Provide details of the industry partner including name of the organization (Company X if you do not want to disclose the name), which specific branch (if this organization has multiple branches), industry in which it operates, how many it has been operating, number of employees, turnover and your relation with this organization. Describe the research problem you are seeking to resolve Provide some statistics (e.g. annual sales for last couple of years if decline in sales is the problem) to explain the seriousness of the problem. Explain why is it important to investigate the problem The discussion of a research problem may extend over several slides.
Present your aim It should be closely related to the research problem. For example, if the research problem is declining sales, research aim can be ‘to identify the potential causes of declining sales in organisation X, and make appropriate recommendations that will help the organisation to increase its sales’.
According to Cheruiyot, Geoffrey and Kemboi, leadership style, organizational justice, employee engagement factor and high performance factor affects employee turnover within the organization (Cheruiyot, Geoffrey and Kemboi 2017). Long, Thean, Ismail and Jusoh says that staff turnover is an serious issue faced by the human resource management. staff turnover incurs high cost to the organization in the form of both direct and indirect cost. It affects the productivity and the quality of the product or service served by the Organization (Long et al. 2012)
As in the opinion of Long, Perumal and Ajagbe, employee turnover is an essential factor that need to be handled by the Human resource management. it can be managed by focusing on the areas such as individual indifferences, skills development and retirement benefits productivity and competitiveness (Long, Perumal and Ajagbe 2012).
Employee turnover is a result of organizational factors that cause employee to resign from their job role. it also showed that positive business outcomes influence the positive employee attitudes and behavior as highlighted by Koys (Koys 2001). Egan, Yang and Bartlett, have highlighted that learning organizational culture is related to employee satisfaction and motivation and in addition, turnover intention is a result of negative influence by organizational learning culture and job satisfaction (Egan, Yang and Bartlett 2004).
Kashyap and Verma, have found that employer branding dimensions mainly social value and development value are essential factors that have a negative impact over employee turnover intentions. by improving the talent management concept the rate of turnover can be reduced (Kashyap and Verma 2018). There are certain external nd internal variables that results into job stress for the employees. it is another factor that contributes in employee turnover retention according to Çelik (Çelik 2018).
Isik and Hamurcu states that emotional labor behavior is correlated to job stress and intention to leave the job (Isik and Hamurcu 2017). Bulitia, Wanjala and Mwangi stated that employment policies are also an important factor that provokes employee turnover. However, sharing of information and effective communication can reduce employee turnover (Bulitia, Wanjala and Mwangi 2018).Akther and akter, states that 5 dimensions namely burnout, job satisfaction, turnover intention, organizational commitment and job pressure leads to job stress resulting into employee turnover (Akther and akter 2017).
Akther, s. And akter, s., 2017 factors influencing job stress in privatized banks of bangladesh. Bulitia, G., Wanjala, J.W. and Mwangi, G.W., 2018. Knowledge Management As A Tool For Employee Retention In Saccos. Çelik, M., 2018.
The Effect of Psychological Capital Level of Employees on Workplace Stress and Employee Turnover Intention. Innovar: Revista de ciencias administrativas y sociales, 28(68), pp.67-75. Cheruiyot, J.K., Geoffrey, K. and Kemboi, A., 2017 effects of empolyee engagement factors on staff turnover in the hospitality industry: a survey of rated hotels in uasin gishu county. Egan, T.M., Yang, B. and Bartlett, K.R., 2004.
The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human resource development quarterly, 15(3), pp.279-301.