EMPLOYEES RETENTION IN PRIVATE SECTOR AN EXPLORATORY STUDY

BY AVINASH KUMAR SRIVASTAVA MBA (HR & IR) SEM IV ROLL NO.901116008

INSTITUTE OF MANAGEMENT SCIENCES LUCKNOW UNIVERSITY

Institute of management sciences, Lucknow Universituy (2011)

DECLARATION

Students Name ROLL . Number

: AVINASH KUMAR SRIVASTAVA : 901116008

We hereby declare that this project paper is the result of my own work, except for quotation and summaries which have been duly acknowledge.

Signature

Date:

APPLICATION TO CONDUCT RESEARCH PAPER

PART A: STUDENT'S PARTICULARS

Students Name ROLL. Number

: AVINASH KUAMR SRIVASTAVA : 901116008

PART B: PARTICULAR ABOUT THE PROJECT

1. Title of the project: "Employees Retention in Private Sector (An Exploratory Study)" 2. Research Objectives: "The current study is attempts to enhance our understanding and improve the shortage of retention literature. The study focuses on the private sector employees of and aims to determinate those workforce retention sector."

3. Proposed Research Method: "quantitative methodology"

PART C: FACULT"S INPUTS 1. Topic Chosen: Acceptable 2. Suggested Supervisor for the student: Mrs. Swati Raman

RESEARCH PAPER SUBMSSION FORM

Project Paper Title: "Employees Retention in Private Sector (An Exploratory Study)"
Director MBA (HR & IR) IMS LU Dear Sir, Attached are the following documents of your evaluation and approval Chapter 1: Introduction Chapter 2: Literature Review Chapter 3: Research Method Chapter 4: Data and Analysis Chapter 5: Discussion Chapter6: Summary and conclusion References Appendixes We have thoroughly checked my work and we are confident that it is free from major grammatical errors, weaknesses in sentence construction, spelling mistakes, referencing mistake and others. We have read the student's research proposal and we are satisfied that it is line with the LUIMS MBA program guideline for writing project proposal. It is also free from major grammatical errors, sentence construction weaknesses, citation and others. Student Signature

ACKNOWLEDGMENT

So many people have encouraged and supported us throughout the writing of this project. We would like to acknowledge their contribution by mentioning their names. First and foremost, we would like to thank to Mrs. Swati Raman, without her senior advices such work could not have been accomplished. Finally, thank to all individuals who sacrificed their time to speak to me during the interviews.

ABSTRACT

The retention of human resources has been shown to be momentous to the development and the accomplishment of the organizations goals and objectives. The primary aim of this study is to explore the main factors that affect private sector workforce retention. 10 surveys distributed to private sector workforce. The survey questions designed to determine three elements of retention; Benefits factors, strategies factors and organizational culture factors.

The result of the study shows that benefits factors such as salary and compensation were rated as most important to the private sector workforce in followed by leave benefits and differed compensation. The three strategies rated most important to private sector workforce are rewards and recognition, annual performance appraisal and training opportunities. While work at home, voluntary reduction in Work schedule and alternative work schedule were rated as least important. The culture of private sector organizations * are based on openness and trusts, effectively communication and good deal of time spent from supervisor listening to employees ideas and suggestions. Finally the result employees career plan shows that high percentage of private sector workforce had no plans to leave or retire from state employment within the foreseeable future.

Keywords: Retention, Human Resource Management, Asymmetric Information, Kuwait

TABLE OF CONTENT

ABSTRACT CHAPTER 1 (INTRODUCTION) BACKGROUND OF THEY STUDY PROBLEM STATEMENT RESEARCH OBJECTIVE SIGNIFICANCE OF THE STUDY PURPOSE OF THE STUDY ORGANIZATION OF STUDY CHAPTER 2 LITERATURE REVIEW CHAPTER 3 (RESEARCH METHODOLOGY)

DATA COLLECTION PROCEDURES

STUDY POPULATION AND SAMPLING METHODS

VI

CHAPTER 4
(DATA RESULTS)

DATA ANALYSIS A. BENEFITS B. STRATEGIES C. ORGANIZATION CULTURE E. CAREER PLANS

CHAPTER 5
(DISCUSSION)

DATA ANALYSIS AND RESULTS

CHAPTER 6
(SUMMARY AND CONCLUSION)

SUMMARY AND CONCLUSION FUTURE STUDIES

REFERENCES APPENDIX 1 - SURVEY

VII

LIST OF TABLE

Table 1:

Benefits Factors

Table 2: Organizational strategies factors Table 3: organizational culture factors Table 4: Demographic Factors Table 5:
Table 6:
Table 7:

Survey Responses Benefits

Survey Responses Strategies

Organizational Culture- development Plan Table 8:

Organizational Culture- Career development program Table

Organizational Culture- task group assignments

Table 9: 10:

Organizational Culture- New project assignment Table 11:

Organizational Culture- Supervisor communication Table 12: Organizational Culture- value of diversity
Table 13: Table 14: Table 15: Table 16:

Organizational Culture- openness and trust Organizational Culture- fairness and respect Organizational Culture- supervisor listening Organizational Culture- supervisor empowers

VIII

LIST OF FIGURES

Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Figure 8: Figure 9: Figure 10: Figure 11: Figure 12: Figure 13: Figure 14: Figure 15: Figure 16: Figure 17:

Gender Age Years of Service Career plans Benefits Strategies Organizational Culture- development Plan Organizational Culture- task group assignments Organizational Culture- Career development program Organizational Culture- New project assignment Organizational Culture- Supervisor communication Organizational Culture- value of diversity Organizational Culture- openness and trust Organizational Culture- fairness and respect Organizational Culture- supervisor listening Organizational Culture- supervisor empowers Workforce of private sector employees

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CHAPTER I INTRODUCTION
This chapter is an introduction and intended to provide background information on the nature of the present study and its objectives and purpose. It is divided into four sections. The first section presents Background of the study the, the second part presents the problem statement, the objective, purpose and significant of the study reviled in the third section. The final section presents how this study is organized.

