employees’ expectations.

Mrs. T. Arunmozhi (2013)25 carried out research on employee engagement and involvement
practices in ICICI bank Ltd., Chennai with an objectives of explore the psychological
experiences towards engagement practices and work involvement, and to bring to light the
relationship between employer and employee engagement practices. The primary data of this
study was analyzed using SPSS (Statistical Package for Social Sciences) computer package.
The statistical tools like z test, paired z test, Factor analysis, and Karl Pearson’s Co-efficient
co-relation were also used. By using these tools it was found that 37.3 percent of the
respondents have expressed that they got adequate remuneration, 63.7 percent of the
respondents are not satisfied with the payment package for their work, with regards to the
exchequer followed by the bank for the payment and allowances. 70.3 percent of the
respondents have brought to light that they are comfortable with the working hours, 22
percent of the respondents have expressed that they are comfortable at times only, 7.7 percent
of the respondents are not comfortable with the working hours. Mrs. Arunmozhi work
concluded that Focus on work, Fun, Rewards and recognitions, Forming employee redressal
units, Motivation by top management, and flexible working practices results in good
employee engagement and involvement. These events provide a better opportunity to build
great relationship in the work place.

M. S. Vijaya Rao (2013)26 in his thesis entitled ‘A Study on Employee Turnover in IT-ITES
Industry with Reference to Chennai City’ made an attempt to examine the dimensions of
employee turnover and retention strategies and its respective outcome in select IT/ITES

25
Mrs. T, Arunmozhi. (2013). A study on employee engagement and involvement practices in ICICI Bank
Ltd., Chennai. Doctoral dissertation, Manonmaniam Sundaranar University, Tirunelveli, Tamil Nadu,
India.
26
M.S.Vijayarao. (2013). A study on turnover in IT – ITES industry with reference to Chennai city.
Doctoral dissertation, Bharathiar University, Coimbatore, Tamil Nadu, India.

15 | P a g e
companies in Chennai. The main objective of this research is to study the reasons for
employee turnover in IT-ITES Industry and to analyze the strategies adopted to retain the
existing employees in IT-ITES Industry. M. S. Vijaya Rao found in his research that with
regard to job satisfaction, the respondents have considered relationship with their co-workers
and physical working conditions. Regarding their opinion about the current job, the mean
value is high at 3.18, indicating that the respondents like to work for the company at least for
one more year followed by 3.09 indicating the intention of the respondents to leave the
company voluntarily in the near future. At the end of the report he said that “It is HR’s job,
though not HR’s job alone to champion and shepherd effective Human Resource
Management Practices at both the strategic and day today levels. To be effective, HRM
Practices must be grounded in two ways. First they must reflect companywide commitments
as to how it will manage and relate to its employees. Secondly, HR must implement these
commitments so that the ideals of the enterprise and deeds of its agents are congruent”.

Muhammad Naeem Tariq, Prof. Dr. Muhammad Ramzan and Aisha Riaz (2013) 27
described the Impact of Employee Turnover on the Efficiency of the Organization. In this
study the measures for analysis are employee turnover, work load, employee salary, work
tress, job satisfaction, and work to family conflict. The result of this study confirms that the
Performance of an organization is negatively and insignificantly associated with employee
turnover, workload, work stress, salary, and family to work conflict. It is clearly evidenced
that there is negative relationship between the dependent variable of organizational
performance and the Independent variables employee turnover, workload, work stress, salary,
family to work conflict. The study shows that turn over effect on the performance of the
organization.

Kumar (2013)28 made a case study on Bhiwani District to assess employee retention policies
in private sector firms and identified some major successful retention strategies. In this study
the researcher found that about 80% employees think, the financial rewards play an important
role to attract an employee; about 59% employees agree with the fact that transportation and
housing facilities are helpful in retaining the employee; non-financial tools like promotion

27
Muhammad Naeem Tariq, Prof. Dr. Muhammad Ramzan and Aisha Riaz (2013). The Impact of
Employee Turnover on the Efficiency of the Organiztion. Interdisciplinary Journal of Contemporary
Research in Business, Vol 4, No 9, January 2013. Pp. 700 – 711.
28
Pavan Kumar. (2013). An assessment of employee retention policies in private sector firms: A case study
of Bhiwani district. Doctorial dissertation, Shri Jagdish Jhabarmal Tibrewala University, Jhunjhunu,
Rajasthan, India.

16 | P a g e
play any role to attract an employees; Nearly 85% employees think that promotion tool play
vital role to stay in the organization; nearly 74% employees think that financial assistance for
the marriage of their daughter would definitely encourage them to retain in the organization
for the long time; approximately 81% employees think that education facility provided to the
employee’s children is helpful to retain them in the organization; The response shows that
nearly 54% employees think that breakup from the routine work in the form of outing really
plays a vital role to motivate them to retain and most of the young employees want this form
his organization periodically; nearly 65% employees think that medical allowance given to
their family in the form of direct panelized hospital is very helpful for the employees who
belong to the age group of above 30 years; a good leave plane of the company is help full to
retain an employee for the long time; nearly 35% employees thinks that relationship with the
supervisor always affect their job stability; Nearly 36% employees think that a poor reward &
recognition program always become the main reason to leave the job; nearly 55% employees
think that lack of training & development program are the prime factor to leave the job;
nearly 43% employees think that unequal compensation provided to them become the main
reason to leave the job; nearly 91% employees think that a well reputation of an organization
always attract an employee due to respectful life; and near about 86% employees think that
the open environment & healthy culture help the employee to retain in the organization.

Rajeev Ranjan (2013) 29 in his empirical study on ‘Employee turnover and retention
strategies in Non-profit organizations in India’ examined different strategies for attracting
and retaining talents in organizations. From a theoretical point of view, the study presents and
tests a conceptual model of Job Attractiveness and Employee Turnover in non-profit sector. It
provides a framework to researchers and academicians to explore the factors that are of
importance in the non-profit sector. The study contributes by developing a reliable and valid
scale to map Job Attractiveness and Employee Turnover factors in the context of non-profit
sector in India and thus offers researchers and practitioners a research gadget that can be used
for future studies. This study found that that females are more vulnerable to leaving jobs,
both because of Job Context and Job Content Factors, hence they need to dealt with more
sensitively in terms of providing them with meaningful job responsibilities, important
content, good working environment, work-life balance, training and development etc. Finally
Mr. Rajeev Ranjan suggested some strategies to attract and retain talents such as enhanced

29
Rajeev Ranjan. (2013). Employee turnover and retention strategies in Non-Profit organizations in India.
Doctoral dissertation, Aligrh Muslim University, Aligarh, Uttar Pradesh, India

17 | P a g e
focus on motivator factors and mission attachment factors while recruiting females; focus on
hygiene factors such as better salaries & benefits, nice & impressive offices while recruiting
seniors; focus on mission attachment factors while recruiting for junior and middle level
positions.

European Commission, (2013)30 studied ‘The Feasibility of a long-term School Education

Staff Mobility Action’ and prepared final report on 1st May 2013. In this report the word
‘mobility’ is defined as “A period of time spent in another country than one’s own,
consciously organized for the purpose of acquiring knowledge, skills and competences. The
stay may be organized in a formal or non-formal context”. This report emphasized that,
teacher mobility can play a significant role in enhancing the quality of teacher training and
increasing the motivation of teachers. It subsequently contributes to the achievement of wider
policy aims such as increasing the quality of education, reducing early school leaving,
increasing the skill level of the population and ensuring that high quality education is
provided for all children. This study observed that, including those on the EU Comenius
programme, research for the European Parliament and national studies; mobility of school
education staff not only brings direct benefits to schools and individual staff members but
also contributes to increased internationalization, stronger links with organisations and
stakeholders outside school and enhanced professional development. In the conclusion this
study stated that, a future action on long-term mobility of school education staff is feasible
and would bring a variety of benefits to individuals, institutions and in terms of key policy
goals including enhancing the quality of teaching, increasing the global outlook of schools
and supporting ongoing professional development. The evidence supports the need for action
at EU level, rather than through Member States acting alone or bi-laterally, in particular if
long-term mobility is to be supported on the range and scope required to have any impact.

Vibhash Kumar (2013) 31 concluded in his study that, Workplace Spirituality (WS) and
Work-Role Fit (WRF) load as one factor, a very valid proposition in any organization. The
researcher coined the term for this factor as Spirituality and Alignment (SAA). Psychological
Meaningfulness (PM) emerges out to be one of the most essential drivers for Employee
Engagement. PM is experienced when the employee starts feeling that the work which s/he is

30
Study of the Feasibility of a long-term School Education Staff Mobility Action Final report - 1st May
2013. Luxembourg: Publications Office of the European Union, 2013.
31
Vibhash Kumar. (2013). Employee engagement: A study of selected organizations. Doctoral dissertation,
University of Delhi, Delhi, India.

18 | P a g e
catering to is worthwhile, valuable, and important. Supportive Supervisory Relation (SSR) as
a factor or driver of Employee Engagement also got credence through the various reliability
and validity measures adopted by the researcher. Good supervisors are always an asset for the
organization; they not only give direction to the employees but also helps them solve work-
related problems, praise the good work done by the employees, encourages them to develop
new skill etc. There is a positive and significant causal relationship between SSR and SAA,
and PM and SAA

Yogendra Bhattacharya (2013)32 conducted a study with a title “Employee Engagement in

the Maritime Industry: A Predictor of Performance, Safety and Retention amongst Indian
Officers”. Bhattacharya made an attempt to identify barriers and drivers of employee
engagement in the shipping industry and propose best practices which can be followed by
shipping companies to resolve their manpower problems. In this regard he developed some
important drivers of retention such as Work load, Valued by company, Caring organization,
Involvement in decision making, Opinions encouraged and valued, Career advancement, Fair
processes, Autonomy and no blame culture, Benefits, Recognition of work, Training,
Adequate work resources, Teamwork, Shipboard work/life balance, Employment security,
and Salaries. The researcher identified that engagement has three dimensions viz. Physically
– where employees bring in high levels of physical energy, strength and readiness into their
jobs; Cognitively – where employees give sustained, engaged attention to a task requiring
mental effort, leading to self-regulated learning, and Emotionally – where employees feel an
emotional connection with the work as well as the job and the employer. He presented
employee engagement theories like Kahn’s Psychological Presence, Saks’ Social Exchange
Theory, Schaufeli and Bakker’s Job Demand & Resources theory, Fredrickson’s Broaden and
Build Theory, and Csikszentmihalyi’s Flow Theory of Vital Engagement in his thesis. This
study recommended that commitment has a stronger relationship with pay satisfaction than
with the actual income, but the addition of benefits to augment pay packages has a positive
effect on retention. Where the possibility of increasing salaries are low, shipping companies
could focus on increasing benefits such as provident fund, medical insurance for the family
all round the year, and paid vacation, among others. This will greatly enhance the sense of
belonging even when on leave and contribute to engagement.

