Project File Details


Download the complete business administration and management project topic and material (chapter 1-5) titled ENSURING EMPLOYEE RETENTION AT THE WORKPLACE – THE CASE OF NON-TEACHING STAFF OF ACHIMOTA SCHOOL here on PROJECTS.ng. See below for the abstract, table of contents, list of figures, list of tables, list of appendices, list of abbreviations and chapter one. Click the DOWNLOAD NOW button to get the complete project work instantly.

3,000.00

Download the complete business administration and management project topic and material (chapter 1-5) titled ENSURING EMPLOYEE RETENTION AT THE WORKPLACE – THE CASE OF NON-TEACHING STAFF OF ACHIMOTA SCHOOL here on PROJECTS.ng. See below for the abstract, table of contents, list of figures, list of tables, list of appendices, list of abbreviations and chapter one. Click the DOWNLOAD NOW button to get the complete project work instantly.

 

PROJECT TOPIC AND MATERIAL ON ENSURING EMPLOYEE RETENTION AT THE WORKPLACE – THE CASE OF NON-TEACHING STAFF OF ACHIMOTA SCHOOL

The Project File Details

  • Name: ENSURING EMPLOYEE RETENTION AT THE WORKPLACE – THE CASE OF NON-TEACHING STAFF OF ACHIMOTA SCHOOL
  • Type: PDF and MS Word (DOC)
  • Size: 984 KB
  • Length: 86 Pages

 

ABSTRACT

Retention of key employees is critical to the long-term health and success of any organization. It is a known fact that retaining your best employees ensures customer satisfaction, increased product sales, satisfied colleagues and reporting staff, effective succession planning and deeply embedded organizational knowledge and learning.
The specific objective of this study or research was to identify the factors that causes turnover of non-teaching staff and the inability of the Ghana Education Service to retain its employees (non-teaching staff), to explicitly explain the reasons for their leaving and at its tail end provided measures on how retention can be ensured to improve performance.
The research has been done using descriptive research design. Primary data for the present research study was collected through unstructured interviews of the employees and observation. Besides, secondary data was collected through various research journals & papers on the same topic. Information regarding new approaches and strategic development in the field was collected from the internet and reference was taken from the books of some renowned authors. The findings of the researcher based on the research questions on the models adopted were that; workplace relationship, communication, morale and motivation, work organization, capacity and capability and leadership were found to be negative in the organization.
Therefore the researcher recommends that, there should be a culture of open communication that enforces loyalty among employees which tends to keep employees informed on key issues. Also, there should be a career path for employees in the organization among others.

 