BACKGROUND OF THEY STUDY

The retention of employees has been shown to be significant to the development and the accomplishment of the organizations goals and objectives. Retention of employees can be a vital source of competitive advantage for any organization. This study attempted to explore the main factors that contribute to employee retention existing in the private sector. The next paragraphs discuss the background of the study by clarifying the theoretical framework for the main problems with employee retention.
Today, changes in technology, global economics, trade agreements, and the like are directly affecting employee/employer relationships. Until recently, loyalty was the cornerstone of that relationship. The loss of talented employees may be very detrimental to the companys future success. Out standing employees may leave an organization because they become dissatisfied, under paid or unmotivated, and while trying to retain employees within the organization they may present other challenges as well. They may demand higher wages, not comply with

Organization practices, and not interacts well with their coworkers or complies with their managers directions. Besides these problems asymmetric in formation or lack of in formation about the employees performance may complicate an organizations Endeavour to retain productive employees. With out adequate in formation an organization may not be able to distinguish productive workers from non-productive ones. Employees often may take credit for the successes and deflect failures to other employees. This is known as a moral hazard problem. In many in stances companies may reward or punish employees for an organization out come for which they had no impact (Kerr 1975).
Insufficient information about employees performance may result in adverse selection by them (Gross man & Hart 1986). The better employees may move to other organizations for better opportunities. The coworkers who cannot improve their positions are more likely to stay. This is especially possible when due to inadequate in formation out standing performance is not rewarded. Non productive and productive workers end up receiving the same or nearly the same compensation and pack age of perks be cause of managements in ability to distinguish talented employees from the rest of the labor force in the organization.

The problem of attempting to keep talented members of the work force is further complicated be cause of bounded rationality (Simon 1976). It is another result of asymmetric in formation where both the manager does not know the information for which to ask from the employee and the employee does not know what to provide. Therefore, productive workers cannot distinguish them selves from nonproductive coworkers.

Even if an organization is fortunate enough to retain talented employees, the company may still have to cope with agency costs resulting from them and their colleagues. When in formation about an employees activities are difficult to gather, the employee may be motivated to act in his own interest which may diverge from the interest of the organization. This divergence of interests results in costs to the organization in the form of excessive perquisite consumption, shirking of job responsibilities and poor in vestment decision making. Jensen and Meckling (1976) explained that it is in an employees interest to over consume perks and shirk job responsibilities of the firm if they are not sole owners of the organization. Employees may also be enticed to make suboptimal in vestment decisions for the firm. Since most company employees have their wealth tied up in the organization for which they work, employees may at tempt to make in vestment decisions which are less risky than the stock holders of the firm would prefer. This is done to reduce the risk of failure by the company, which protects the no diversified employee from loss of wealth. This in vestment strategy may also reduce the re turn on investment that the diversified owners of the firm desire (Murphy 1985).

The employees or agents of the organization may also use a short sighted approach in investment selection to enhance their own career chances (Narayanan 1985). The employee can signal the labor market his superiority through the selection of a fast starting project, which may fizzle out later for the firm. This strategy may cause the firm to miss profitable long-term projects or much needed research and development. Employees may also at tempt to in crease the size of the firm through acquisitions and project selection regard less of the effect on company profitability in order to in crease their own power base within the firm.

Another area contributing to decreased employee satisfaction is that of a companys motivational style. For example, Weinberg (1997) states that Most companies relied in the past on two traditional strategies for managing turnover. First, they raised wages until the situation stabilized. If that did not work, they increased training budgets for new hires and first-level supervisors. These solutions do not work anymore.

PROBLEM STATEMENT
Understanding employee perspectives and measuring their retention factors are critical to an organization success. However, each employee in an organization creates his or her own understanding of a phenomenon and assumptions (Argyris and Schon, 1978). It is the understanding of the situation that provokes an action (Weick, 1979, 1995). an employee interprets their organizational environment through his or her own mental model, creating his or her own world; a reality of the second order thus arises (Watzlawick, 1976) that is in some way imperfect (Senge, 1990).
Many studies concerning employees retention have been conducted in mainly U.S and Europe to determine the main factors that contribute to their satisfaction and motivation to exist, few of these researches have conducted in India, thus, scarcity of researches are indicated. Replication of such studies in other regions is highly justifiable.). It is one of the most prosperous regions in the world (Azzam, 1989).. Many questions related to private sector workforce retention have not been reported yet. For

example, how are the private sector workforce aware of any retention efforts in their agency? What make private sector workforce think about leaving their work? How do private sector workforce feels unique about their agencys retention situation? Does private sector organizations discuss with the workforce specific reasons why they were leaving or not? Do private sector workforce in know of specific retention problems in their agency? What type of work environment or organizational culture e.g. supervisory style, work itself, is most appealing to workforce? Thus, the present study aimed to enhance our understanding and improve the shortage of literature by focus on to explore the main private sector workforce retention factors that lead to their existing in their work place.

RESEARCH OBJECTIVE
Thus, the present study aimed deepens our understanding and improve the shortage of literature by focus on state of Kuwait to the main determinate of employee retention to existing in private sector. The main research objectives can be summaries as follows: Explore what types of benefits those are most important for the private sector workforce. Assess the most important organizational strategies that contribute to the retention of the private sector workforce. Investigate what issues related to organizational culture contribute to the retention of the private sector workforce. Explore the future plan of Private sector workforce that contributes to their retention.

SIGNIFICANCE OF THE STUDY

This study derives its significant from its potential contribution at two primary levels: theoretical and practical. At the theoretical level, the present study is expected to bridge a gap in the literature for empirical research focusing on employee's retention. For the practical contributions, this study is expected to provide new solutions and evidence on the usefulness of segmentation techniques for human resource management.

PURPOSE OF THE STUDY

This paper aims to attempts to determine employee's retention in the private sector. The study designed to explore the main retention factors for Private sector employees. The paper attempts to deepen our understanding about employee's satisfaction and in private filed.

ORGANIZATION OF STUDY
This study comprises six major chapters. Chapter I provide a discussion of nature, background and problems of the study and its objectives. Chapter II presents an extensive review of the literature on employee's intention for the purpose of laying out the theoretical foundation of the study. Chapter III presents research methodology, it discuses the population and sampling, data collection procedures, questions of the research and instrumentation. Chapter IV presents the finding and result of data analysis. Chapter V reveals the discussion of the study. Chapter VI presents Summary, conclusion and other implications of the study.