32
Yogendra Bhattacharya. (2013). Employee engagement in the Maritime industry: A predictor of
performance, safety and retention amongst Indian officers. Doctorial dissertation, University of Petroleum
energy studies, Dehradun, India,

19 | P a g e
Dow Scott, Tom Mc Mullen, and Mark Royal, (2012)33 collected data from Five thousand
Worldat Work members. Primarily midlevel to senior-level rewards professionals, were
invited to participate in a survey that focused on key talent retention practices. The survey
findings shown that, the challenges organizations are facing in retaining key talent.
Specifically, among rewards professionals responding to the survey: Only 51% are confident
that their organization can retain key talent as the economy improves.; 56% said that
“Retention of key talent has become more difficult in recent months.”; 56% said that they
expect a substantial number of key employees to search for a better job as the economy
improves; 65% percent reported that “ . . . retention of key talent is a major concern of senior
management right now.”; 69% reported that “Retaining managerial and professional
employees who are high performers or have critical skills is a significant challenge.”; and
finally, 83% agree or strongly agree that turnover of key talent is very expensive.

An attempt was made by Elizabeth Medina, (2012)34 who study the Job Satisfaction and
Employee Turnover Intention in the context of organizational culture, using data from the
Quality of Work Life (QWL) module, a sub-section of the General Social Survey (GSS). In
this study Job satisfaction is consider as independent variable, assesses overall job
satisfaction, while turnover intention is taken as dependent variable, measures intent to find a
new job, with another employer. This study finds that job satisfaction is contrarily associated
with turnover intention and that organizational culture moderates the magnitude of this
relationship. Sub-group analyses disclose that job satisfaction is more predictive of turnover
intention for younger workers. These findings have significant implications for the varying
composition of workforce due to the aging population.

Matthew Ronfeldt, Susanna Loeb and James Wyckoff (2012)35 has attempted to explore
How Teacher Turnover Harms Student Achievement. Though this study does not identify the
specific mechanism by which teachers’ turnover harms students, it provides guidance on
where to look. The findings of the study indicated that turnover has a broader, harmful
influence on student achievement since it can reach beyond just those students of teachers
who left or of those that replaced them. Any clarification for the effect of turnover must
33
Dow Scott, Tom Mc Mullen, and Mark Royal, (2012). Retention of Key Talent and the Role of Rewards.
World Work customer Relations, Scottsdale, Arizona, USA.
34
Elizabeth Medina, (2012). Job Satisfaction and Employee Turnover Intention: What does Organizational
Culture Have To Do With It? Dissertation, Columbia University Masters of Arts.
35
Matthew Ronfeldt, Susanna Loeb and James Wyckoff, (2012). How Teacher Turnover Harms Student
Achievement. American Educational Research Journal, Vol. 50, No. 1, pp. 4–36.

20 | P a g e
possess these characteristics. One possibility is that turnover negatively affects collegiality or
relational trust among faculty; or perhaps turnover results in loss of institutional knowledge
among faculty that is critical for supporting student learning. The second most significant
finding is the turnover variation across grade levels within the same year and within the same
school to examine whether students in grade levels with higher or lower turnover rates also
had higher or lower achievement gains. Finally, the findings of this study have policy
implications. Through this study it was proven that, there may be cases where turnover is
actually helpful to student achievement, on average, it is harmful. Hence this paper suggested
that, the schools frame policies aimed at keeping grade-level teams intact over time. One
possibility might be to introduce incentive structures to retain teachers that might leave
otherwise. Implementing such policies may be especially important in schools with large
populations of low-performing and Black students, where turnover has the strongest negative
effect on student achievement.

Rabiya Tarannum (2012)36 in his study entitled ‘Effect of Employee Engagement Practice
on Attrition with Respect to Sales Employees in The Indian Business Scenario’ was gathered
data from a total of 114 organizations and 500 sales / marketing professionals. Structured
questionnaires were developed to collect data on relevant parameters. The questionnaires
included collecting information on seven factors of employee engagement these were:
company perception, compensation & benefits, communication / information, development
opportunities, job assignment, work environment and work – life balance. This study used
statistical analysis using SPSS 15 to analyse the collected data. Hypothesis testing involves
using relevant statistical tools such as correlation, regression, t test, and one way ANOVA.
Results showed that employee engagement strategies that considerably differ across
manufacturing and services industry are compensation and benefits and work-life balance;
however, in terms of number of employees working in organizations, the focus on
compensation & benefits as a strategy is notably different. Correlation and regression
analysis revealed that employee engagement has a significant effect on attrition rate. Further,
with respect to sales / marketing professionals, results also showed that designation has a
significant effect on employee engagement. Relationship between work experience within
organization and employee engagement was not found to be significant. This could be due to

36
Rabiya Tarannum Hafiz Jidda. (2012). Effect of employee engagement practice on attrition with respect
to sales employees in the Indian business scenario. Doctorial dissertation, S.N.D.T Women’s University,
Mumbai, Maharashtra, India.

21 | P a g e
the fact that job tenure among this group is fairly short. The researcher has assumed a
predictive mathematical model for employee engagement and attrition; multiple regression
analysis used in deriving the order of importance that each of the seven factors had in
engaging sales / marketing professionals.
The study by Robyn R. Iredale , Carmen Voig t-Graf and Siew-Ean Khoo (2012) 37
explored the mobility of school teachers in a geographic region that has received little
attention, the Pacific. The article demonstrates that of three countries studied as part of a
comparative project, only Fiji has been losing teachers to an extent that has been risky to the
country’s education system. On the whole, teachers in the Pacific do not just emerge to be
moving to fill more highly paid vacancies in Australia, even though Australia has recognized
selection policies to facilitate filling such vacancies. There is no strong aspiration by teachers
to be globally mobile in the Cook Islands and Vanuatu and, even if there were, the minor
level of training afford for teachers prevents their entry into more industrialized labour
market place. The complexity of skilled teacher emigration from Fiji makes it quite unique in
the Pacific. Highly skilled and experienced teachers have been moving from Fiji for a ample
range of reasons, especially social and political. The winners are clearly the individuals and
their families who qualify to enter Australia, or elsewhere, and where they are proficient to
return to the practice of their profession. They often find this profession more rewarding
overseas than they did at home and the personal benefits they gain are considerable. The
professional development and collegiality that they experience are significant. Thus while
socially and politically motivated, the liberty to move has resulted in access to a much better
professional environment. Individual organization has enabled them to respond to the policies
designed in Australia to encourage them to migrate abroad. This article found that, the loser
is Fiji that appears to mount up little financial or social benefit from the loss of teachers.
While the reimbursement of skilled emigration are often touted, especially via the actual and
virtual return of more experienced and networked professionals and remittances sent home,
this does not appear to be the case for Fiji. The political setting in Fiji is not conducive to
Indo-Fijians, and increasingly Indigenous Fijians, returning and they are unwilling to put
their new knowledge or skills back into Fiji. Nevertheless, remittances do return and are used
for family purposes.

37
Robyn R. Iredale , Carmen Voig t-Graf and Siew-Ean Khoo, (2012).Winners and Losers in the Mobility
of Teachers in the Pacific Region: Issues and Policy Debates. Australian Demographic and Social
Research Institute (ADSRI), Australian National University, Canberra, Australia, Diversities Vol. 14, No.
1.

22 | P a g e
Samson Kuria and Dr. Ondigi Alice (2012)38 in their study, searched for Causes of Labour
Turnover in Three and Five Star-Rated Hotels in Kenya and found the real causes of labour
turnover such as work environment, job dissatisfaction, pay package, company policies, rules
& regulations, the Hertzberg hygiene factors, work monotony and burnouts. In this study all
factors of attrition are divided into internal and external causes. The performance of the
organization, the organizational culture, the characteristics of the job, unrealistic
expectations, demographic, the personal and trait-based factors were grouped under internal
causes whereas external causes includes the economy, better pay elsewhere, increases of pay
in other industries, a strong local or regional economy, and low unemployment rates. The
study also established that the major causes of employee turnover in the hotels were the poor
working conditions and lack of shared decision making between the employees and the
management. The study therefore recommended that, the management should improve the
working condition for the employees such as flexibility in selection of shifts and balancing of
work and personal life for the employees. Employees should not be overworked with very
little compensation as this will lead to de-motivation and hence demoralization.

Suryakant Dattatraya More (2012)39 also did research on BPO industry to evaluate attrition
and employee retention strategies. The study universe is divided in to six categories as New
Delhi Noida Gurgaon Region, Bangalore, Mumbai, Hyderabad, Pune and others. The total
number of organization from study universe is 710; of which the sample organizations are
212.This study confirmed that there is a great threat to the organizations in six selected cities
due to attrition Problem. This study found that from the year 2005 to 2010, the rate of
attrition is ranging from 4.13% to 6.32% while the rate of attrition in the year 2010 is 3.39%
means it reduces by 50% in 2010 in the selected organizations. According to this research the
better strategies adopted for retention of employees are ‘better salaries’ and ‘better quality of
work life’. Finally this study suggested that along with present strategies adopted to retain
employees the new strategies should also be adopted to control the attrition problem using
advance HRD techniques like Employees for lease, Moonlighting by employees, Dual career
Groups, Flexi-time & Flexi-work, Training and development, Management participation in
employee’s organizations, Collective Bargaining, and Collaborative Management.