TABLE OF CONTENTS

LIST OF TABLES……………………………………………………………………………………………………….. vii
LIST OF FIGURES …………………………………………………………………………………………………….. viii
ABSTRACT ………………………………………………………………………………………………………………… ix
iii
CHAPTER ONE: …………………………………………………………………………………………………………… 1
INTRODUCTION …………………………………………………………………………………………………………. 1
1.0 Research Background ……………………………………………………………………………………….. 1
1.1 Statement of problem ……………………………………………………………………………………….. 4
1.2 Purpose and Objective of the Study …………………………………………………………………….. 5
1.2.1 The General Objective …………………………………………………………………………………… 5
1.2.2 Specific Objectives ………………………………………………………………………………………… 5
1.3 Research Questions …………………………………………………………………………………………… 6
1.4 Significance of the Study …………………………………………………………………………………… 6
1.5 Research methodology …………………………………………………………………………………………… 7
1.6 Research Limitations ………………………………………………………………………………………… 7
1.7 Scope of study ………………………………………………………………………………………………….. 7
1.8 Chapter Outline ………………………………………………………………………………………………… 8
CHAPTER TWO: ………………………………………………………………………………………………………….. 9
LITERATURE REVIEW ……………………………………………………………………………………………….. 9
2.1 Theoretical Framework ……………………………………………………………………………………… 9
2.2 Retention Factors for all employees ………………………………………………………………….. 10
2.2.1 Skill recognition ………………………………………………………………………………………….. 12
2.2.2 Learning & Working Climate ……………………………………………………………………….. 12
2.2.3 Job Flexibility ……………………………………………………………………………………………… 13
2.2.4 Cost Effectiveness ……………………………………………………………………………………….. 13
2.2.5 Training ……………………………………………………………………………………………………… 14
iv
2.2.6 Benefits ………………………………………………………………………………………………………. 15
2.2.7 Career Development …………………………………………………………………………………….. 15
2.2.8 Superior-Subordinate Relationship ………………………………………………………………… 16
2.2.9 Compensation ……………………………………………………………………………………………… 16
2.2.10 Organizational Commitment ……………………………………………………………………… 17
2.2.11 Communication: ………………………………………………………………………………………. 17
2.2.12 Employee Motivation ……………………………………………………………………………….. 18
2.3 Employee Retention Model ……………………………………………………………………………… 18
2.3.1 The objectives of employee retention model are as follows: ……………………………… 19
2.3.2 True Cost of Employee Turnover …………………………………………………………………… 19
2.3.3 Rationale for Turnover: ………………………………………………………………………………… 20
2.3.4 Value of Employee Retention Model ……………………………………………………………… 23
2.4 Success Mnemonic Model ………………………………………………………………………………. 25
2.4.1 Importance of Success Mnemonics ……………………………………………………………….. 27
2.5 Summary of Literature …………………………………………………………………………………….. 28
CHAPTER THREE ……………………………………………………………………………………………………… 30
METHODOLOGY ………………………………………………………………………………………………………. 30
3.1 Research Design……………………………………………………………………………………………… 30
3.2 Study and Target Population …………………………………………………………………………….. 30
3.3 Sampling Techniques and Sample Size ……………………………………………………………… 31
3.5 Data Collection Instrument and Method …………………………………………………………….. 32
3.6 Data processing and Mode of Analysis …………………………………………………………………… 32
v
CHAPTER FOUR: ………………………………………………………………………………………………………. 33
FINDINGS, ANALYSIS AND DISCUSSION………………………………………………………………… 33
4.1 Socio-Demographic Characteristics …………………………………………………………………… 33
4.1.1 Gender Selection …………………………………………………………………………………………. 34
4.1.2 Level of Education ………………………………………………………………………………………. 35
4.1.3 Job title ………………………………………………………………………………………………………. 36
