Executive turnovers in the company will be further

Executive Summary

This
study evaluated the case of Red Velvet Event Management with the objectives of
identifying different factors that are affecting and aggravating employee’s
turnover. This study gives a focal point on attaining vital perceptions from
past employees of the company. The decision to settle on targeted respondents was
based on the need to propagate honesty in the responses. A mixed research method
was employed to define the situation. With the implementation of both
probability and non-probability sampling used to choose respondents and data collection
was from both the quantitative and qualitative methods. Thus, an interview, a questionnaire
was used to gather the desired data. The findings of the study show the terms
of employments, remunerations and salaries, work overtime, lack of result focused
motivation, workplace settings are factors affecting employee’s turnover in the
company. Hence selecting the right people, considering more than skills and
experiences for any position. Incentivizing effectively like offering
individual bonuses that encourages good work. Open and effective communication
systems that gets regular feedbacks from employees. Provision of personal and
professional growth opportunities. Offer performance feedbacks and praise good
efforts. Encouraging a good work-life balance are among the provided
recommendations.

Keywords: employees, turnover,
motivation, human resource frame.

 

 

 

Chapter One: Introduction

1.1 Background of the study

 With the
rapid global changes, there are change effects in organizations and also the
employees in it. The employee turnover is one of the major and rational issues
to organizations, and one that needs stern attention. It has some significant
effects on organizations; as new employees must be hired, go through some
compulsory training(s), considering the time be effectively productive. Staffs
turnover is a warning sign of low morale due to lack of motivation i.e.
incentives, promotions, salary increment etc. Motivation on the other hand is a
topic that has been extensively researched since the twentieth century with
first motivational theories, Maslow’s hierarchy of needs (1943), Herzberg’s
two-factor theory (1959) and Vroom’s expectancy theory (1964).

 The
subject is analyzed through my time at a previous work experience. Initially
there was no problem not until time to be paid salaries, then there comes
disappointments, complaints, and slight grudges. Even though the company had a black and white contract on the job and
its rewards i.e. salaries but there were contradictions. Hereafter, this case
will be presented in detail and the impacts of high employee turnovers in the
company will be further elaborated. Finally, the issue will be assessed in
terms of the human resource frame.

 

1.2 Problem Statement

      
According to (Porter and Steers, 1973) the issue of met
expectations was essential to the person’s decisions to resign from a company.
Each employee has his or her own set of expectations upon arriving a company.
Should these expectations not be met, the individual will become displeased and
consider resignation. However (Mobley 1977) advocated that an adverse assessment
of the current job may lead to discontent, thoughts of quitting, and an evaluation
of job seeking expectation utility and incurred cost of quitting. My previous
job made me to understand how the company managed. There were high employee
turnovers in space of 6-10 months of a year and the possibility to seek a
replacement on a vacant job tends to be a protracted and tedious.

      
Instances of understanding your job scope and duties with salary
benefits serves as a motivation to work. In my case, we agreed on increment of
salary after 3 months of probation. On the fourth month, the agreement was
breached, reason been with claims from the employer of unsatisfactory work and
efficiency. Whereas I deal with the client directly (Nestlé Malaysia) and they are absolutely satisfied and pleased with
my work and performances. A big project of the Maggi Media Launching held at CityOne Kuching on 29th
April propelled me to arrive at the office by 6.30am to work on designs for
layout production. I was displeased and after some complaints to fellow
colleagues, they shared similar ordeal experienced.

In
addition, the inability to increment on the salary was not the issue. Almost
every month, I’m paid later than my colleagues. There are constant reminders to
make sure there are not any delays on my payment. These little actions grew
over time that I felt unsatisfied with the job, even though my work was done
wholeheartedly. I opt to seek other job opportunities both locally and
overseas, the sense of non-belonging, racial profiling became noticeable till I
decided to leave the company. With reference to employee turnovers, I observed
a total of 5 employees resigned

 

1.3 Main questions:

·              
What are the major factors contributing for
employee turnover in the event company?

·              
What are the effects of employees turn over on
the company?

·              
Does the event company have any measures that moderates
staff’s turnover?

1.4 Precise questions:

·        
How does the human resource frame play a role
in the avoidance of employee turnover and retention?

1.5 Objectives

The
overall objective of this paper is to recognize the diverse factors that affects
and aggravates employees’ turnover in the company and to suggest indicative
recommendations.