38
Samson Kuria and Dr. Ondigi Alice (2012). Assessment of Causes of Labour Turnover in Three and
Five Star-Rated Hotels in Kenya. International Journal of Business and Social Science, Vol. 3 No. 15,
August 2012. Pp. 311-317.
39
Suryakant Dattatraya, More. (2012). An evaluation of attrition and employee retention strategies in
selected BPO units. Doctoral dissertation, Shivaji University, Kolhapur, Maharashtra, India.

23 | P a g e
Vijaya Lakshmi V (2012)40 did research on Automobile Industry in India to know Employee
Retention practices. In her research the main reasons for retention and mobility are found.
According to her research, most of the employees ranked salary as the main reason to stay in
the company, attitude of supervisor paves the way for retaining employees as there is no
partiality in treatment, and least importance is given to employee’s opinions and suggestions
this leads to employee turnover in long run. Finally Lakshmi suggested that, more training
and development programs could be provided for employee to improve new skills,
organization should concentrate to be friendlier and have personal touch with employees and
performance appraisal should be conducted periodically & better rewards and recognition
should be provided for excellent employees, which will increase retention in the long run.

V. Muthukumar (2012) 41 taken the Tube Investment of India Limited, Chennai to study
employee retention schemes practiced by the company. It is found through the study is that,
the performance of the company was worthy and there may be some problems in the Tube
Investments of India Limited due to the size of operations. With regard to the industrial
relations and employee retention the Tube Investments of India Limited maintained the good
industrial relation with the employees and the employees feel proud to work in the Tube
Investments of India Limited. The researcher conclude that there are pleasant relations
between the management and employees in company and the employee retention will be
properly administered by the management of the company through their efficient policies and
programs.

Ashley Kaiser, (2011)42 studied on ‘Beginning Teacher Attrition and Mobility’: Results from
the First through Third Waves of the 2007–08 Beginning Teacher Longitudinal Study.
Teachers sampled for the BTLS are part of the Schools and Staffing Survey (SASS) teacher
sample, which is based on the SASS school sample of USA. The major notable findings of
this study are: teachers began teaching in public schools in 2007 or 2008, about 10 percent
were not teaching in 2008–09, and 12 percent were not teaching in 2009–10; Among
beginning public school teachers who were assigned a mentor in 2007–08, about 8 percent

40
Vijaya Lakshmi V. (2012). Employee retention practices of automobile industries in India. Doctorial
dissertation, Anna University, Chennai, Tamil Nadu, India.
41
V. Muthukumar. (2012). A study of the employee retention schemes in Tube investment of India ltd,
Chennai. Doctoral dissertation, Bharathidasan University, Tamil Nadu, India.
42
Ashley Kaiser, (2011). Beginning Teacher Attrition and Mobility: Results From the First Through Third
Waves of the 2007–08 Beginning Teacher Longitudinal Study. National Center for educational Statistics,
U.S. Department of Education, Institute of Education Sciences NCES 2011–318.

24 | P a g e
were not teaching in 2008–09 and 10 percent were not teaching in 2009–10. In contrast,
among the beginning public school teachers who were not assigned a mentor in 2007–08,
about 16 percent were not teaching in 2008–09 and 23 percent were not teaching in 2009–10;
Of the beginning public school teachers, about 74 percent were teaching in the same school in
2009–10 as in the previous school year (stayers), about 10 percent were teaching in a
different school in 2009–10 than the previous school year (movers), about 3 percent had
returned to teaching in 2009–10 after a year of not teaching (returners), and about 12 percent
were not teaching in 2009–10; and Approximately 21 percent of 2008–09 movers and 27
percent of 2009–10 movers moved across schools because their contract was not renewed.
About 31 percent of 2008–09 leavers and 35 percent of 2009–10 leavers left the teaching
profession because their contract was not renewed.

Geeta Sachdeva and Naresh Kumar (2011) 43 have written that employee turnover is a
costly affaire to the organizations. In the most awful case scenarios the quit of a single
individual can affect the long term viability of the company. Turnover has become a crucial
issue in the organization. This study focused on the level of work motivation dimensions i.e.
need for Personal Growth, Achievement, Control, Monetary Gains, Non-financial Gains,
Autonomy & Self Actualization, Social Affiliation & Conformity, overall work motivation
and the level of turnover intentions of Bank employees working in North region of India. An
attempt has also been made to study the relationship between various dimensions of work
motivation and turnover intentions. This study found that, respondents have highest need for
personal growth and lowest need for monetary gains amongst all the dimensions of work
motivation. This study also revealed that overall work motivation level is high. Further, the
findings make known that the general trend of relationship between dimensions of work
motivation and turnover intentions is negative at the same time the dimensions of work
motivation are not significant predictors of turnover intentions.

Jason D. Shaw (2011) 44 studied a large amount of literature on turnover rates and
dimensions of organizational performance. At the conclusion the researcher expressed
substantial evidence indicating that turnover rates have negative repercussions for several

43
Geeta Sachdeva and Dr. Naresh Kumar, (2011).Turnover Intentions In Relation To Work Motivation of
Banking Employees. International Journal of Research in Finance & Marketing, Volume 1, Issue 2, pp.163-
177.
44
Jason D. Shaw, (2011). Turnover rates and organizational performance, Review, critique, and research
agenda. Organizational Psychology Review, vol. 1 no. 3, pp. 187-213

25 | P a g e
dimensions of organizational performance (e.g., safety, productivity, and monetary aspects),
that the content of turnover rates plays key role and form a relationship between turnover
rates and organizational performance, and that turnover rates affect distal measures (e.g.,
profitability, financial performance) through decreased productivity and losses in human and
social capital. A roadmap is provided for future theory-building and empirical work in this
area.

Li Feng and Tim Sass, (2011)45 have used ‘matched student-teacher panel data’ from the
state of Florida, the authors study the determinants of teacher job change and the impact of
such mobility on the distribution of teacher quality. In the study it is seen that, more
productive and performing teachers in their current school have highest probability of stay at
a school for long period. It means the relationship between teacher productivity and inter-
school mobility is relatively weak. The quality of teachers who leave teaching tends to be
bimodal; high and low-quality teachers are more likely to leave than those in the middle of
the distribution. In particular, teachers who rank above their colleagues are more likely to
shift to a new school within a district and exit teaching. Additionally, the likelihood of
moving within district decreases as the share of peer teachers with more experience,
advanced degrees or professional certification, and knowledge. The results of the study
suggest that teacher turnover tends to increase the achievement gaps between white and
minority students and between poor and more affluent students. This suggests that
mechanisms that reduce the natural flow of teachers to schools with superior faculties could
help reduce student achievement gaps.

Matthew Ronfeldt and Hamilton Lankford et al. (2011) 46 intended to know whether
teacher turnover harms student achievement or not. For this, researchers has used a unique
identification strategy that employs grade-level turnover and two classes of fixed-effects
models, this study estimates the effects of teacher turnover on over 600,000 New York City
4th and 5th grade student observations over 5 years. The results indicate that students in
grade-levels with higher turnover score lower in both ELA and math and that this effect is
particularly strong in schools with more low-performing and black students. This study finds
evidence that changes in teacher quality explain some of the effects of turnover on student

45
Li Feng and Tim Sass, (2011). Teacher Quality and Teacher Mobility. CALDER Working Paper No.
57, National Center for Analysis of Longitudinal Data in Education Research, Washington, D.C.
46
Matthew Ronfeldt and Hamilton Lankford et al. (2011). How Teacher Turnover Harms Student
Achievement. Working Paper 17176, National Bureau of Economic Research, Cambridge.

26 | P a g e
achievement, the results suggest there may be discretional effects of turnover beyond these
compositional effects. Finally it is concluded that, though there may be cases where turnover
is actually helpful to student achievement, on average, it is harmful.

Phyllis Moen, Erin L. Kelly, and Rachelle Hill, (2011)47 made a study with a title “Does
Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally Occurring
Experiment” and investigated the turnover consequences of an organizational innovation
(ROWE—Results Only Work Environment) aimed at moving away from standard time
practices to focus on results rather than time spent at work. Model rates of turnover draw on
survey data from a sample of 775 employees at a corporate headquarters and institutional
records of turnover over eight months. The research reported here makes important
theoretical and policy contributions. This study moves beyond the large body of evidence on
turnover and flexibility to investigate the effects of an effort to actually change the way work
is temporally organized to focus on results not time.

Sudheendra Rao L N (2011)48 chosen Bengaluru city which is the Silicon Valley of India
has been the home for greater part of the software development companies and organizations
both of Indian origin and firms formed as the IT wings of leading multi-national companies.
This study aimed to study employee retention strategies in IT industry. In fact, this study is
not a full length survey of the IT industry on the subject, instead a study of nine selected IT
organizations. The studies on employee attrition and retention reveal that the rate of attrition
at times increases passionately leading to serious concern for employee retention. The
average employer has the problems of taking up serious measures to retain employees. It is
notably find that, they are not in a position to arrest the problem by them. Hence specialists
and experts in attrition or retention issues are invited to help them.

Susanna Loeb, Demetra Kalogrides, and Tara Béteille, (2011) 49 used value-added
methods to look at the relationship between a school’s effectiveness and the recruitment,

47
Phyllis Moen, Erin L. Kelly, and Rachelle Hill, (2011). Does Enhancing Work-Time Control and
Flexibility Reduce Turnover? A Naturally Occurring Experiment. Society for the Study of Social
Problems, Vol. 58, Issue 1, pp. 69–98.
48
Sudheendra Rao.L.N. (2011). Employee retention strategies in IT industry: A study of selected IT
companies in Bengaluru. Doctoral dissertation, The University of Mysore, Manasagangotri, Mysore,
Karnataka, India.
49
Susanna Loeb, Demetra Kalogrides, and Tara Béteille, (2011). Effective Schools: Teacher Hiring,
Assignment, Development, and Retention. Working Paper 17177, National Bureau of Economic Research,
Cambridge.