4.1.4 Staff Designation …………………………………………………………………………………………. 37
4.1.4 Length of Service ………………………………………………………………………………………… 38
4.2 Employee Retention Analysis ……………………………………………………………………………….. 39
4.2.1 Research Question 1 ………………………………………………………………………………………. 39
4.2.2 Descriptive Summary …………………………………………………………………………………… 39
4.2.3 Workplace Relationships ………………………………………………………………………………. 39
4.2.4 Communication …………………………………………………………………………………………… 43
4.2.5 Morale and Motivation …………………………………………………………………………………. 46
4.2.6. Research Question 2 ……………………………………………………………………………………. 49
4.2.7 Work Organization ………………………………………………………………………………………. 49
4.2.8 Capacity and Capability ……………………………………………………………………………….. 52
4.2.9 Leadership ………………………………………………………………………………………………….. 56
CHAPTER FIVE …………………………………………………………………………………………………………. 59
SUMMARY, CONCLUSION AND RECOMMENDATIONS ………………………………………….. 59
5.0 Summary ……………………………………………………………………………………………………….. 59
5.1 Conclusion …………………………………………………………………………………………………….. 60
vi
5.2 Recommendations …………………………………………………………………………………………… 60
5.3 Suggestions for further Research ………………………………………………………………………. 63
BIBLIOGRAPHY …………………………………………………………………………………………………….. 65
REFERENCES …………………………………………………………………………………………………………. 70
APPENDIX I – QUESTIONNAIRES …………………………………………………………………………. 72
vii
LIST OF TABLES
Table 1: Gender Selection …………………………………………………………………………………………….. 34
Table 2: Level of education …………………………………………………………………………………………… 35
Table 3: Level of Education ………………………………………………………………………………………….. 36
Table 4: Staff Designation …………………………………………………………………………………………….. 37
Table 5: Length of Service ……………………………………………………………………………………………. 38
Table 6: Respondents Statistics of Workplace Relationship ………………………………………………. 40
Table 7: Percentage response on workplace relationship …………………………………………………… 42
Table 8: Respondents Statistics on communication ………………………………………………………….. 43
Table 9: Percentage response on communication ……………………………………………………………… 45
Table 10: Descriptive Statistics on morale and motivation ………………………………………………… 46
Table 11:Percentage response on morale and motivation …………………………………………………… 48
Table 12: Respondents Statistics on work organization …………………………………………………….. 50
Table 13: Percentage response on work organization………………………………………………………… 51
Table 14: Respondents Statistics on capacity and capability ……………………………………………… 53
Table 15: Percentage response on capacity and capability…………………………………………………. 55
Table 16: Respondents Statistics on leadership ………………………………………………………………… 57
Table 17: Percentage response on leadership …………………………………………………………………… 58
viii
LIST OF FIGURES
Figure 1: Gender Selection ……………………………………………………………………………………………. 34
Figure 2: Level of education ………………………………………………………………………………………….. 35
Figure 3: Level of Education …………………………………………………………………………………………. 36
Figure 4: Staff Designation of respondents ……………………………………………………………………… 37
Figure 5: Length of Service …………………………………………………………………………………………… 38
Figure 6: Percentage response on workplace relationship ………………………………………………….. 42
Figure 7: Percentage response on communication ……………………………………………………………. 45
Figure 8: Percentage response on morale and motivation ………………………………………………….. 48
Figure 9: Percentage response on work organization ………………………………………………………… 52
Figure 10: Percentage response on capacity and capability ……………………………………………….. 56
Figure 11: Percentage response on leadership ………………………………………………………………….. 58