1.6 Significance of Study

 This
research is of great significance as it will identify the various reasons why
there are high employee turnover rates within the event company. The company can
identify the affected areas by reducing high employee turnover rate, redeeming the
resources spent in job replacement and training. Employees will benefit as organizations
will focus on developing a retention strategy to encourage employees to stay by
various incentives like motivation, empowerment, bonus plans, training and education
etc. The findings will be added to the area of employee’s turnover and the
application of the reframing perspective – human resource frame to allay the
issue.

 

 

 

1.7 Limitation of the Study

The
study is only limited to my experience working at Red Velvet Event Management
and that it did not present similar case for other event firms. Few existing
employees were selected as respondents and key informant interviews inclusive
of employees even more specifically the execs who has left the company as this
would give more exposition on their motive to leave the company. Also, to fill
the gap of secondary data which they have filled on permission were referred.

1.8 Organization of the Research Paper

Due
to the limitation in the word counts for this report, this paper is organized
into five brief chapters. The first chapter -introduction presents the background, problem statement,
objectives, limitations of the study. The second chapter -literature review addresses both empirical and theoretical facts.
The third chapter discussed methodology employed
and embraces data collection methods, sampling frame and techniques. Chapter
four gives the findings and discussions. Finally, chapter five shows conclusion
and recommendations.

 

Chapter Two: Literature Review

2.1 Human Resource Management

According to (Storey, 2001), human resource
management is an idiosyncratic method to employment administration which seeks
to attain viable gain through the tactical disposition of an exceedingly dedicated
and capable work force, using an integrated array of cultural, structural and
personal techniques. This paper explores the use of reframing, the perspective
that organization can be viewed using the Human Resource Frame.

 

 

2.2 The Human Resource Frame

(Bolman
& Deal 2013, p.101) states that the human resource frame focuses mainly on
the people. This method accentuates support, empowerment (conceivably over dispersed
leadership system), employee personal and professional development, and
responsiveness to employee needs. A focus on people works well when employee
morale is in consideration and when it is relatively at little conflict.

2.2 Employee Turnover: Definition

According
to the (Cambridgeorg, 2017), employee turnover is the rate whereby workers
leave a company and are replaced by new employees. Employee turnover is measured
to be one of the persevering hitches in organizations (Armstrong, 2004). In
most formal organizations, employee turnover is inexorable. Based on this
issue, employee turnover can be classified into five categories: Functional and Dysfunctional, avoidable and
unavoidable, voluntary and involuntary, internal and external, skilled and
unskilled turnover.

2.3 Causes and inducing factors for turnover

Turnover
arises from the discontent of job place for any employee. Being dissatisfied in
a job is not the only reason why people leave one company for another. If the
skills that they possess are in demand, they may be lured away by higher wages,
bonuses and better benefits and or better personal and professional growth
potential. That’s why it is important to know and recognize the difference
between employees who leave the job because they are saddened and those who
leave for added reasons. There are number of factors that contribute to
employee turnover. I shall explore only three factors in brief details:

               
i.       
Unequal
or deficient wage arrangements – inequality in wages plan is a
major cause of discontent and can drive the notion to quit. Since money is an
asset, a need, sensitive and mode of motivation it can be a means to an end of
a job. This was a case I experienced as the proposed wage increment after three
months of probation wasn’t attained. Rather was prolonged to couple more months
which lead to my resignation.

             
ii.       
Feeling
unacknowledged ? since employees are willing to do a good job,
it follows that they also want to be appreciated and validated for their works.
There were cases where I wasn’t appreciated for my designs and inputs for the
project layouts and production rather it was overlook regardless of the extra
unpaid hours.

            
iii.       
Incongruity
between the employee’s skills and the job scope?
Employees who are placed in jobs that are too challenging or whose skills are
under-utilized may become dispirited and resign. Since the event industry is a
tactical one and things are done in briskness and dash; there was an instance
whereby I did designs jobs that wasn’t inclusive to my job scope as initially
stated.

 

Chapter Three: Methodology

The
approach employed will be the mixed research to generate rich data from
multiple sources, which are both quantitative (primary data from survey
questions) and qualitative (secondary data from interview). I am interested to
present the employees view towards the motive for turnovers in the event
company. In addition to this, the paper will offer ingenious acumen into what
actions companies in the event industry should take to improve their employee
retention rate.

3.1 Data Collection Method

Required
data were collected from both primary and secondary sources, which supplement
each other. To gather primary data and or survey questionnaire. Thus, interview
of key informant like the execs, who are working directly with the management
of the company was conducted. To gain
a broader audience, an online questionnaire was considered as an appropriate
data collection process.  This was made accessible
to participants who had previously worked in the event company for a year. The
major benefit of using questionnaires to collect information is that feedbacks are
given on questions asked. The information is precise, thereby refining its
efficiency in the research process. In addition, it is a rational way of collecting
information compared to other approaches like interviews, whereby a lot of expenditures
may have to be incurred (Johnson and Turner, 2003).