27 | P a g e
assignment, development and retention of its teachers. The results of this research results
reveal four key findings such as a) more effective schools are able to attract and hire more
effective teachers from other schools b) more effective schools assign novice teachers to
students in a more equitable fashion c) teachers who work in schools that were more effective
at raising achievement in a prior period improve more rapidly in a subsequent period than do
those in less effective schools and d) more effective schools are better able to retain higher-
quality teachers, though they are not differentially able to remove ineffective teachers.

Urbancova Hana, Linhartova Lucie (2011)50 in his article on ‘Staff Turnover as a Possible
Threat to Knowledge Loss’ reveals that, Labour turnover results in an organizations inability
to ensure knowledge continuity. In this study, induction & orientation were used to identify
factors within organizations that determine employees’ exit from organizations. This study
identified and grouped all the causes of turnover into seven viz. low pay, lack of job security,
lack of good relations, role & positions of employees, communication problems,
organizational culture, and employee expectations. The verifiability of these factors was
tested by using statistical techniques such as correlation and regression. Then, the stated
causes of employee turnover were specified as potential threat to knowledge loss. In the
present knowledge economy, employees in a business are considered the key competitive
advantage and the most valuable asset. This study strongly beloved that if an employee exit
from an organization, they take the knowledge they have acquired with them. The loss of
knowledge is a potential threat to an organizations existence, particularly if an employee with
valuable knowledge leaves to join a competitor. Therefore, this paper said that, with
knowledge continuity as a probable means of eliminating this threat. The study concludes by
indicating that, today‘s knowledge-based organizations must be aware of the main causes and
consequences of employee mobility so as to maintain their competitiveness in times of
economic emergency.

Ashley Keigher, (2010)51 write a report on Teacher Attrition and Mobility: Results from the
2008–09 Teacher Follow-up Survey. The notable findings of this report are: Among public
school teachers with 1–3 years of experience, 77.3 percent stayed in their base-year school,

50
Urbancová Hana, Linhartová Lucie (2011). Staff Turnover as a Possible Threat to Knowledge Loss.
Journal of Competitiveness, Issue 3/2011. Pp. 84 - 98.
51
Ashley Keigher, (2010). Teacher Attrition and Mobility: Results from the 2008–09 Teacher Follow-up
Survey. National Center for educational Statistics, U.S. Department of Education, Institute of Education
Sciences NCES 2010–353.

28 | P a g e
13.7 percent moved to another school, and 9.1 percent left teaching in 2008–09; Among
private school teachers with 1–3 years of experience, 72.2 percent stayed in their base-year
school, 7.2 percent moved to another school, and 20.6 percent left teaching in 2008–09;
About 26.2 percent of public school teacher movers changed schools in 2008–09 because of
personal life factors, compared to 16.0 percent of private teacher movers; About 5.3 percent
of public school teacher leavers left teaching in 2008–09 because their contract was not
renewed, compared to 13.0 percent of private school teacher leavers; Among teachers who
left teaching in 2008–09, about 8.9 percent of public school teachers, compared to 17.4
percent of private school teachers, were working in an occupation outside the field of
education, including military service; and Of teachers who left teaching in 2008–09, about
40.8 percent of public school teachers, compared to 15.5 percent of private school teachers,
reported opportunities for learning from colleagues were better in their current position than
in teaching .

Chen, Ying-Chang et al. (2010)52 in their investigation pointed out the Relationship between
Working Satisfaction and Employee Turnover. In this paper, researchers evaluate a model of
working satisfaction in employee turnover, survey data were collected from hundred hotel
employees in XinHua hotel. There were some main findings from empirical analyses. Such as
(a) Providing career advancement opportunities is critical for retention. (b) A mentoring
program can help to decrease the employee mobility of the small- and- medium –sized hotels.
(c) High-quality communicating is valuable for hotel policy. (d) Compensation and welfare
also indicate significant position in Human Resource Management in the hospitality industry.
The investigation of working satisfaction reflects the status of human resource in the hotels,
through this, positive reactions can be made, and encouragement system can be adjusted, so
that employees get more satisfaction, employee attrition is reduced and performance can be
improved.

Ho, Jessica Sze Yin, Downe, Alan G. and Loke, Siew-Phaik (2010) 53 in their study
examined the Employee Attrition in the Malaysian Service Industry. This study opined that
Malaysian services industry has become a critical factor in regional business development.

52
Chen, Ying-Chang et al. (2010). Structural Investigation of the Relationship between Working
Satisfaction and Employee Turnover. The Journal of Human Resource and Adult Learning, Vol. 6, Num. 1,
June 2010. Pp. 41-50.
53
Ho, Jessica Sze Yin, Downe, Alan G. and Loke, Siew-Phaik, (2010). Employee Attrition in the
Malaysian Service Industry: Push and Pull Factors. The IUP Journal of Organizational Behavior, Vol. 9,
Nos. 1 & 2, pp. 16-31.

29 | P a g e
But it is depend largely on the accessibility of human capital with required technical and non-
technical skills. Authors believed that the success of the service industry is, in part, dependent
on hiring and retaining workers with the right combinations of skills, but the present service
industry in Malaysia is threatened by high rates of staff mobility and job-hopping. This study
used survey method, focus group and interview techniques to explore the factors influencing
the intention of turnover among young and well educated professionals within the Malaysian
service industry. The results proven that there was a high tendency for this group of young
and well educated employees to switch jobs. This was motivated by both push factors
(interference with work-family-lifestyle balance, poor relations with co-workers, and
unsatisfactory supervisory relationships) and pull factors (offers of better compensations,
more interesting work, promotion opportunities, and desire to return for academic studies).
By identifying these push and pull factors, this research provides valuable information to
Malaysian employers to understand employee turnover intentions and facilitate to frame
suitable retention strategies.

Iqtidar Ali Shah and Zainab Fakhr et al. (2010) 54 measured push, pull and personal
factors affecting turnover intention as a case of university teachers in Pakistan. In this paper
all factors which affects turnover were divided into three main factors i.e. Personal Factors,
Push Factors, and Pull Factors in order to find out the role of each factor in turnover intention
of the university teachers in Pakistan. This paper concludes that the most significant factor is
personal factor (17.5% contribution in turnover intention) followed by pull factor (14.0%
contribution in turnover intention). The push factor also contributed in turnover (1.3%) but
not significantly. The most significant reasons in personal factor are complicatedness in
teaching and health problem. Other reasons which were found significant are: children
schooling, impractical expectation for organization, living close to family and because of fun
(employees quit job because they enjoy in changing job). The most significant reason in the
pull factor that compels employees’ job mobility is more research and funding facilities of
other universities. In push factor no significant reasons were found due to which employees
quit. The overall conclusion is that personal factors are the more significant in turnover
intention in case of university teacher in Pakistan. Therefore the researchers suggested that,

54
Iqtidar Ali Shah and Zainab Fakhr et al. (2010). Measuring Push, Pull and Personal Factors Affecting
Turnover Intention: A Case of University Teachers in Pakistan. REBS Review of Economie and Business
Studies, Volume 3, Issue 1. pp. 167-192.

30 | P a g e
the universities may take into consideration the personal problems of their employees to
reduce turnover of their good employees.

Merrelyn Emery (2010)55 in his study compared three recent studies dealing with turnover
and absenteeism in Australia. Those studies are: Turnover with a comprehensive research
report released by the Australian Human Resources Institute and Talent Drain; The second
study, comes from Direct Health Services; and the third study is an analysis of the
determinants of turnover/retention and absenteeism from a combined database of five diverse
organisations surveyed in Australia and Canada in the last two years. These practices arise
from a set of assumptions and beliefs of the Human Relations School of thought. These
assumptions and beliefs bear no resemblance to the realities of employees and their
aspirations. Employees want intellectual satisfaction and a reasonable quality of life. Instead,
they are liable for problems caused by bureaucratic structure and treated as derisory human
beings.

Santoshi Sengupta (2010)56 made an in-depth study on ‘Employee attrition and retention in
BPO industry. She rightly said that, significant investments in ‘time and money’ need to be
made for acquiring employees in any organization and these can never be translated into
profit when attrition is high. She identified, analyzed, and ranked the factors of attrition and
retention in BPO industry. According to her study, low perceived value and monotonous
work has number one factor attrition. Rank two was shared by high salary expectation and
unusual working hours. Next factor was disillusioned employees; rank four was shared by
stress and burnout, pressure to perform on metrics, and lack of motivation. Finally rank five
was jointly shared by lack of security and social interaction. The study stating the fact that if
an organization is able to exploit the retention factors, viz. motivation factors, hygiene
factors, involvement factors, and life-interest and work compatibility, the employees can
readily and voluntarily express their willingness to continue. Further the study proposed some
retention strategies viz. Introduce – Inculcate – Involve (I-I-I) model, the win-win model,
short term mitigation plan, short term contingency plan, long term mitigation plan, long term
contingency plan, and small tenure bonds.

55
Merrelyn Emery, (2010). When the Cure is the Cause: The Turnover and Absenteeism Problems. The
Innovation Journal: The Public Sector Innovation Journal, Volume 15(1), 2010, Article 6. 1. Pp.1-17.
56
Santoshi Sengupta. (2010). Employee Attrition and Retention: Exploring the Dimensions in The Urban
Centric BPO Industry. Doctoral dissertation, Jaypee Institue of Information Technology University,
Sector-62, Noida, India.

31 | P a g e
Amy Hissom (2009) 57 paper is mainly focused on reasons for employee turnover and
strategies to manage and control the turnover. This paper also shows statistics of the
employee turnover total rate throughout the United States from the years 2005 to 2009.
According to researcher’s study low salary, lack of opportunities for advancement and
growth, lack of benefits, inappropriate working environments, and lack of projects or
assignments that do not require their full potential are the main identified reasons for
employee turnover. This study suggested some strategies like establishing promotion polices,
offering voluntary benefits, attracting pay packages, and right hiring systems to retain the
talented employees.