 

CHAPTER ONE

INTRODUCTION
1.0 Research Background
Retention of key employees is critical to the long-term health and success of any organization. It is a known fact that retaining your best employees ensures customer satisfaction, increased product sales, satisfied colleagues and reporting staff, effective succession planning and deeply embedded organizational knowledge and learning.
The contemporary global economic environment has changed drastically and continues to do so. Social developments such as continuing globalization, technological innovation, and growing global competition place pressure on companies and emphasize their need to maintain their competitive edge (Burke and Ng; 2006), at least in part through maintaining the skill of their employees. Companies have to be able to anticipate technological innovation and be able to compete with other companies worldwide.
The CIPD (2004a) survey and Rankin (2003) show that retention is a problem with 77% and 55% of respondents reporting retention difficulties. In order to fully understand retention issues within an organization, there is a critical need to identify why people leave. It is useful to analyze the reasons for leaving and to identify the ‘push’ and ‘pull’ factors. Push factors are the less desirable dimensions of the job or organization that push people to look for a new employer and may include lower levels of pay, the nature of supervision, limited potential for progression, lack of training opportunities, limited availability of flexible working or an absence of employee voice mechanisms, lack of recognition, lack of career paths, etc. Pull
2
factors, in contrast, are those dimensions which are attractive in alternative employers and may include a desirable working environment, more convenient geographical location, an extensive range of benefits or an employer of choice brand.
In an intensely competitive environment where Human Resource managers are poaching from each other, organizations can either hold on to their employees tight or lose them to competition. Forgone are the days when employees would stick to an employer for years for want of a better choice. Now, opportunities abound. It is a fact that retention of key employees is critical to the long-term health and success of any organization. The performance of employees is often linked directly to quality work, customer satisfaction and increased product sales and even to the image of a company. Whereas the same is often indirectly linked to satisfied colleagues and reporting staff, effective succession planning and deeply embedded organizational knowledge and learning.
Employee retention matters as organizational issues such as training time and investment, costly candidate search etc. are involved. Hence, failing to retain a key employee is a costly proposition for any organization. Various estimates suggest that losing a middle manager in most organizations translates to a loss of up to five times his salary. This might be worse for BPO companies where fresh talent is intensively trained and inducted and then further groomed to the successive stages. In this scenario, the loss of a middle manager can often prove dear. (Shivangee Singh et. al; 2011)
Employee retention refers to policies and practices organizations use to prevent valuable employees from leaving their job. How to retain valuable employees is one of the biggest problems that pull out organizations in the competitive market place. Research has shown
3
that not long ago, organizations accepted “revolving door policy” as part of doing business and were quick to fill a vacant job with another eager candidate. Nowadays, businesses often find that they spend considerable time, effort and money to train an employee only to have them develop into valuable commodity and leave the organization for greener pastures and or better conditions of service. In order to create a successful organization, employers should consider as many options as possible when it comes to retaining employees, while at same time securing their trust and loyalty so they have less of desire to leave in the future.
Employee retention refers to the techniques employed by the management to help the employees stay with the organization for a longer period of time (Management study guide, 2009). Employee strategies go a long way in motivating the employees so that they stick to the organization for the maximum time and contribute effectively. Sincere efforts must be taken to ensure growth and learning for the employees in their current assignments and for them to enjoy their work.
Employee Retention has become a major concern for corporate in the current scenario. Individuals once being trained have a tendency to move to other organizations for better prospects. Lucrative salary, comfortable timings, better ambience, growth prospects are some of the factors which prompt an employee to look for a change. Whenever a talented employee expresses his willingness to move on, it is the responsibility of the management and the human resource team to intervene immediately and find out the exact reasons leading to the decision.
4
It is in view of this, the study is aimed at how non-teaching employees can be retained within the Ghana Education Service.
1.1 Statement of problem
In this continuously changing contemporary economy, companies have to be able to anticipate technological innovations and to compete with other companies worldwide. This need makes important a company’s ability to evolve through its employees learning and through continuous development. Securing and retaining skilled employees plays an important role in this process, because employee’s knowledge and skills are central to companies’ ability to be economically competitive.
However, the retention benefits arising from personal development offer new possibilities when attempting to enhance employee retention. This study also shows that individual differences influence employee retention. Leadership skills and seniority have a positive relationship with employee retention and the level of readiness and initiative regarding learning, are negatively related to retention.
Non-teaching staff in the Ghana Education Service of the Education Ministry lament at the rate they are being frustrated in the job. Heads of institutions intimidate non-teaching staff and not being accommodative enough to work with despite the suffering one goes through to give out what is expected of them in execution of one’s jobs. Also failure to provide a framework within which the staff perceives he can succeed. The ability of the worker to speak his or her mind freely within the workplace, lack of recognition, lack of respect, lack of career paths and many others.