3.2 Sampling Frame

Sampling
is the act, process, or technique of choosing suitable sample, or a
representative part of a statistical population consisting of research
respondents for the purpose of determining parameters or characteristics of the
respondents. (Mugo F, W. n.d.a).  The
sampling for this study will be the past and reachable employees from Red event
management company.

3.3 Sampling Technique

This
study employs both probability and non-probability sampling is used to select
study respondent. It is purely voluntary. The study respondents with different
positions of the company were selected on purpose.

 

Chapter Four: Findings and discussion

This chapter
focuses on critically analyzing the results obtained in this research. It will
present the results in a systematic method, making it easier to gather solid
and informed conclusions pertaining to the issue of high employee turnover
rates within Red Velvet Event company. Vital primary data were collected from
the 8 participants who volunteered to participate in the research. The
questionnaires did recorded well in sourcing this data from the participants
and thus enabling its use in determining the original factors behind the high
employee turnover rates. Below is a brief presentation of the results obtained
from each question after the participants offered their insights through the
questionnaires. There was a total of 6 respondents in the research all of whom
were previous employees within the company of whom I was able to get.

Most
of the respondents are male with a 2:1 ratio as compared to the female respondents
and the dominant age group is from 23-30 years. Most of the employees are young
adults and even the CEO is just 28years. The monthly income categorizes from
RM800-RM3000 exclusive of the interns who gets RM400. One
of the key informant shared he works closely (mediator) with the CEO and the
client. There was an agreement on getting new clients and sharing the profits
but this was breached after couple months even after constants and reminders
but no avail. He has attracted a lot of big clients to the company and the CEO
didn’t keep to the part of the deal, resulting to his resignation and joining a
better event company and now they are rivals.

Moreover,
of the participants, some stated that an increase in pay would have definitely
made them stay in the company. This indicated that there were major issues with
level of pay these respondents received and in some cases, there were
deductions where necessary. Others stated career advancement would have made
them stay as this shows barriers to their career goals. They just did the job
for the money in mind and therefore waiting for perfect time to resign. Lastly,
few mentioned more flexible hours as they have to work everyday including
weekends without any incentives as motivation.

 

Chapter Five: Conclusion and Recommendations

5.1 Conclusion

This paper has pointed out to the existence of factors
that contribute to the high employee turnover rate in the event company. The business
of the event company is solely based on the human resources, but still the
turnover is high. This study shows that the factors affecting employee’s
stabilities are internal. Firstly, there was the lack of motivation from the chosen
respondents. Motivation is needed to improve their performances as well as
instill some vital skills that comes conveniently in their task executions. There
is lack of equality amongst staffs; as some get special treatments, improper
arrangement of logistics for staff, paucity of recognition and encouragement
for good job performances and or poor communication internal factors whereby
information isn’t properly shared. Remunerations such as bonuses, incentives,
incomes etc. in some cases weren’t met. There are concerns over salary they
received and manner in which they received it. This applies in my case of late
disbursement of salary. It negatively impacted on my dedication to my job. The
company should revisit the employee remuneration packages offered. An adequate
pay should be awarded according to their work input.

5.2 Recommendations

It
is important to implement practicable strategies at least to reduce observed
problems. Although the information retrieved was quite useful, it was based on
accounts given by past employees. Efforts started by the company isn’t enough
to curb turnovers. Hence, special attention should be given to human resource
development and staff benefits through revising benefits packages. Here are
some recommendations for the company to better prevent employee turnovers:

·        
Selecting the right people at the initial place
via behavioral testing and competency screening. With consideration of more
than just skills and experiences for any positions.

·        
Effective incentivizing employees that
encourages good work like rewards, individual bonuses etc.

·        
Creation of open and effective communication by
providing ways for employees to give feedbacks, pulsing surveys as it can point
problems as it is and immediate response is delivered. This shows that they are
valued and their voices are heard

·        
Provision of personal and professional growth
opportunities through trainings and education, challenging work and
responsibility. This could motivate employees which may lead to good business
outcome.

·        
Offer performance feedbacks and praise good
efforts. People want to know their work makes a difference, thus serves as a
great form of employee fortification and retention.

Encouraging a good
work-life balance. Most companies expect staffs to be available 24-7 regardless
of the allocated work times this is due to the far-fetched connectivity to the
internet. This isn’t principled and justifiable but should encourage
disconnection from work regularly.