Elaine Allensworth, Stephen Ponisciak, and Christopher Mazzeo, (2009)58 in their study
investigated the trend of Teacher Mobility in Chicago Public Schools (CPS). It is identified
that, About 80 percent of CPS teachers remain in their school from year to year, and this
stability rate has changed little over the last four years. This annual retention rate is similar to
rates observed nationally and in other districts. In the 2003–04 follow-up to the Schools and
Staffing Survey, roughly 84 percent of teachers nationally reported staying in their same
school the following year; 8 percent moved to a different school and another 8 percent left the
teaching profession. Researchers opined that, a 20 percent mobility rate would not be
problematic for long-term initiatives since most teachers in a school would remain at the
school over a number of years. However, this is not the case at the typical CPS school. Only
about two-thirds of CPS teachers remain in their school beyond two years (65 to 69 percent).
Just over half of the teachers (55 to 58 percent) stay in their school beyond three years, which
is similar to national rates. Less than half stay in their school for beyond four years, at both
the elementary and high school levels. High school stability rates are only slightly lower than
those at elementary schools, but there has been a slight downward trend in teacher stability
among CPS high schools that has not occurred in elementary schools. Some key finding in
this report involves the higher mobility rates seen at small schools. Small schools put
enormous demands on teachers and can potentially “burn-out” even the most enthusiastic
new teacher. Schools retain their teachers when they have strong collaborative relationships
among teachers, parents, and administrators and where the learning climate for students is

57
Amy Hissom, (2009). Understanding and Controlling Employee Turnover. Research Paper, Kent State
University.
58Elaine
Allensworth, Stephen Ponisciak, and Christopher Mazzeo, (2009). The Schools Teachers Leave:
Teacher Mobility in Chicago Public Schools. Consortium on Chicago school research at the university of
Chicago.

32 | P a g e
safe and non-disruptive, regardless of the backgrounds of their students. So finally
researchers suggests that efforts to improve school environments can help in reducing teacher
turnover and may further assist these schools in building their overall capacity to support
student learning.

Michael O. Samuel and Crispen Chipunza, (2009) 59 looked at the extent to which
identified intrinsic and extrinsic motivational variables influenced the retention and reduction
of employee turnover in both public and private sector organizations. This research framed
and followed objectives like, identify and establish the key intrinsic and extrinsic
motivational variables being used by selected public & private sector institutions in retaining
their employees; determine the extent to which the identified intrinsic and extrinsic
motivational factors are influencing employees’ retention and mobility in the selected
organizations; and make recommendations to management of the selected organizations on
how to effectively engage employees and reduce turnover. Researcher opined in this research
that, the turnover is not only unhelpful to organizations’ development, it is also costly. Every
time an employee leaves, a replacement must be recruited, selected, trained and permitted
time on the job to gain experience. Apart from the costs that are directly associated with
recruiting and training a new employee, other indirect costs also exists. So it is better to retain
existed talented employees rather than replacing new employees.

Tariq Mehmood, M. Rashid Salaria and Dr. Gobind M Herani (2009)60 have conducted a
study on Telecom industry, regarding their employees’ turnover. The researchers made an
attempt to identify the factors that play an important role in retaining the employees of
Telecom industry. The population of this study was all the Telecom industry employees in
Islamabad, Karachi and Lahore of Pakistan. The required data was collected by using
structured questionnaire through survey. The findings of this study have shown that Salary,
Benefits and Working environment are three significant factors effecting employees’ turnover
and correlated with each other. The study was faced by certain limitations, which include
time constraints and resources constraints. The study found support for an independent

59
Michael O. Samuel and Crispen Chipunza, (2009). Employee retention and turnover: Using motivational
variables as a panacea. African Journal of Business Management Vol.3 (8), September, 2009, pp. 410-
415.
60
Tariq Mehmood, M. Rashid Salaria and Dr. Gobind M Herani, (2009). Identifying Factors Playing
Important Role in the Increasing Employees‘ Turnover Rate: A Case of Telecom Industry in Pakistan
Patterns in Neighboring Areas. Indus Journal of Management & Social Science (IJMSS), Vol.3, No.2,
pp.1-10.

33 | P a g e
variable with Employees turnover and reviles that there is a significant negative correlations
have been found for the Salary, Work environment and Benefits. Therefore, organizations in
telecom industry of Pakistan need to focus on how to develop better compensation plan and
create a stress-less workplace with hygienic working conditions. If staff voluntarily quits, it is
a great loss to the telecom industry. It is so costly to hire, place, train, and bring up
replacements. It is, therefore, important to understand the antecedents of turnover intent of
employees before they decide to quit.

Brooks C. Holtom and Terence R. Mitchell et al., (2008) 61 are worked on the title
“Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and
a Venture into the Future”. The authors divided the total paper majorly as three parts and
discussed under the headings Turnover before 1985, Turnover from 1985 to 1995, and
Turnover 1995 to present. For these three periods three separate models has developed. This
research identified seven main trends of turnover in the past 10 years. These are: (1) new
individual difference predictions of turnover; (2) a continued focus on stress- and change-
related attitudes; (3) empirical research on the unfolding model; (4) an increased focus on
contextual variables with an emphasis on interpersonal relationships; (5) an enhanced focus
on factors looking specifically at staying; (6) a dynamic modeling of turnover processes with
the consideration of time; and (7) expansion of understanding of previously identified
relationships. Authors opined in the paper that, studying voluntary turnover became “sexy”
during the 1990s. In the early 2000s, however, the dotcom bust and off shoring cause to be
voluntary turnover less worrisome to some organizations.

Donald Boyd and Pam Grossman et al. (2008)62 write an article on teacher attrition and
student achievement for which database constructed from administrative data from the New
York City Department of Education and the New York State Education Department. The
findings of the present study reveal that: a) Large number of teachers leave their initial
appointments by the end of their first two years on the job, especially in schools with large
numbers of low performing students. b) In New York City schools indicates that nearly 40
percent of elementary teachers in lower-performing schools left their initial school within two

61
Brooks C. Holtom and Terence R. Mitchell et al., (2008). Turnover and Retention Research: A Glance at
the Past, a Closer Review of the Present, and a Venture into the Future. The Academy of Management
Annals, Vol. 2, No. 1. Pp. 231–274.
62
Donald Boyd and Pam Grossman et al. (2008). Who Leaves? Teacher Attrition and Student
Achievement. Working Paper 14022, National Bureau of Economic Research, Cambridge.

34 | P a g e
years; that figure is closer to 60 percent for middle schools. c) Elementary teachers who
transfer to other schools in New York City after their first year are less effective on average
than the colleagues they leave behind. And d) Improving working conditions in traditionally
difficult-to-staff schools is central to addressing the sorting of more effective teachers.

Kenneth J. Meier and Alisa Hicklin (2008)63 in their experiential study titled ‘Employee
Turnover and Organizational Performance: Testing a Hypothesis from Classical Public
Administration’ tray to make second side of employee turnover. In this study public
employee turnover is consider as independent variable. It is very common that, most of the
literature assumes turnover to have a negative impact on organizations’ growth and
development. This study examines a provocative but little supported hypothesis that has
recently emerged in the private sector literature that is, the turnover may provide positive
benefits to the organizations too. Using data from numerous public organizations over a nine-
year period, this research has tested the proposition that moderate levels of turnover may
positively affect organizational performance. Finally this research argued that, while turnover
is certainly negatively related to performance for the organization's primary objective; it does
have the hypothesized nonlinear relationship for a secondary output that is characterized by
greater job difficulty.

Sarah Brown, Gaia Garino and Christopher Martin (2008)64 discussed in their survey
about ‘Firm performance and labour turnover’ evidence from the 2004 Workplace Employee
Relations Survey. Authors have explored the theoretical predictions from an extension to the
efficiency wage model of Salop (1979) developed by Garino and Martin (2007), where
incumbent and newly hired workers are separated in the production function. In the results it
is observed that the estimated coefficient on quit rate variable is negative and statistically
significant at the 5% level. And there is no unilateral pay setting, the estimated relationship
between labour turnover and firm performance is statistically insignificant. Finally in
conclusion authors expressed that, If firms choose wages unilaterally, the effect of turnover
on profits is negative, since, for a given turnover function, profit maximizing firms adjust the
wage to minimise the cost of labour. In the case where firms cannot choose the wage

63
Kenneth J. Meier and Alisa Hicklin, (2008). Employee Turnover and Organizational Performance:
Testing a Hypothesis from Classical Public Administration. Journal of Public Administration Research and
Theory, Volume18, Issue4 Pp. 573-590.
64
Sarah Brown, Gaia Garino and Christopher Martin (2008). Firm Performance and Labour Turnover:
Evidence from the 2004 Workplace Employee Relations Survey. Sheffield Economic Research Paper
Series, Department of Economics University of Sheffield 9 Mappin Street Sheffield.

35 | P a g e
unilaterally, the impact of an increase in turnover on the maximum profit function can be
positive as well as negative. This empirical analysis suggests that the character of the
relationship between employee mobility and firm performance is influenced by whether
workplaces set pay unilaterally.

A report developed in the year 2008 by the Public Service Commission of Canada65, is
intended to Study on Mobility of Public Servants to better understand recent movement
trends. The study examined employee movement over 11 years (from 1997-1998 to 2007-
2008). It is based on statistical information and interviews with senior officials in eight
departments and agencies. Public service mobility over the study period varied from a low of
28% in 1997-1998 to a high of 43% in 2001-2002.Mobility in the last four years increased
from 30% in 2004-2005 to 42% in 2007-2008. A combination of increases in internal
promotions and lateral movements contributed to this trend. In absolute terms, there were
more indeterminate appointments in 2007-2008 than at any other time in the study period.
Mobility in some occupational groups is especially high. This study find that the Personnel
Administration Group (PE), the Economics, Sociology and Statistics Group (ES) and the
Executive Group reached 74%, 71%, and 55% mobility rates respectively in 2007-2008.
Influencing factors such as growth, retirement and resignation differed by occupational
group. In addition, types of movement (promotions, lateral movements, acting appointments
and intake: external recruitment and term-to-indeterminate appointments) also varied by
occupational group. The number of years employees stayed at level before promotion
declined for some occupational groups, creating a less experienced workforce. The PE group
experienced the most significant decline in years at level of all groups examined.