CHAPTER II LITERATURE AND THEORETICAL BACKGROUND

In this chapter, the previous studies for employees retentions are presented to be the framework to understand and systematically analyze factors the affect employees intentions. Retention defined as an obligation to continue to do business or exchange with a particular company on an ongoing basis (Zineldin, 2000, p. 28). A more detailed and recent definition for the concept of retention is customer liking, identification, commitment, trust, readiness to recommend, and repurchase intentions, with the first four being emotional-cognitive retention constructs, and the last two being behavioral intentions (Stauss et al., 2001). Studies have indicated that retention driven by several key factors, which ought to be managed congruently: organizational culture, strategy, pay and benefits philosophy, and career development systems (Fitzenz 1990).
The above mentioned definitions explain many situations in our contemporary life while many employees are no longer having the sense of organization loyalty once they leaved. Increasing numbers of organization mergers and acquisitions have left employees feeling displeased from the companies that they work and haunted by concerns of overall job security. As a result, employees are now making strategic career moves to guarantee employment that satisfy their need for security.

On the other hand, employers have a need to keep their stuff from leaving or going to work for other companies. This is true because of the great expenses associated with hiring and retraining new employees. The adage, good help is hard to find, is even truer these days than ever before because the job market is becoming increasingly tight (Eskildesen 2000, Hammer 2000). 7

Literature of employees retaining again show that attracting existed employees costs less than acquiring new talents as organizations know their employees and what they want, and the initial cost of attracting the new employees has already been expended (Davidow and Uttal, 1989). Employees retention also attain benefits such as customers satisfaction, better service, lower costs (Reichheld, 1995), lower price sensitivity, positive word-of-mouth, higher market share, higher productivity and higher efficiency (Zineldin, 2000). Based on a review of the literature, many studies have investigated employees intentions to exist, for example Eskildsen and Nussler (2000) in their research suggested that employers are struggling to be talented employees in order to maintain a successful business. In the same bases, Mark Parrott (2000), Anderson and Sullivan (1993) and Rust and Zahorik (1993) believe that, there is a straight line linking employee satisfaction and customer satisfaction. Thus, high satisfaction has been associated to retention of both customers and employees. The literature of employee retention clearly explain that satisfied employees who are happy with their jobs are more devotion to doing a good job and vigorous to improve their organizational customers satisfaction (Hammer2000; Marini 2000; Denton 2000). Employees who are satisfied have higher intentions of persisting with their organization, which results in decreased turnover rate (Mobley et al., 1979). Fishbein and Ajzens (1975) attest the theory of reasoned action as the heart retention of both the employee and the customer links between satisfaction and behavior.
Potter-Brotman (1994) in his research explained how service could affect retention and may result in improving the value of teaching employees to be service providers, with the capability to enhance interaction with customers rather than

endanger them. In the same research, the authors recommended that firms should focus on hearing customers unique voices as result to find out what kind of service they consider to be extraordinary. The earlier efforts of Desai and Mahajan (1998) in examine the concepts of acquiring customers from a rational and affective perspective provides us with different approaches of how cognition and affects are implemented to increase retention. The authors recommended that in order to retain employees, companies must continually develop their products and services so as to meet the evolving needs of customers. Desai and Mahajan (1998) assumed that retained customers are in fact satisfied, and not simply retained because of habit, indifference or inertia. Included in retention strategies are the development of new products and services to meet and satisfy the evolving required of the customers; thus satisfaction is a component of retention.
However, Johnston (2001) in his research negated the relationship between customer's satisfaction and their retention clarifying that such relation is very weak. He explain that an understanding of the two concepts cannot always be achieved by isolating them from each other, but rather by examining the relationship between them. Gerpott et al. (2001) in his research attest Johnston (2001) as he mentioned that customer retention and customer satisfaction should be treated as distinct, but causally inter-linked constructs. Rust and Subramanian (1992), in their study, link quality to customer satisfaction and argue that this has a direct effect on customer retention and market share. In the same bases Athanassopoulos (2000) explain satisfaction as an antecedent of customer retention. The authors study customer satisfaction cues in retail banking services in Greece. The fining of his study shows that product innovativeness, convenience, staff service, price and

Business profile is dimensions of customer satisfaction. The authors also mentioned that customers do not consider switching banks until they have encountered a series of negative effects. Heskett et al. (1994) and Schneider and Bowen (1999) suggested that, in some cases, service suppliers may be unable to retain even those employees who are satisfied. Thus, satisfaction itself may not be sufficient enough to ensure long-term workers commitment to an organization. Instead, it may be essential to look beyond satisfaction to other variables that strengthen retention such as conviction and trust (Hart and Johnson, 1999). This explanation is consistent Morgan and Hunt (1994) research on marketing channel, which shows that organizations often look beyond the concept of satisfaction to developing trust and ensure long term relationships with their employees. Further, this suggestion is based on the principle that once trust is built into a relationship, the probability of either party ending the relationship decreases because of high termination costs. Other studies have proposed that the cost of replacing lost talent is even higher, as much as 70 to 200 percent of that employees annual salary (Kaye, 2000). Expanding on these thoughts, the EPF (2004) stated that for a firm with 40,000 full-time employees, the difference between a 15- percent turnover rate and a 25percent turnover rate is over $50 million annually. The divergence between a 15percent turnover rate and a 40-percent turnover rate is over $130 million annually. Abundant studies have hypothesized and empirically validated the link between satisfaction and behavioral intentions and behaviors such as employees retention and word of mouth (e.g. Anderson and Sullivan, 1993; Rucci et al., 1998, Bansal and Taylor, 1999, Cronin et al., 2000). Indeed, this link is essential to the

10

marketing concept, which holds that satisfying employees needs and wants is the key to exist in the organization (Kotler et al., 2002). Further, the importance of satisfaction on retention is well recognized that some major economies now measure satisfaction at the industry level using large sample surveys to predict employee's retention and future financial performance (Fornell et al., 1995).
Kay (2000) describe costs as in advertising and recruiting expenses, orientation and training of the new employee, decreased productivity until the new employee is up to speed, and loss of customers who were loyal to the departing employee. The costs and expenses mentioned above open another area of concern which is productivity. When high level of employees turnover existed, most of the workforce is at an entry level stage of production. A very high cost is associated with large numbers of employees who have not accomplish full productivity. This cycle continues with very few employees performing at maximum productivity. Numerous studies explain the importance of high employees involvement and how it could enhance their retention (Arthur 1994; Huselid 1995; Koch and McGrath 1996). Flexible work schedules and assistance programs need to be considered, however, only a small share of the workforce takes advantage of them (Perry Smith and Blum 2000). as earlier studies indicated that young employees are more interested in payment, advancement opportunities and time off. Such differences may reflect stages in the career plan or deeper generation differences. Additionally, there are often gender differences within demographic groups; e.g., young female may want different things from what young male want (Beck 2001). the lack of opportunities to learn and develop in the work can be the top reason for employee dissatisfaction and thus turnover. a corporation namely Kimko, implemented this information and provide a training program that gave employees