5
More so, there is lack of conducive atmosphere which workers operate; lack of job security and proper logistics for workers to perform. Although, it is an undeniable truth that problems exist everywhere, especially where there are human interactions and activities, there is the need for the Ghana Education service to retain its non-teaching staff in ways to circumvent these problems. As much as it can be said that labour turnover affects or impacts on employee performance, the question is ‘to what extent can labour turnover affect performance?’ This research is therefore intended to find out the effect of employee turnover on performance at the Ghana Education Service.
1.2 Purpose and Objective of the Study
1.2.1 The General Objective
The main objective of the study is to critically analyze why non-teaching staff leave the service on the bases of workplace relationship, communication, morale and motivation, work organization, capacity and capability, and leadership. Also how best they can be retained to enable them achieve the goal of the education service as to why they employed them.
1.2.2 Specific Objectives
The specific objective of this study or research is to identify the factors that causes turnover of non-teaching staff and the inability of the Ghana Education Service to retain its employees (non-teaching staff), to explicitly explain the reasons for their leaving and at its tail end provide measures on how retention can be ensured to improve performance. It will also bring out suggestions if not solutions on how retention can be ensured in the education service.
6
1.3 Research Questions
The study responds to the following research questions in the achievement of the stated objectives:
1. What is the workplace relationship, communication and morale and motivation on employee retention at Achimota School.
2. What is work organization, capacity and capability and leadership on employee retention at Achimota School.
1.4 Significance of the Study
Ensuring employee retention in the Ghana Education Service and for that matter the non-teaching staff has become a great concern to the researcher and I deem it necessary to research into to be able to bring out possible or make suggestions on the high turnover.
This study is significant because workers (non-teaching staff) are employed to give out their best skills, knowledge or competencies only leave the job creating loopholes which result in poor performance in the workplace where they were posted to. This is really a bother that need serious attention since organizational issues such as training time and investment, costly candidate search etc. are involved. The study is to contribute to existing body of knowledge in the area of effect of employee retention and it is significant because to the G.E.S, it will give them insight on what can be done to retain their best employees. The findings and recommendations of the study will also be useful to other corporate institutions in designing employee retention programmes. To academicians, the research will also bring to the fore questions to expose gaps that would require further investigations.
7
1.5 Research methodology
This research is based on Primary and Secondary data. The primary data was collected through interviewing of section heads of the various units of non-teaching staff of Achimota School. Previous research finds on employee retention was also utilized. Articles and Literature reviews from various authors on the same subject of the study were used. Questionnaires were used for respondents to answer.
Data was finally administered and processed using Statistical Package for Social Scientists (SPSS) version 16.0 and Microsoft Excel. The research questions was examined using a descriptive statistics with mean scores.
1.6 Research Limitations
This was based on financial constraint and busy time schedule. Research on retention is an extensive area of study, therefore the researcher concentrated on the Ghana Education Service, (the case of Achimota School) Accra. Due to time constraint and lack of financial resource the student researcher could not go far in this study. There is also a challenge in work duties since the researcher is a worker and at the same time a student.
1.7 Scope of study
The study focused on employee retention and took an in-depth look into the Ghana Education Service, non-teaching staff in the case of Achimota School on retention of employees. The Ghana Education Service is selected since this will enable an in-depth investigation to be able to unearth the challenges and also seek to provide solutions or suggestions for the institution to curb the situation. With the scope narrowed to ensuring employee retention, the researcher
8
looked at the effects of retention of employees’ non-teaching staff to be precisely (the case of Achimota School) in Ghana Education Service. The heads of units drawn from Administration Department were the subjects whose responses were utilized to attain the objectives of this study.
1.8 Chapter Outline
This study was presented as follows: Chapter 1 dealt with the background of the study, highlighting the research problem and its challenges to carry out this study, the objectives and significance of the study. Chapter 2 reviewed the Literature on employee retention and turnover rates in organizations and their analytical models. The chapter 3 detailed the methods and data used in the study – thus, primary and secondary data and questionnaires administered to the staff. This would take the study to chapter 4 with data analyses. Conclusions and recommendations were covered in chapter 5.

GET THE FULL WORK

DISCLAIMER:
All project works, files and documents posted on this website, projects.ng are the property/copyright of their respective owners. They are for research reference/guidance purposes only and the works are crowd-sourced. Please don’t submit someone’s work as your own to avoid plagiarism and its consequences. Use it as a guidance purpose only and not copy the work word for word (verbatim). Projects.ng is a repository of research works just like academia.edu, researchgate.net, scribd.com, docsity.com, coursehero and many other platforms where users upload works. The paid subscription on projects.ng is a means by which the website is maintained to support Open Education. If you see your work posted here, and you want it to be removed/credited, please call us on +2348159154070 or send us a mail together with the web address link to the work, to [email protected] We will reply to and honor every request. Please notice it may take up to 24 - 48 hours to process your request.