Zeynep Ton and Robert S. Huckman, (2008)66 examined the impact of employee turnover
on operating performance. This study used 48 months of turnover data from United States
stores of a major retail chain. This study found that, on average, employee turnover is
associated with decreased performance, as measured by profit margin and customer service.
The effect of turnover on performance, however, is alleviated by the nature of management at
the store level. This research discovered that increasing turnover does not have a negative

65
Study on mobility of public servants (2008). A report by the Public Service Commission of Canada, 300
Laurier AvenueWest, Ottawa, Ontario K1A 0M7, Canada.
66
Zeynep Ton and Robert S. Huckman, (2008). Managing the Impact of Employee Turnover on
Performance: The Role of Process Conformance. Organization Science, Vol. 19, No. 1, January–February
2008. pp. 56–68.

36 | P a g e
effect on store performance at high-process-conformance stores and at low-process-
conformance stores. The analysis of Borders stores shows that, on average, increased
employee turnover is associated with decreased store performance, as measured by customer
service score and profit margin. It is also find that turnover has a nonlinear effect on
performance, with low-turnover stores being more affected by turnover than their high-
turnover counterparts. The results of this research suggested that, in settings where
performance depends on the reiteration of known tasks, managers can reduce turnover’s
effect by commanding process discipline through standard operating procedures.

Henry Ongori, (2007)67 reviewed on the concept of employee turnover to know the sources
of employee turnover & effects and to forward some strategies on how to minimize employee
turnover in organisations. The author identified and classified all sources of employee
turnover into three broad categories viz. Job related factors, Personal agency, and
organizational factors. Under these heads all factors and reasons of employee mobility has
explained. This article collected a plenty of supportive articles to say and prove that, the high
employee turnover negatively effects on profitability of organizations if not managed
properly. And further it may effect on customer services and satisfaction too. At the later part
of the article some strategies was suggested to minimise the rate of employee turnover.
Among the strategies mentioned in this article improving existing policies of recruitment and
selection; frequent exhortation to identify the reasons of exit; knowledge accessibility;
creation of good working conditions; establishing accountability; and make employees
psychological attachment are the notable strategies.

John Marvel, Deanna M. Lyter, and Pia Peltola et al. (2007) 68 are built a report on
Teacher Attrition and Mobility: Results from the 2004-05 Teacher Follow-up Survey of
USA. The objective of TFS is to provide information about teacher mobility and attrition
among elementary and secondary school teachers who teach in grades K–12 in the 50 states
and the District of Columbia. The findings of the present study reveal that: The 3,214,900
public school teachers who were teaching during the 2003–04 school year, 84 percent
remained at the same school (“stayers”), 8 percent moved to a different school (“movers”),

67
Henry Ongori, (2007). A Review of the Literature on Employee Turnover. African Journal of Business
Management, June 2007. pp. 049-054.
68
John Marvel, Deanna M. Lyter, and Pia Peltola et al. (2007). Teacher Attrition and Mobility: Results
from the 2004-05 Teacher Follow-up Survey. National Center for educational Statistics, U.S. Department
of Education, Institute of Education Sciences NCES 2007–307.

37 | P a g e
and 8 percent left the profession (“leavers”) during the following year. Among private school
teachers, 81 percent were stayers, 6 percent were movers, and 14 percent were leavers;
Thirty-eight percent of public and 33 percent of private school movers rated the opportunity
for a better teaching assignment as very important or extremely important in their decision to
change schools. Additionally, 46 percent of private school teacher movers rated better salary
or benefits as a very important or extremely important reason in their decision to change
schools; Among public school teachers younger than age 30, about 15 percent moved to
another school, while 9 percent left teaching. Among private school teachers in the same age
category, 12 percent were movers and 20 percent were leavers; and Twenty-nine percent of
public school teacher leavers were working in a position in the field of education, but not as a
regular K–12 classroom teacher, while 12 percent of public school teacher leavers were
working in an occupation outside the field of education.

Scott Brum, (2007) 69 questioned in his study that ‘What impact does Training have on
Employee Commitment and Employee Turnover?’ and finally answered that, commitment
within the workplace typically results from the interaction and the relationship that an
employee has with an organization. Training is one of several human resource practices that
can have a considerable impact on employee commitment. Training that seeks to advance
employee investment, boost reciprocity, and serves to limit alternative employment options
will enhance the employee’s commitment to the company. The result of this will be an
organization that is better able to engage and retain its workforce. The research affirmed the
hypothesis that training has a positive impact on commitment and turnover cognitions
although training can positively impact commitment, simply providing training to employees
is not enough. The benefits of training will be achieved only to the extent that the employees
accept it and contribute to it. As a result, an organization needs to seriously determine what it
is looking to achieve within the training program as well as the impact it will have on
employee effort, commitment, and turnover. Finally the researcher concluded that employees
enter into training programs with specific expectations and needs and if the result of training
programs that do not meet the expectations and needs of participants may be lower
commitment, negative attitude change, and an increase in turnover.

69
SCOTT BRUM, (2007). What Impact Does Training Have on Employee Commitment and Employee
Turnover? Schmidt Labor Research Center Seminar Research Series.

38 | P a g e
Ana M. Elfers and Margaret L. Plecki, (2006)70 were examined Teacher Retention and
Mobility in small and rural districts in Washington State. This study provides information
about small and rural districts in Washington State with respect to the retention and mobility
of their teacher workforce during five-year period (2000-01 and 2004-05) and compares data
from these districts to statewide conditions and patterns. According to this study, teacher
turnover includes both mobility and attrition – the extent to which teachers move to other
schools and other districts, change professional duties, or leave the state’s education system.
The mobility patterns for teachers in the small and rural districts reveal that a majority of the
teachers stay in the same school after five years. A smaller proportion of teachers either leave
the education system, move within their district, or move to other districts in the state.
Compared to many other states, the salary schedules for Washington’s teachers do not vary
substantially from one district to another. Many districts follow the state salary schedule,
thereby reducing the differences among districts in the amounts that teachers earn. This may
partially explain why there is relatively little mobility between districts in the Washington
context. Evidence from these surveys suggests that leadership instability or turnover may
contribute toward a less cohesive school staff and an increase in teacher mobility.

Simon Appleton1, W. John Morgan and Amanda Sives, (2006)71 investigated the impact
of international teacher mobility from a four-country study by describing the data collected
for two sending countries—Jamaica and South Africa—and two receiving countries—
Botswana and England. It draws upon fieldwork carried out in the year 2003, including
surveys of schools, migrant teachers and trainee teachers. This article found that,
international recruitment is not found to lead to harmful shortages of teachers in Jamaica and
South Africa, but may ‘cream off’ the more effective teachers. Further, the authors discussed
that international mobility of skilled labour has negative consequences—the short hand
phrase ‘brain drain’ is clearly a loaded one. However, in simple economic terms, international
migration appears prima facie desirable because of the large compensation differentials
between what migrants can earn in their host countries compared to what they can earn in
their countries of origin. There is a negative connotations of the ‘brain drain’ refer primarily
to the effects on non-migrants left behind in sending countries. At conclusion authors wrote

70
Ana M. Elfers and Margaret L. Plecki, (2006). Examining Teacher Retention and Mobility in Small and
Rural Districts in Washington State. University of Washington College of Education, Educational
Leadership and Policy Studies.
71
Simon Appleton1, W. John Morgan and Amanda Sives, (2006). Should Teachers Stay At Home? The
Impact of International Teacher Mobility. Journal of International Development, vol.18, Pp. 771–786.

39 | P a g e
that, there has been concern that international recruitment of skilled workers adversely affects
developing countries because it reduces their human capital. International teacher mobility is
driven primarily by the prospect of income gains on average; teachers from developing
countries can double their real income by teaching in England. These large income gains over
a fifth of which are remitted or saved provide the prima facie case for a liberal view towards
migration. They dwarf the fiscal cost to the government from having to train replacement
teachers. Really, these training costs are probably in large part covered by taxes paid on
repatriated income gains.

Plecki, M. L., Elfers, A. M., Loeb, H., Zahir, A., Knapp, M. S. (2005) 72 did an empirical
research on Teacher Retention and Mobility across districts and schools in Washington State
during a five year period (1998-99 and 2002-03). Researchers examine the data for all
teachers in Washington State in 1998–99 and find that five years later: 58 percent remained
as classroom teachers at the same school; 14 percent moved to another school in the same
district; 9 percent moved to work in another school district; and 20 percent left the
Washington education system. These statewide statistics show that the actual “drain” on the
teacher workforce is considerably less than is often believed, and that the picture in
Washington State is not necessarily the same in comparison with other states, or the national
profile. The major findings in this study are: The most and least experienced teachers have
lower retention rates in the same school after five years than their colleagues in the middle
range of experience; The largest districts in the state do not have a disproportionate number
of inexperienced teachers in their workforce, contrary to popular perceptions; Some districts,
especially the larger ones, witness greater movement among novice teachers than other
districts; Nearly half of all teachers who leave the Washington system are probably leaving
due to retirement; and Overall, teachers of color are retained at the same school after five
years at approximately the same rates as White teachers, with the exception of African
American teachers whose retention rates are slightly lower.