11

An opportunities to develop their path and career direction. Turnover tumbled from 75 percent to 50 percent (Withers 2001). Studies indicated that employees stay when they have strong relationships with others with whom they work (Clarke 2001). this explain the efforts of organizations to encourage team building, project assignments involving Work with colleagues and opportunities for interaction both on and off the job (Johns et al 2001). Other studies indicated that effective communications improve employee identification with their agency and build openness and trust culture. Increasingly, organizations provide information on values, mission, strategies, competitive performance, and changes that may affect employees enthuse (Gopinath and Becker 2000; Levine 1995). Many companies are working to provide information that employees want and need in better way of communication, through the most credible sources (e.g., CEO and top management strategies) on a timely and consistent basis. In summary, the literature defines retention as continuing relation between customers (employees) and their organization. The benefits of retention are lower costs for their agent, less price sensitivity, greater market share, improve productivity, increase employees performance and thus increase profits and meet their organizational goals and objectives. The relationship between satisfaction and retention in many studies has described as weak, and researches shows that satisfaction does not necessarily cause to retention.

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CHAPTER III RESEARCH METHODOLOGY

In this chapter, the authors presents the methodology for the present study. The researchers divided the chapter into three sections; the first section presents the data collection procedures, the second section presents study population and sampling, the final section presents data analysis. As mentioned in the first chapter, the objectives of the current study are to: Explore what types of benefits those are most important for the private sector workforce. Assess the most important organizational strategies that contribute to the retention of the private sector workforce. Investigate what issues related to organizational culture contribute to the retention of the private sector workforce. Explore the future plan of Private sector workforce that contributes to their retention.

DATA COLLECTION PROCEDURES

To accomplish the aforementioned research objectives, the data for this study was collected through self-administered questionnaires. As part of its data gathering efforts, the researchers asked the focus group participants to complete a written survey about various aspects of their work place. The questionnaire used in the study was added and developed some factors through interviews with private sector employees by visiting different organizations and workplace in the five main areas. By referring to the literature review on this topic, many items in the organizational culture and retention strategies sections of the survey were adapted

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from Griffeth and Horn (1983). The primary aim of this study is to explore the factors that affect private sector workforce attention in their work place. To achieve this purpose the survey asked respondents to rate the degree of importance and level of agreement with a number of statements related to: Benefits factors Retention strategies factors Organizational culture factors

The first part of the questionnaire asked respondents to rate the relative importance of 6 potential benefits factors, on their retention, using a five-point Likert type importance scale ranging from very important to not important at all. Table 1 show these factors. Table 1: Benefits Factors Benefits Factors 1. 2. 3. 4. Salary and monetary compensation Leave benefits (including vacation, sick, personal, paid holidays). Retirement plan Health and other benefits (health insurance, vision, dental, prescription). 5. Deferred compensation. 6. Employee assistance program.

The Second part elicited retention strategies factors, respondents asked to rate the relative importance of 13 potential strategies factors on their retention, using a five-point Likert type importance scale ranging from very important to not important at all. Table 2 show Organizational strategies factors.

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Table 2: Organizational strategies factors Organizational strategies Factors

1. Alternative Work Schedule 2. Voluntary Reduction in Work Schedule 3. Telecommuting/Work at Home. 4. Wellness Programs 5. Mentoring and coaching 6. Job Rotation and New Assignments 7. Help with career planning 8. On-site day care 9. Rewards and recognition 10. Employee Suggestion Program 11. Education opportunities 12. Training opportunities - job related 13. Annual Performance Appraisal

The third part of the survey address the organizational culture factors, respondents

asked to rate the relative importance of 10 organizational culture factors on their

retention, using a five-point scale type agreement scale ranging from Strongly Agree to Strongly disagree. The following table shows the organizational

Strategies factors. Table 3: organizational culture factors

Organizational culture Factors 1. Supervisors in my workplace sit down with employees and discuss their development plans at least every 6 months. 2. Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities. 3. My agency has a career development program that helps people become more aware of and responsible for their own career development. 4. Working on a new projector assignment is an open process with few barriers. 5. Supervisors communicate effectively with employees.

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6. The workplace where I work has a culture that recognizes and values diversity. 7. There is an environment of openness and trust in my agency. 8. Employees in my workplace are treated with fairness and respect. 9. Supervisors spend a good deal of time listening to employees' ideas. 10. Supervisors have a style that empowers people to take responsibility and authority.

One section of the survey ask respondents about their retirement plan, four options are given as follows: leave workplace employment within 1-2 years, 3-5 years, 6-10 years or no plans to retire or leave work place in the foreseeable future. The final section of the survey collects demographic information, with few lines space, respondents are given an opportunity to provide general comments on any other areas related to retention that they felt were not addressed in the focus groups or on the survey. The focus group participants completed the survey for practical purpose of this study, thus the findings cannot be generalized to the entire GCC countries. Rather, the results provide a snapshot of opinions from a small sample of Indian private sector employees who conduced their work in the state of Kuwait.

STUDY POPULATION AND SAMPLING

In convince approach, the authors selected five main cities to distribute the survey where private sector workforce conducted their work. A total of 145 surveys were distributed in equal numbers to the private organizations of these cities (29 survey per location), commencing at 8.00 am, 10 am and 1 pm on a particular Tuesday, Monday and Wednesday. In convenience method, private sector employees who conducted their work in the sampling location during the chosen time intervals were selected.

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Distribution process took place in a two week period in the early part of April 2011. Private sector workforce was approached, explaining the nature of the study and asked if they would be prepared to fill in the questionnaire. The survey took approximately 10-15 minutes to complete. The survey was designed to obtain information about the main determinants of employees retention to exist. From a total of 145 questionnaires distributed, 125 were returned (only 25 surveys were collected from each city), out of which 20 were usable (valid and completed), thereby yielding a response rate of about 86.2 percent, a response rate considered sufficiently large for statistical reliability and generalizability (Tabachnick and Fidell, 1996; Stevens, 2002). This relatively high response rate attributed to the self-administered approach undertaken in distributing questionnaires and approaching respondents at the various locations.

