The Factors Caused Extensive Level of Employee Turnover and Absenteeism Rate in Coral Bookmaker Shops - Research Paper Example

Research Project Table of Contents Task 2: Research Results 3 Task 3: Interpretation and Evaluation of the Obtained Research Results 16 Task 4: Explanation of the Research Outcomes with the Use of Statistical Tool 18 References 20 Appendix: Questionnaire 22 Task 2: Research Results The prime intent of this particular research study is to recognise and investigate varied organisational, work based and personal factors that cause extensive level of employee turnover and absenteeism rate in Coral Bookmaker shops in high street. In order to attain this particular aim of the research, pilot interview and questionnaire survey have been conducted by taking into consideration the viewpoint of the lower level workers and managers of Gala Coral Group Ltd with consideration to the store in high street . In this context, interviews have been with 10 managers of Coral along with a questionnaire survey with 35 lower level workers of the company. The following discussion provides a detailed understanding about the overall research findings as well as results in the form of gaining valuable responses or feedbacks from the selected respondents for the study i.e. lower level workers and managers. Based on the interview conducted with the managers of Coral, a brief idea has been ascertained about the reasons for high employee turnover rate, which facing by the company while executing its operational functions. In similar context, according to the responses gathered for question number 1 (refer to Appendix), most of the managers were identified to be working in the company for more than 4 years, while others have been associated with the same for a minimum period of around six months. This can be better understood with the help of the following diagrammatical representation: Figure 1: Working Period of the Managers As per the responses acquired for the 2nd question (refer to Appendix), maximum number of the respondents i.e. 4 out of 10 managers of Coral strongly agreed to the fact that the company experienced the problem of high employee turnover rate because of varied reasons like increased level of stress and work pressure. On the other hand, 3 respondents agreed to this statement and only one respondent provided a neutral viewpoint about the stated aspect. The remaining two respondents strongly disagreed the statement of the question in concern. A pictorial illustration of the responses has been provided below for better comprehension of the above stated subject matter of the study. Figure 2: Respondent’s Viewpoint about the Problem of High Employee Turnover Rate In relation to question number 4 (refer to Appendix), a majority of the respondents i.e. a total of 6 out of 10 strongly agreed and agreed to the fact that the company i.e. Coral underwent through the situation of high employee and also absenteeism rate of the workers. On the other hand, 2 of the respondents provided neutral viewpoints regarding the subject matter. Finally, each of the 2 respondents disagreed and strongly disagreed collectively that they have not found any instance wherein the company faced the problems of high employee turnover and absenteeism rate of the workers due to distinctive reasons. A clear and a better understanding can be made about the above depicted responses of the participants from the below presented pictorial illustration. Figure 3: Underwent with the Situation of High Employee and Absenteeism Rate by the Company With regard to question number 6 (refer to Appendix), maximum number of the respondents i.e. a total of 7 out of 10 respondents strongly agreed and agreed to the fact that the problem concerning high employee turnover and absenteeism rate of the workers do affect the productivity level of Coral by a considerable level. On the other hand, only 1 respondent was unable to depict exactly about the effects impose by high employee turnover and absenteeism rate on the company’s productivity level. Nevertheless, the other two respondents in a collective manner disagreed and strongly disagreed respectively to the above stated context. This can be better comprehended from the below portrayed diagrammatical illustration. Figure 4: Perception of the Managers Towards Affecting The Company’s Productivity by High Employee Turnover and Absenteeism Rate Based on the responses obtained from question number 7 (refer to Appendix), a majority of the respondents i.e. 8 managers belonging to Coral supported the fact that their company is adopting certain measures for lessening the problem about high employee turnover and absenteeism rate. The remaining 2 respondents, however, was not able to find any evidence wherein the company is engaged in adopting any sort of measure for lessening the above stated concern. A pictorial illustration has been depicted below for better comprehension of the stated context. Figure 5: Managers’ Perspective towards Adopting Measures by the Company in Lessening High Employee