Stephen Provasnik and Scott Dorfman (2005)73 focused on mobility in teacher workforce
in the United States. This special analysis described the nature of the teacher workforce,

72
Plecki, M. L., Elfers, A. M., Loeb, H., Zahir, A., Knapp, M. S. (2005). Teacher Retention and Mobility:
A Look Inside and Across Districts and Schools in Washington State. Seattle, WA: University of
Washington.
73
Stephen Provasnik and Scott Dorfman, (2005). Mobility in the Teacher Workforce Findings from The
Condition of Education 2005. National Center for educational Statistics, U.S. Department of Education,
Institute of Education Sciences NCES 2005–114

40 | P a g e
looks at who joined and who left the workforce in 1999–2000, and compares these transitions
with those in 1987–88, 1990–91, and 1993–94. The purpose of this special analysis is to
provide a foundation for informed discussions of policies intended to address issues related to
the teacher workforce. This study found important issues regarding factors of turnover. The
most common factors are: retirement (20 percent), followed by family reasons (16 percent),
pregnancy/child rearing (14 percent), wanting a better salary and benefits (14 percent), and
wanting to pursue a different kind of career (13 percent). Among the factors least often
reported as “very important” in their decision to leave were teachers’ perceptions that the
“school received little support from the community” and that there were too many policy
changes at the school (both about 2 percent). The five most commonly reported sources of
dissatisfaction among teachers who transferred to another school were lack of planning time,
too heavy a workload, too low a salary, problematic student behavior, and a lack of influence
over school policy. Among leavers, the five most commonly reported sources of
dissatisfaction were a lack of planning time, too heavy a workload, too many students in a
classroom, too low a salary, and problematic student behavior.

Michael T. Luekens, Deanna M. Lyter, and Erin E. Fox, (2004) 74 studied on Teachers
Attrition and Mobility results from the Teacher Follow-up Survey, 2000–01. The Teacher
Follow-up Survey (TFS) is a one-year follow-up of a sample of approximately 8,400 teachers
who were originally selected for the teacher component in the Schools and Staffing Survey
(SASS) throughout the United States of America. The 2000–01 Teacher Follow-up Survey
data in this report link responses from the 2000–01 school year to characteristics of those
same teachers who participated in SASS during the 1999–2000 school year. According to this
report Between the 1999–2000 and 2000–01 school years, approximately 8 percent of public
and private school teachers transferred to a different school and 7 percent and 13 percent of
public and private school teachers, respectively, chose to leave the teaching profession in the
selected schools of USA. This study answered three major questions such as a) who is most
likely to move or leave? b) Why do teachers move or leave? And c) Where do teachers go
when they move or leave? The major findings of this study includes: Public and private
school teachers who were younger than age 30 were also more likely to move than older
teachers in both sectors; Many public and private school leavers did not plan to leave the

74
Michael T. Luekens, Deanna M. Lyter, and Erin E. Fox, (2004). Attrition and Mobility Results from the
Teacher Follow-up Survey, 2000–01. National Center for educational Statistics, U.S. Department of
Education, Institute of Education Sciences NCES 2004–301.

41 | P a g e
teaching profession when asked during the 2000–01 school year; public school teacher
moving their jobs because of better teaching assignment and dissatisfaction with work place
conditions where as private school movers frequently cited an opportunity for a better
teaching assignment and dissatisfaction with support from administrators as reasons for
changing schools.

Jason H. Hammerberg, (2002) 75 did research with a title ‘Reasons Given for Employee
Turnover in a Full Priced Department Store’. This study inspected 1190 employee exit
interviews from a chain of 53 department stores to analyze the causes given for leaving the
organization. The forty- one different reasons for leaving the organization were organized
into categories based on likenesses found. Significant differences were found in the reasons
given for termination based on employment status and length of employment. Full time and
part time employees most often left due to job-related reasons. Hourly employees most often
gone due to non-job related reasons. Exiting employees who had worked in the department
store three months or less most frequently left without notice (27.8%), while quitting
employees who had worked 12 months or most frequently left due to job-related reasons. No
major differences were found in the reasons given for annihilation by males and females. The
researcher concluded that, the findings of this research can be used in the development of
appropriate programs to reduce the level of employee turnover within retail organizations.

James N. Baron , Michael T. Hannan, and M. Diane Burton, (2001)76 concluded in their
study that the organizational theorists, particularly ecologists, have emphasized the disruptive
effects of fundamental organizational change. Such change is thought to destabilize
organizations primarily by altering the premises, values, and routines that organizational
members have come to internalize. According to this study there is evidence that changing
organizational blueprints fuels employee attrition, which is concentrated disproportionately
among old-guard employees. Turnover, in turn, adversely affects the ability of young firms to
grow their revenues, a crucial dimension of performance for emerging technology companies.
On balance, the results support the claim by neo-institutionalists and organizational ecologists

75
Jason H. Hammerberg, (2002). Reasons Given For Employee Turnover in a Full Priced Department
Store. A Research Paper. The Graduate School, University of Wisconsin-Stout, Menomonie, WI 54751.
76
James N. Baron ,Michael T. Hannan, and M. Diane Burton, (2001). Labor Pains: Change in
Organizational Models and Employee Turnover in Young, High-Tech Firms. American Journal of
Sociology, Volume 106 Number 4 (January 2001). Pp. 960–1012.

42 | P a g e
that cultural blueprints are superimposed by founders on nascent organizations, as well as
ecologists’ claim that altering such blueprints is disruptive and destabilize.

Mark A.Huselid (1995) 77 who reviewed the impact of Human Resource Management
Practices on Turnover, Productivity, and Corporate Financial Performance to know the
different practice adopted by the industry and to develop possible solutions in meeting
difficulties. This study argued that the use of high performance work practices will be
reflected in better firm performance. This study provided broad evidence in support of these
assertions. Among a broad range of industries and business firm sizes it was found that
investment in retention plans are associated with lower employee turnover and greater
productivity and corporate financial performance.

The attempt was made by Sudhakar Reddy K (1993)78 who studies the factors related to
employee turnover in news paper industry by dividing employees as stayers and quitters
aimed at to study the impact of job autonomy, job involvement, job satisfaction, job
challenge, organizational identification, work involvement and perception of promotional
chances on turnover. The impact of personal variables age, education, designation, salary,
family number of dependents, and number of educators in the family, family responsibilities,
tenure at the present organization, total tenure, and number of organizations changed, reasons
for leaving previous organization and perception organization’s treatment on the above job
and work related attitudes was also observed. Finally this study drawn conclusion that, there
was no significant difference between stayers and quitters in their perception of job
autonomy, job involvement, job satisfaction, job challenges, work environment, and
promotion chances.

JOHN E. SHERIDAN (1992) 79 This study was conducted with the cooperation of six
international accounting firms having offices located in a large western city and investigated
the retention rates of 904 college graduates hired in six public accounting firms over a six-
year period. After the study it was found that, organizational culture values varied

77
Mark A.Huselid (1995). Impact of Human Resource Management Practices on Turnover, Productivity,
and Corporate financial performance. Academy of Management Journal, Vol.38, No.3. pp. 635 – 872.
78
Sudhakar Reddy k. (1993). Factors related to employee turnover in news paper industry. Doctoral
dissertation, Sri Venkateswara University, Tirupathi, Andhra Pradesh, India.
79
JOHN E. SHERIDAN, (1992). Organizational Culture and Employee Retention. Academy of
Management Journal, Vol. 35, No. 5, 1036-1056.

43 | P a g e
significantly among the selected firms. The variation in cultural values had a significant
effect on the rates at which the newly hired employees voluntarily exit from employment.
The relationship between the employees' job performance and their retention also varied
significantly with organizational culture values. The cultural effects were stronger than the
combined exogenous influences of the labor market and the new employees' demographic
distinctiveness. The cultural effects are estimated to have resulted in over six million dollars'
difference in human resource costs between firms with different cultural values. The present
study was also conducted in a population known to have high career mobility. If
organizational culture values have an upshot on employee retention, it is more likely to
appear in this highly mobile accounting profession than in occupations having less mobility.
The generalization of the research findings may therefore be limited. It remains to be seen
whether organizational culture values have as large an effect on retention in other professions
and in different types of organizations.

Joanna Le Metais (1991)80 developed a report as one of a series of five compiled at the
request of the Commission of the European Communities, deals with non-legal aspects of
teacher mobility. This report deals specifically with aspects concerning the recruitment and
management of teaching staff, under the responsibility of the London Unit of the EURYDICE
network. The extent of voluntary mobility in different member states may be influenced by a
number of factors. In member states with a single employer where transfer between schools
constitutes transfer within the same employment and career progress results from length of
service, there is evidence of less mobility. A second major stimulus for internal mobility is
the desire of teachers to return to their town of origin. The 'migration towards the south' of
teachers in FRANCE is a well known phenomenon. It is reasonable to suppose that the
degree of internal mobility enjoyed by teachers, between geographical areas and between
school types, pressures the mobility of teachers from abroad. It is therefore achievable that
difficulties might be encountered by teachers looking for employment in countries where
different teacher corps is restricted to specific areas or school types, until all the internal
applicants have been satisfactorily placed.

80
Joanna Le Metais, (1991). Teacher Mobility in the European Community: Recruitment and Management
Issues. Published for the Task Force: Human Resources, Education, Training and Youth of the
Commission of the European Communities by the European Unit of EURYDICE.

44 | P a g e
Lawler (1990)81 wrote that corporations adopt the strategy of low wages if the work is simple
and requires little training and the strategy of high wage when corporations compete in high
labor market conditions. Some researchers argue that on the company side competitive
compensation pay package is the only strong commitment and also build strong commitment
on the workers side. However, the contribution of compensation towards retention, help in
retention of employee irrespective of their skill and contribution to the company and it likely
affect both turnovers desirable and undesirable. The total amount of compensation and
benefits offered by other companies also affects the turnover. Organization offered high
compensation package is compared to others a large numbers of candidates applying for
induction and have lower turnover rate. In addition high compensation package organizations
also create culture of excellence and better working conditions at work place.

JAMES G. NEAL, (1989)82 brought out in his study some of the important issues regarding
employee turnover and exit interviews. This article focused on the exit interview as an
effective tool for identifying the causes of turnover in libraries. James identified benefits and
consequences of employee mobility. The benefits are: helps to keep salary costs down,
creates opportunities for upward mobility, encourages staffing flexibility and organizational
restructuring, brings employees with new ideas and experiences into the organization, and
reduces the frustration created by dead-end jobs and the negative consequences are: tend to
be more visible and the costs greater than anticipated, the fiscal impact, sometimes described
as the positional replacement costs. The researcher highlighted that, the exit interview is a
central component of effective turnover management. By allowing an employee to obtain
closure of employment with an organization, the exit interview provides for the establishment
of good working relations with former employees, and furnishes useful management data.
And finally suggested that exit interview must be based upon a standardized format, assure
employee confidentiality, employ talented interviewing staff, and involve periodic
assessment of effectiveness.