METHODS
The responses obtained were analyzed using SPSS V.17. To ascertain which of the private sector workforce retention factor criteria are perceived as more or less important, the data were analyzed using descriptive statistics and factor analysis. These techniques were deemed to be appropriate for this particular analysis because the main purpose of this thesis is to explore the main determinate of employee exiting retention.

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CHAPTER IIII DATA RESULTS

This chapter prepared to give clear representation for the sample and presents the data results from the study.

DATA ANALYSIS AND RESULTS

The sample of 125 represents the sample of private sector workforce *. The entire sample are Indian nationality and it consist of 55 percent male and 70 percent female, and their average age was 35. The following figures and Table represent the demographic factors.
Figure1: Gender Gender Figure2: Age
Age

55
Between 18 to 25

17

70
Male Female

Between 26 to 35 Between 36 to 45 Between 46 to 55 Above 55

40 56

Figure3: Years of Service Years of Service

3
Between 0 -5 years Between 6 -10 years Between 11 -15 years Between 16 -20 years 19 over 25 Years

32

50

21

18

Figure 4: career plans

Career Plans Retire or leave State employment within 1-2 years Retire or leave State employment within 3-5 years Retire or leave State employment within 6-10 years No plans to retire or leave State employment in the foreseeable future

14

23 83

Table 4: Demographic Factors Gender Demographic factors Male Female Total

Retire or leave within 1-2 years Retire or leave within 3-5 years Retire or leave within 6-10 years No plans to retire or leave State employment in the foreseeable future

Career Plans

Frequency Percent 55 44.0 70 56.0 125 5 4.0 14 11.2 23 18.4 83 125 107 14 4 125 17 56 40 9 3 125 50 21 19 32 3 125 66.4 85.6 11.2 3.2 13.6 44.8 32.0 7.2 2.4 40.0 16.8 15.2 25.6 2.4

Position

Age

Years of Service

Total Employees Managers Head Manager Total Between 18 to 25 Between 26 to 35 Between 36 to 45 Between 46 to 55 Above 55 Total Between 0 -5 years Between 6 -10 years Between 11 -15 years Between 16 -20 years over 25 Years Total

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A. Benefits The first section of the survey asked respondents to rate the benefits of state employment on a scale from 1 to 5, where 1 = not very important and 5 = very important. The results are illustrated in table 1. Table 5: Survey Responses Benefits

Descriptive Statistics Salary and Compensation Leave benefits (including sick, vacation, personal, paid holidays) Deferred Compensation Health and related benefits (health insurance, vision, dental, prescription) Employee Assistance Program Retirement plan

N 125 124

Mean 4.75 4.52

Std. Deviation .534 .656

125 124

4.22 4.18

.822 .865

124 122

3.98 3.87

.950 1.098

Figure 5: Benefits

The Salary and compensation were rated as most important, with means of 4.72 and SD 0.534, followed by leave benefits (4.52) and Differed Compensation 20

(4.22). The items with the lowest means, rated as least important by Private sector workforce in Kuwait, were the retention Plan (3.87) and the Employee Assistance Program (3.89).

B. STRATEGIES
The next section of the survey asked respondents to indicate what retention strategies were being used in their agencies, and how important each strategy was to them, whether it was available. Complete results for this section can be found in table 2 . Table 6: Survey Responses Strategies
Descriptive Statistics Rewards and recognition (e.g., service awards, employee of the year) Annual Performance Appraisal Training opportunities - job related Education opportunities Employee Suggestion Program Help with career planning On-site day care Job Rotation and New Assignments Mentoring/Coaching Wellness Programs Alternative Work Schedule Voluntary Reduction in Work Schedule Telecommuting/Work at Home N 125 125 125 122 124 125 122 125 124 124 125 123 125 Mean 4.43 4.41 4.28 4.16 4.08 3.96 3.83 3.82 3.78 3.72 3.32 3.22 3.00 Std. Deviation .776 .872 .980 .945 .925 1.019 1.119 .919 1.017 1.017 1.112 .864 1.276

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Figure 6: Strategies

The three strategies rated most important to workforce of private sector are Rewards and recognition (4.43), Annual Performance Appraisal (4.41) and Training Opportunities - other (4.28). Telecommuting/Work at Home (3.00), Voluntary Reduction in Work Schedule (3.22) and Alternative Work Schedule (3.32) were rated as least important. The importance of education and training benefits is not surprising, since workforce of private sector emphasis on growth and development through a variety of training. Another reason this benefit may be important is because they are generally younger and in an early phase of their career with private sector.

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C. ORGANIZATION CULTURE
This next section asked respondents to rate their level of agreement or disagreement with a number of statements related to organizational culture on a scale of 1 to 5, where 1 = strongly disagree and 5 = strongly agree. comparing the responses of each group for each statement can be found in table 3. Sixty-five percent of private sector agreed or strongly agreed that supervisors in their agencies discussed development plans with employees at least every six months, only 9.6 % percent disagreed or disagreed strongly with that notion and 24.8 are nature. The next table and figure present these percentages.
Table 7: Organizational Culture- development Plan
Supervisors in my agency sit down with employees and discuss their development plans at least every 6 months. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 5 7 31 35 47 125 Percent 4.0 5.6 24.8 28.0 37.6 100.0 Valid Percent 4.0 5.6 24.8 28.0 37.6 100.0 Cumulative P 4.0 9.6 34.4 62.4 100.0

Figure 7: Organizational Culture- development Plan

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The result show 51.2 % percent agree and strongly agreed that they are often given the opportunity to be part of task groups and assignments outside of their core job responsibilities. Only 24.8 % disagree and strongly disagreed with this statement, while 24 % are natural. The next table and figure present these percentages.
Table 8: Organizational Culture- task group assignments
Employees are often given the opportunity to be part of task groups and assignments outside their core job Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 3 28 30 42 22 125 Percent 2.4 22.4 24.0 33.6 17.6 100.0 Valid Percent 2.4 22.4 24.0 33.6 17.6 100.0 Cumulative P 2.4 24.8 48.8 82.4 100.0

Figure 8: Organizational Culture- task group assignments

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About 70.4 % of private sector workers has agreed and or strongly agreed that their organization has a career development program that helps to become more aware of and responsible for their career development. 16.8 % of workforce are neither agreed nor disagreed with this statement and 29.6 are disagreed and strongly disagreed. The next table and figure present percentages.
Table 9: Organizational Culture- Career development program
My agency has a career development program that helps people become more aware of and responsible for their own career development. Frequency Disagree Neutral Agree Strongly Agree Total 16 21 52 36 125 Percent 12.8 16.8 41.6 28.8 100.0 Valid Percent 12.8 16.8 41.6 28.8 100.0 Cumulative P 12.8 29.6 71.2 100.0