Turnover and Absenteeism Rate As per the responses for question number 9 (refer to Appendix), 9 out of total 10 participants i.e. the managers of Coral, strongly believed that the adoption of certain effective measures by the company would eventually aid in diminishing the problem of high employee turnover as well as absenteeism rate of the workplace to a certain degree. On the contrary, only one of the respondents does not supported in lessening the above stated problem within the organisation by adopting such measures. The responses of the participants concerning the aforesaid subject matter can be better understood with the help of the following diagrammatical representation: Figure 6: Managers’ Perspective towards Diminishing High Employee Turnover and Absenteeism Rate by the Adoption of Effective Measures Apart from gaining valuable feedbacks from the managers belonging to Coral, responses were also obtained from the other section of the respondents i.e. the lower level workers working within the company. In this regard, as per the data acquired for the 1st question (refer to Appendix), a better understanding regarding the opinions of the lower level employees of the company have been gathered. Based on the opinions provided by the respondents, it was observed that such workers of the company experienced problems regarding their job that mainly comprised heavy workload, extended working hours and poor working environment. Amongst these, maximum number of the respondents i.e. 16 out of 35 inferred that their job includes extended working hours. On the other hand, 9 and 10 respondents affirmed that their job is impacted by the factors of heavy workload and poor working environment respectively. A graphical representation has been depicted hereunder for better comprehension of the aforesaid subject matter. Figure 7: Opinion about the Job With regard to question number 2 (refer to Appendix), 12 out of 35 respondents opined that the generation of work stress is one of the main causes of absenteeism. Correspondingly, 9 of the respondents affirmed that the factor of absenteeism generally makes wider delays in the operations of the company which further impacts the overall performance of the unit by a considerable extent. 8 of the respondents stated that less turnover in terms of profitability is one of the major effects of absenteeism. More importantly, only 6 of the respondents opined that all the above discussed factors constitute the effects of absenteeism. This can be better understood from the following graphical illustration: Figure 8: Opinion about the Effects of Absenteeism In accordance with question number 3 (refer to Appendix), 24 out of total 35 participants responded that they feel excessive stress level in the company i.e. Coral and the remaining i.e. 11 did not supported the same. A graphical representation has been provided below for gaining better idea about the above stated aspect. Figure 9: Feeling of Excessive Stress Level Based on the responses for question number 4 (refer to Appendix), 11 out of 35 respondents remain absent for 2 days in a month within the workplace while 9, 8 and 7 respondents remain absent for 1, 3 and 4 days in a particular month respectively on an average. This can be better understood with the help of the following diagrammatical illustration: Figure 10: Longitivity of Remaining Absent In the Company in A Month In relation to question number 5 (refer to Appendix), maximum number of the respondents i.e. 9 and 8 respondents stated that the main reason for long absence in the organisation relates with family issues and personal problem respectively. Contradictorily other respondents claimed that factors such as social obligation and other reasons made them to have long absence. The following diagrammatical illustration would provide a better idea about the aforesaid subject matter: Figure 11: Reasons for Long Absence According to question number 6 (refer to Appendix), a majority of the respondents i.e. 12 out of 35 stated that high stress level eventually makes them to take leaves. However, other respondents i.e. 8, 6 and 9 of them considered health issues, poor working conditions and long working hours respectively as the factors that stimulate leaves within the workplace. A graphical illustration has been portrayed below for gaining a better idea about the aforesaid context. Figure 12: Reasons for Leave Based on the responses obtained for question number 7 (refer to Appendix), 9 out of 35 participants opined that fair working environment is being prevalent within Coral. On the other hand, 9 and 6 respondents stated that the company possesses fair and excellent working environment respectively. The following diagrammatical illustration provides a greater understanding about the stated context: Figure 13: Opinion Regarding Work Environment As per 8th question of the research (refer to appendix), a major portion of the respondents i.e. 17 out of 35 stated that they have been facing increased level of work pressure that consequently result in high stress