Koch, J.L, and Steers, R.M (1978)83 carried out research on non managerial employees in
three public sector agencies regarding job attachment, satisfaction, and turnover. The result of

81
Lawler, Edward E. (1990), Compensation management; Strategic planning; Pay-for-knowledge systems.
Jossey-Bass Publishers (San Francisco)
82
JAMES G. NEAL, (1989). Employee Turnover and the Exit Interview. LIBRARY TRENDS, Vol. 38,
No. 1, Summer 1989. pp. 32-39.
83
Koch, J.L, and Steers, R.MM (1978). Job attachment, Satisfaction and Turnover. Journal of Vocational
Behaviour, Vo. 12, issue no.1, pp. 119-128.

45 | P a g e
this research shown that, attachment was a more effective predictor of turnover than overall
satisfaction. The researchers found that individual employee characteristics were more
strongly related to attachment than were job characteristics and job characteristics were more
strongly related to job satisfaction than job attachment.

Maimon and Romen (1978)84 evaluated various aspects of job satisfaction and employees’
tendency to stay or to leave an organization among 638 college graduates employed in public
and private sectors. Their findings suggest that intrinsic aspects of job satisfaction are far
better predictors of turnover and overall job satisfaction are good predictors of tendencies of
mobility.

A study completed by Delores Mary Koenig85 during the 1971-72 surveyed the 32 former
northern teachers and 238 teachers employed in schools of the Northwest Territories and
Arctic Quebec at the time of the study. Totals represented a 36 per cent return of completed,
acceptable questionnaires. This study was designed to identify factors related to the mobility
of teachers in the Northwest Territories and Arctic Quebec, and to explore the relationships
among dissatisfaction factors, demographic characteristics of teachers, and mobility. It was
found that in comparison to teachers of the four western provinces, those in the Northwest
Territories were more likely to be: younger, males, married, originally from Saskatchewan or
Ontario; holders of degrees (elementary teachers); at higher salary levels, and more mobile.
Over 10 years, the general character of the northern teaching staff showed a trend towards a
higher proportion of older, married men with longer training, and employed at higher salaries.
The two variables which showed no appreciable change were the length of experience, and
length of tenure in northern teaching. Both fluctuated between a median of one and two years
between 1960 and 1970. Median years of northern experience of teachers in the study was 2
.1 years. It was found that the only demographic variables significantly related to mobility
were: age, salary, position, and location of school. Although such characteristics as sex,
marital status, and previous experience showed some degree of relationship to mobility, they
failed to be significant factors. Finally, the conclusions drawn from the study are: a) the
demographic variables identified, only age, salary, present position and location of school

84
Maimon, zvi and Romen, S. (1978). Measures of job facets satisfaction as predictors of the tendency to
leave or the tendency to stay with an organisation. Human relations, Vol.31, Issue.12, pp.1019-1036.
85
Delores Mary Koenig. (1972). Factors Related to Teacher Mobility in Schools of The Northwest
Territories and Arctic Quebec, 1971-72. Masters Degree dissertation, The University of Saskatchewan,
Saskatoon, Saskatchewan, Canada.

46 | P a g e
were significantly related to mobility; b) of six dissatisfaction factors analyzed in this study,
four were found to be significantly related to the length of time spent in northern teaching. In
order of correlation they were: Working Conditions, Administration, Recruitment and
Orientation, Achievement. None of these factors was significantly related to intended
mobility at the end of the school year; c) Lack of teacher involvement in decision making,
infrequency of visits by the superintendent and teacher consultant, unfair treatment, a heavy
burden of administrative details, incompetent principals, were factors strongly related to
dissatisfaction; d) Major sources of dissatisfaction concerned recruitment practices and
teacher orientation programs. Incongruence between what teachers were led to expect and
what actually existed in the north, and inappropriateness of orientation programs were
particular irritants.

Aneil K. Mishra, Karen E. Mishra, and W. Lee Grubb, III86 was brought out in their
study some of the important issues regarding Reducing Turnover in Franchise-Based Small
Business Organizations. In this study authors opined that turnover is costly in any business,
but a bit more in a small businesses where employees wear often feel like part of the family.
This is a study of a national franchise organization and eight of its small business franchisees
to understand the roles of trust, organizational commitment, and justice on employee
turnover. The results of this study reveal that there are different ways employers can restrict
attrition, and hence, reduce the costs of employment. Higher levels of distributive,
procedural, and interactional justice all are positively connected to higher levels of employee
trust in franchise organization. It was seen in this study, the employee trust in franchise
management is positively related to both normative and affective commitment. In addition,
employees who report higher levels of empowerment also have greater organizational
commitment in all forms. In turn, affective loyalty and employee tenure are found to be
negatively related to voluntary turnover. Overall, small business employers who work to
build trusting relationships with employees through open communication and strong
interpersonal relationships will create positive attachment with organization and reduce
unwanted turnover.

86
Aneil K. Mishra, Karen E. Mishra, and W. Lee Grubb, III. Reducing Turnover in Franchise-Based Small
Business Organizations: The Role of Trust, Justice and Commitment. Forthcoming, Small Business
Institute Journal.

47 | P a g e
Mr. K. Karthik sridar 87 made a field study on ‘Turnover Intentions in IT sector’ with
specific reference to Chennai city’. Though there are several researches done by so many on
IT sector especially with reference to Chennai city, Mr. Karthik’s work is totally different
from it. His study identifies the significant relationship between perceive organization
support and organization commitment towards turnover intentions. The result of the study
further validates that there exists powerful relationship between perceived organization
support and organization commitment which decreases the turnover intentions. Of the two
factors (perceive organization support and organization commitment), organization
commitment has the highest effect on turnover intentions among the IT professional.
Perceived organization support has moderate impact comparatively with organization
commitment on turnover intentions among the IT professional. In this study Perceived
Organizational Support (POS) defined as employees’ perception concerning the extent to
which the organization values their contribution and cares about their well being. (POS) is the
degree to which employees believe that their organization values their contributions and cares
about their well-being and fulfills employees' socio emotional needs POS has been found to
have important consequences employee performance and well-being. Another term widely
used in this study is ‘organizational commitment’ which refers to three observable patterns of
behavior. The three components of commitment are: Identification with the organization's
goals and/or mission manifested in pride in and defense of the organization, long-term
membership in the organization and intention to remain with the organization, often termed
loyalty, and high levels of extra role behavior, that is, behavior beyond required performance-
Often referred to as citizenship behavior or pro-social behavior.

Shradha Prakash & Rahul Chowdhury 88 was made an in-depth study on ‘Managing
Attrition’ in BPO Industry and developed a win-win model to satisfy employer and the
employee. In this study authors opined that attrition is not always yields negative results to
the organization it also has some associated benefits such as knowledge sharing, low cost of
operations, and knowledge enhancing. In this study attrition was explained in two folds, one
is employees leaving the industry and another one is employees shifting jobs inside the
industry. Here researcher identified different causes for both types of attrition separately. This

87
Mr. K. Karthik Sridar. A study on turnover intentions in IT sector in Chennai city. Doctoral dissertation,
Bharathidasan University, Tamil Nadu, India.
88
Shradha Prakash & Rahul Chowdhury. Managing Attrition in BPO - A win-win model to satisfy
employer and the employee. Published in CoolAvenues.com.

48 | P a g e
paper used Maslow’s Hierarchical model of Needs to understand the underlying reasons for
attrition by analyzing the BPO industry. Finally, the paper concludes by recommending a
Win-Win Model which endeavors to satisfy the needs of both the employer and employee.
The model encloses the employee by 4 levels of strategies thus reducing the attrition rate as
well as minimizing the impact whenever it occurs. It is a 4 stage framework consisting of –
Short Term Mitigation Plan; Short Term Contingency Plan; Long Term Mitigation Plan and
Long Term Contingency Plan. Various procedures have been identified within each level of
strategy to help in managing attrition creating a win-win situation for the industry as well as
its stakeholders.

William A. Howatt89 worked out on the title “Employee retention: A Discussion Model”
with an objective of offer suggestions to increase employee retention and Provide a method to
evaluate potential risk factors that may jeopardize employee retention. The author observed
and listed mainly contributed reasons to staff turnover in many work places viz. inadequate
tools to do the job; lack of trust in work place; confusing rewards & bonus system;
favoritism; cultural insanity; no proper vision for employees to follow; rile conflict; poor
leadership; personality conflicts; and lack of opportunities to grow within the company. The
employee retention model developed by Howatt consisting steps such as: Increased employee
satisfaction-Reduced costs of recruiting-Increased customer service and profits- Keeps the
talent pool deeper-Increased loyalty in employees-Increased company effectiveness-Provides
a venue to offer staff valuable training-enhanced communication in the work place-Increased
clarity in the workplace-Increased team building and self-leadership.

Research Gap:

Though, globally there are many research studies formulated at analyzing the patrons
of mobility, attrition, and retention in different sectors; there is no study of this kind
undertaken to study the perceptions and problems of teachers and students regarding mobility
with reference to management education in a specific region, viz., Krishna and Guntur
districts of Andhra Pradesh. Most of the existing studies have focused on analyzing the
causes, impact, and relations among different variables in BPO, Banking & Finance sector,
Schools, IT (Information Technology) & ITES (Information Technology Enabled Services),
and some manufacturing industries. But as far as researcher’s knowledge is concern,
generally in India and particularly in AP there had been lack of research attempt on
89
William A. Howatt. Employee Retention: A Discussion Model. www.howatthrconsulting.com

49 | P a g e
analyzing the ‘Teachers Mobility’ with reference to management teachers. In this direction
the current study is a pioneering effort in identifying causes and impact of teachers’ mobility.
Hence the current study tries to fill this research gap by analyzing the entire factors
influencing the mobility, assess the impact of teacher mobility and suggest suitable measures
to resolve the problem of teachers mobility and strengthen management education in Andhra
Pradesh.

50 | P a g e