Figure 9: Organizational Culture- Career development program

25

Forty-four percent of private sector workers agreed or strongly agreed that working on a new project was an open process with few barriers; however, 36 % are nature and 19.2% disagreed strongly or disagreed with this statement. The next table and figure present percentages.
Table 10: Organizational Culture- New project assignment
Working on a new project assignment is an open process with few barriers. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 3 21 45 37 19 125 Percent 2.4 16.8 36.0 29.6 15.2 100.0 Valid Percent 2.4 16.8 36.0 29.6 15.2 100.0 Cumulative P 2.4 19.2 55.2 84.8 100.0

Figure 10: Organizational Culture- New project assignment

26

Sixteen percent of workforce agreed that supervisors communicate effectively with employees, while another 5.6 % disagreed or strongly disagreed and 32 % are nature with that statement. The next table and figure present percentages.

Table 11: Organizational Culture- Supervisor communication

Supervisors communicate effectively with employees. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Missing Total 3 4 40 41 34 3 125 Percent 2.4 3.2 32.0 32.8 27.2 2.4 100.0 Valid Percent 2.5 3.3 32.8 33.6 27.9 Cumulative P 2.5 5.7 38.5 72.1 100.0

Figure 11: Organizational Culture- Supervisor communication

Fifty-nine percent of private sector workers agreed or strongly agreed that their agency had a culture that recognizes and values diversity. Only seven percent

27

disagreed or strongly disagreed that employees in their agency are treated with fairness and respect. 31% of the respondent are neutral related to this statement. The next table and figure present percentages.
Table 12: Organizational Culture- value of diversity
My agency has a culture that recognizes and values diversity Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total Missing 3 6 39 33 41 122 3 125 Percent 2.4 4.8 31.2 26.4 32.8 97.6 2.4 100.0 Valid Percent 2.5 4.9 32.0 27.0 33.6 100.0 Cumulative P 2.5 7.4 39.3 66.4 100.0

Figure 12: Organizational Culture- value of diversity

Sixty-three percent of private sector workers agreed or strongly agreed that in their organization an environment of openness and trust in is existed. Only 12% percent

28

disagreed or strongly disagreed while 24.8 % of the respondent are neutral. The next table and figure present percentages.
Table 13: Organizational Culture- openness and trust
There is an environment of openness and trust in my agency. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 6 9 31 30 49 125 Percent 4.8 7.2 24.8 24.0 39.2 100.0 Valid Percent 4.8 7.2 24.8 24.0 39.2 100.0 Cumulative P 4.8 12.0 36.8 60.8 100.0

Figure 13: Organizational Culture- openness and trust

the figure represent good percentage that reflect the sense of openness and trust between employees and their agency, so does a feeling of community in the workplace, which creates a sense of commitment and belonging. Closely linked to community in the workplace is the concept of trust and openness, which reasons that the more employees realize what they would be giving up if they leave an organization, the more likely they are to stay. Efforts to enhance both openness and

29

trust culture include supporting activities that create personal connections, such as after-hour get-togethers and departments caring for employees during life crises. About 54.4% of private sector workers has agreed and strongly agreed that there is a fairness in treatment and respect in their organization an environment of openness and trust in is existed. However 30.4 % percent disagreed or strongly disagreed and 12.8 % of the respondent are neutral. The next table and figure present percentages.
Table 14: Organizational Culture- fairness and respect
Employees in my agency are treated with fairness and respect. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Missing Total 17 21 16 23 45 3 125 Percent 13.6 16.8 12.8 18.4 36.0 2.4 100.0 Valid Percent 13.9 17.2 13.1 18.9 36.9 Cumulative P 13.9 31.1 44.3 63.1 100.0

Figure 14: Organizational Culture- fairness and respect

30

The result of organizational culture shows that 56 % of workforce agreed and strongly agreed that their supervisor spend a good deal of time listening to their ideas. only 14.4 % percent disagreed or strongly disagreed and 29.6 % are neutral. The next table and figure present percentages.

Table 15: Organizational Culture- supervisor listening

Supervisors spend a good deal of time listening to employees' ideas. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 5 13 37 27 43 125 Percent 4.0 10.4 29.6 21.6 34.4 100.0 Valid Percent 4.0 10.4 29.6 21.6 34.4 100.0 Cumulative P 4.0 14.4 44.0 65.6 100.0

Figure 15: Organizational Culture- supervisor listening

31

Finally, the result of organizational culture shows that only 63.2 % employees agreed and strongly agreed that their supervisor have a style that empowers people to take responsibility and authority. 15.6 % percent disagreed or strongly disagreed and 15.2 % are neutral. The next table and figure present percentages.
Table 16: Organizational Culture- supervisor empowers
Supervisors have a style that empowers people to take responsibility and authority. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 10 22 19 45 29 125 Percent 8.0 17.6 15.2 36.0 23.2 100.0 Valid Percent 8.0 17.6 15.2 36.0 23.2 100.0 Cumulative P 8.0 25.6 56.8 84.8 100.0

Figure 16: Organizational Culture- supervisor empowers

32

The figure represent good percentage of agreement indicating well participation and supervisor empowerment culture. The authors argue that this culture allow employees to participate more in the decisions that affect them through additional responsibilities that provide creative challenges, such as private sector workers career ladders and work groups created to solve departmental problems. This fosters Indian private sector workers development and reinforces the link between the department and employees by demonstrating the value of the organization for them and their abilities.

E. CAREER PLANS
When asked about future career plans, 5 % present of workforce said they planned on retiring or leaving state employment within 1-2 years, and an additional 14% said they planned to leave state employment within 3-5 years. Another 23% said they planned to leave within 6-10 years. Roughly 83 % indicated that they had no plans to leave or retire from State employment within the foreseeable future. Reasons given for their intentions of leaving within 5 years included: salary, lack of promotional opportunity, the length of time it would take to get from a grade to higher grade within their organization, and lack of meaningful professional development. The result of career plans shows that the workforce aimed to build long-term relationship and developed their career in the private sector. This could be explain that private sector in provide good retention to their employees that lead to improve their existence as well as their satisfaction. The eighty-three percent presented high awareness of the importance of retention to the private sector organizations. Figure 6 graphically present the result of career plans for workforce.

33

Figure 17: workforce career plans

Careful career development and planning, as well as the more typical rewards and incentives, can be powerful retention tools. The result of the current study indicate clearly high retention efforts provided private sector in to retain workforce, thus, high percentage of career plan to exist in the state of employment are not surprising. In general we can say that the result of career plan give good indication of the high efforts of private sector to retain and build long-term relationship with their private sector workforce. thereby, the authors argue that the 23 percent of workforce who intended to leave the state of employment within 6-10 years are not necessary related to the inefficiency of human resource management in the private sector to improve employee retention but may be related to private sector workforce long-term life planning.

34

CHAPTER V DISCUSSION
In this chapter, the authors discuss the main retention factors to the private sector workforce. Private sector currently provides numerous benefits or practices attractive to workforce. Some are negotiated benefits and some are optional and may vary by agency and bargaining unit. Prior literature shows that HRM practices in compensation and reward sharing can lead to reduced turnover, improve the quality work, and better financial performance (Arthur 1994; Delaney and Huselid 1996; Huselid 1995 and MacDuffie 1995; Meyer and Allan 1991). The finding of this study assist literature as it indicated that incentive compensation is one of the best method which is used to reduce the problems surrounding the effort to retain employees. By aligning the interests of the employees with the owners of the firm through pay incentives, the agency problems of excessive perquisite consumption, shirking and poor in vestment decision making may be reduced. Incentive pay may also give the employee the incentive to stay in the organization, provide a competitive wage so the employee is paid fairly, and encourage the employee to comply to organizational practices. In addition to using pay incentives to reward the employee for reaching company goals and demonstrating loyalty to the organization, efforts can be made by the organization to improve job sat is faction. This may also in crease the numbers of talented employees who stay in the company. Incentive pay may consist of cash bonuses for employees upon reaching pre determined goals. The bonus is normally tied to accounting measures and many times specifically to the employees job area.

35

The study also indicate that sharing responsibility by private sector workforce is an other type of pay incentive. It in essence makes the employee a involve and have empowerment to aligning the interests of their organizations. Employee involvement can come through openness and trust culture, which lead to improve the organizational environment and cultures and build long-term relationship and belonging to sense to the employees. So far, we can say that some compensation that provided by private sector in Kuwait is not being specific enough to truly motivate the employee to work hard (e.g. retirement plan). The result of this study indicates that private sector should improve retirement plan as to motivate employees and reduce agency costs and retention problems. Indian Private sector workforce clearly explains that in order to develop their intention such compensation should be meet their satisfaction. One possible way to reduce the short comings of each pay component is to pay organization employees with a combination of bonuses, extra compensation and salary. An adequate base salary al lows the organization to compete for talents in the labor market effectively. Including bonuses as a part of an employees compensation package off sets the problems of employee retention and also may motivate employees to focus on long-term relationship and high performance while they conduct their work. The authors argue that cash bonuses based on specific performance of the employee motivates the employees not to sit back and relies on other productive colleagues. This may be the reason that employees in many organizations have complex pay pack ages. Pay incentives will help align the employees interests with those of the organization's owners and efforts to improve job satisfaction through employee autonomy, training, and pleas ant working conditions will help retain talented

36

Employees. But be cause of asymmetric in formation it may be difficult to en courage poor per formers to leave the organization. Better monitoring of employees through audits and surveillance may help distinguish productive from non productive employees. Besides using compensation, retaining skilled employees may also be accomplished through improving organization culture. Management can give capable employees the autonomy in their job functions, and they can give them meaning full assignments as well. Manager should allow partially- their employees to be involved in the decision making for their area of expertise. Improving the working conditions can also inveigle productive workers to exist in their organization and reduce their turnover. In addition to compensation, the study shows that offering these talented employees training to keep them current on their job functions and allowing them to have the opportunities to develop their skills can also be utilized to improve employee satisfaction with the organization (Rice, Gen tile, & McFarlin 1991).
One retention strategies that the authors argue its importance to increase selfactualization through education. Most of organizations in private sector in Kuwait now reimburse tuition for employees; other organizations use other methods to support education in an effort to increase workforce job satisfaction. the authors suggested that Indian private sector organizations may provides a week per year for education away from the facility as private sector workforce are paid both time off and tuition. Another suggestion is to provide a day off every four weeks for education. These programs allow private sector workforce the opportunity to develop their skills and to bring new ideas and concepts back to the department that can be used to improve their workplace. Taking this proactive stance toward

37

Education would yield the same results, giving private sector workforce more say in departmental decisions because of their expert knowledge and increased satisfaction with their current workplace. Finally, the current study has found that private sector workforce workers for a schedule that fits their needs. A department that offers a variety of schedules increases its appeal to a wide spectrum of staff. Both flexible and self-scheduling are significant ways to increase worker satisfaction. These methods go beyond simply letting an employee pick the schedule that is best for him from existing options; they allow employees to self-determine their schedule by providing the latitude to individually tailor their work hours. Indian private sector workforce wants jobs that accommodate their family needs and personal activities. The finding of the current study assisted by many finding who argue to minimize, if not eliminate, shift rotation and allow creative and flexible staffing arrangements that are tailored to meet staff needs. These innovative scheduling methods allow employees to adjust their work schedules to the rest of their lives, resulting in improved job satisfaction and job retention (AFSCME,2009).

38

CHAPTER VI SUMMARY AND CONCLUSION

This chapter intended to summaries the main finding. It divided into two sections, Section one presents recommendation of the research and section present suggestion for future studies.
The heart of this study has been to explore Indian private sector workforce. The literature shows that retention factors are critical and should
be well addressed by any organization in order to meet its goals and objectives.

The result of benefits retention factors shows that the salary and compensation were rated as most important to the private sector workforce in followed by leave benefits and differed compensation. The items needed to be improved in private sector are retirement plan and the employee assistance program. Improving these benefits will improve private sector workforce retentions and thus ensure meeting organizational goals and objectives. Other objective of this study is to explore the retention strategies which are a priority for Kuwait private sector organizations. The literature emphasis that retention strategies must be broad and varied to address the variety of reasons private sector workforce leave private organizations. The value of creating diverse strategies should manifest itself through increased employee satisfaction and an increased sense of belonging to the organization. The result of strategies factors shows that the three strategies rated most important to private sector workforce are rewards and recognition, annual performance appraisal and training opportunities. Telecommuting/Work at Home, voluntary Reduction in Work Schedule and alternative work schedule were rated as least important.

39

The result of organizational culture shows that Sixty-five percent of Indian private sector workforce agreed or strongly agreed that supervisors in their agencies discussed development plans with employees at least every six months. Fifty-one percent of private sector workforce agree and strongly agreed that they are often given the opportunity to be part of task groups and assignments outside of their core job responsibilities, while twenty-four percent Kuwait private sector workforce disagree and strongly disagreed with this statement. The study indicated high percentage of agreement of private sector workforce in who believe that that their organization has a career development program that helps to become more aware of and responsible for their career development, while thirty percent are disagreed and strongly disagreed. Almost have of the population sample of private sector workforce agreed that the working on a new project was an open process with few barriers while thirty-six percent are nature and nineteen percent disagreed strongly or disagreed with this statement. More than half of private sector workforce agreed that supervisors communicate effectively with employees. While only six percent of the sample disagreed and the rest are nature with that statement. Fifty-nine percent of private sector workforce agreed or strongly agreed that their agency had a culture that recognizes and values diversity, while only seven percent disagreed or strongly disagreed and thirty-one percent are neutral related to this statement.
Sixty-three percent of private sector workforce agreed or strongly agreed that in their organization an environment of openness and trust in is existed. Only twelve percent disagreed or strongly disagreed and twenty-four percent are neutral. About fifty-four percent of private sector workforce in has agreed and

40

Strongly agreed that there is fairness in treatment and respect in their organization an environment of openness and trust in is existed. However thirty percent disagreed or strongly disagreed and thirteen percent are neutral. Half of private sector workforce agreed and strongly agreed that their supervisor spend a good deal of time listening to their ideas, only fourteen are percent disagreed or strongly disagreed and thirteen percent are neutral. Finally, forty-three private sector workforces agreed and strongly agreed that their supervisor have a style that empowers people to take responsibility and authority, while fifteen percent disagreed or strongly disagreed and thirty-one are neutral. The result of private sector workforce career plan shows that high percent (eightythree) of private sector workforce had no plans to leave or retire from State employment within the foreseeable future, twenty-three percent are planned to leave within 6-10 years, fourteen percent private sector workforce are planned to leave state employment within 3-5 years, and only five present private sector workforce are planned on retiring or leaving state employment within 1-2 years.
In summary, the purpose of this study was to explore how private sector workforce dealing with the concepts of employees retention. The study found high efforts provided by private sector to attain and attract existed employees. Employees who have high retention factors have good and long-term relationship with his agency, this explains the high percentage of why workforce has no intention to leave their organization and have long-term career plan. The importance of this study can be viewed from two dimensions: theoretical contributions and practical implications. Theoretically, the study fills an important gap in the literature; that is, exploring private sector workforce retention factors.

41

Therefore, the findings of this study can add to the existing body of the literature and can serve as a starting point on which future studies can be built. On the practical side, this study can help the top-management decision makers of private sector to enhance the major factors that may better develop their employees retention and thus meeting organizational goals and objectives. Such information should help human resource management of private sector in devising appropriate human resource strategies for attaining and attractingIndianprivate sector workforce.

FUTURE RESEARCH
For future research, the relation between private sector workforce retention and their satisfaction need to be focused and studied. Our results revealed that although private sector workforce tended to think that satisfaction and retention are enhanced in similar ways, there were wide differences between how individual employees perceived the two concepts. Questioners may be develop to give deep understanding of private sector workforce feeling toward their agencys and their expectations when they conducted the work of private sector. For example, what were the expectations you had when you first came to work for the private sector that havent been met yet? Are the reasons you are staying with private sector different than the reasons why you first came to? Finally Demographic factors were among the most common predictors in the turnover literature. (Jinnett and Alexander 1999; Miller and Wheeler 1992). Further studies may need to classify the sample by employee position, income, nationality, gender and age.

42

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A-Employee Retention Survey

Please rate the following benefits of state employment on a scale of 1 to 5, where 1 = not at all important and 5 = very important.
Not at All
Important

Not Very
Important

Neutral

Somewhat
Important

Very
Important

Salary and Compensation Leave benefits (including sick, vacation, personal, paid holidays) Retirement plan Health and related benefits(health insurance, vision,dental, prescription)

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

Deferred Compensation Employee Assistance Program

1 1

2 2

3 3

4 4

5 5

B. Strategies
Please indicate if any of the following strategies are available in your agency. Then rate how important each item is to you, whether it's available or not, on a scale from 1 to 5 where 1 = not at all important and 5 = very important.
Not at All
Important

Not Very
Important

Neutral

Somewhat
Important

Very
Important

Alternative Work Schedule Voluntary Reduction in Work Schedule Telecommuting/Work at Home Wellness Programs Mentoring/Coaching Job Rotation and New Assignments Help with career planning On-site day care Rewards and recognition (e.g., service awards, employee of the year) Employee Suggestion Program Education opportunities Training opportunities - job related Annual Performance Appraisal

1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5

C. Organizational Culture
Please rate the following statements on a scale of 1 to 5, where 1 = strongly disagree and 5 = strongly agree.
Strongly Neither Strongly Disagree Disagree Agree nor Agree Agree Disagree Supervisors in my agency sit down with employees and discuss their development plans at least every 6 months.

Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities. My agency has a career development program that helps people become more aware of and responsible for their own career development.
Working on a new projector assignment is an open process with few barriers

1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5

Supervisors communicate effectively with employees. My agency has a culture that recognizes and values diversity

There is an environment of openness and trust in my agency. Employees in my agency are treated with fairness and respect Supervisors spend a good deal of time listening to employees' ideas. Supervisors have a style that empowers people to take responsibility and authority.

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E. Career Plans
As you think to the future, which of the following best describes your career plans at this time? Retire or leave State employment within 1-2 years Retire or leave State employment within 3-5 years Retire or leave State employment within 6-10 years No plans to retire or leave State employment in the foreseeable future .

F. Demographics
Please provide us with the following demographic information (All responses will be kept confidential and reported in the aggregate only Age: Gender: Years of Service: 18-25 Male 0-5 6-10 26-35 36-45 Female 11-15 16-20 21-25 over 25 46-55 over 55

General Comments: Please note any other comments you have that weren't addressed in the sections above:

THANK YOU

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