level. On the other hand, 10 and 8 of respondents opined that they have been facing work pressure in the company due to strict monitoring and forced to perform job roles respectively. This can be better understood from the following illustration: Figure 14: Types of Work Pressure Facing Within the Organisation In accordance to the responses for the 9th question (refer to Appendix), 14 out of 35 respondents affirmed that the company can address absenteeism by offering incentives to its workers. Correspondingly, 11 and 10 respondents claimed that changing work settings and well managed attendance policy respectively will work positively towards reducing absenteeism. The below depicted diagrammatical representation provides a better idea of the stated context. Figure 15: Ways to Reduce Absenteeism As per the responses for the 10th question (refer to appendix), majority of the respondents i.e. 20 of them collectively strongly agreed and agreed to the fact that the factor of job enrichment would reduce absenteeism rate. Contextually, a total of 8 respondents out of 35 disagreed and strongly disagreed to the above stated aspect. This can be better comprehended from the following graphical representation: Figure 16: Job Enrichment Causes Reduction in Absenteeism In relation to the responses for the 11th question (refer to Appendix), a total of 20 respondents out of 35 strongly agreed and agreed that the high absenteeism rate is affecting their operational performance while in total only 7 respondents disagreed and strongly disagreed to the stated context. The following graphical representation would provide a better understanding regarding the same: Figure 17: High Absenteeism Affecting Operational Performance With regard to question number 12 (refer to Appendix), 14 out of 35 respondents opined that the company i.e. Coral can adopt the approach of encouraging friendly employee relationships to ensure lower absenteeism and employee turnover rate. I similar context, 10 and 11 respondents affirmed that trusting employees and improving HR practices respectively are certain ways through which the stated objective can be fulfilled. This can be better understood with the assistance of the following diagrammatical representation: Figure 18: Ways of Ensuring Lowered Absenteeism and Employee Turnover Rate Task 3: Interpretation and Evaluation of the Obtained Research Results The feedbacks obtained from the respondents i.e. the lower level workers of Coral clearly indicated that the company though possesses strong market position and well-established brand image, still faces the issue concerning high employee turnover and absenteeism rate. While asking them the question about the effects of absenteeism, they clearly mentioned about the factors of generating more work stress, delay in their job operations and less turnover in terms of overall business revenue among others. Moreover, the lower level workers also opined that there lay certain reasons owing to which the company is facing the issues of high employee turnover and absenteeism rate. According to the respondents or the employees, these reasons comprised creation of high stress level, strict monitoring and forced to perform job roles which are also apparent from the result of the questionnaire survey. In general, it is worth mentioning that the generation of stress level is one of the prime factors, which results in higher employee turnover and absenteeism. This is mainly owing to the inability of the workers to perform their respective job tasks within a set deadline ultimately raising the stress level at large (Clarke & Cooper, 2004; MacCarthy, 2014) Apart from this, the lower level workers also affirmed that strict monitoring also led the company to face the above stated problem. This might be owing to the reason that the factor of strict monitoring raises the feeling of not being trusted, which eventually causes high employee turnover as well as absenteeism in the long run (Gray, 2012; ACAS, n.d.). In contrast, the responses obtained from the participants i.e. the managers provided a differential viewpoint about the reasons of causing high employee turnover and absenteeism rate within the workplace. Unlike the responses provided by the lower level employees, the managers of Coral opined that the attempts made by the employees for making profits for themselves also act as a contributory factor towards causing high employee turnover and absenteeism rate. This mainly arises towards improving the factor of self-efficacy amid the employees within the workplace (ACAS, n.d.)Thus, a comparison can be made about the perceptions of the managers and the lower level workers concerning the reasons for having higher level of absenteeism and employee turnover rate in Coral. Task 4: Explanation of the Research Outcomes with the Use of Statistical Tool In order to conduct the research study, which is mainly concerned about determining varied organisational, work based or personal factors that cause high level of employees’ turnover and absenteeism in Coral and also to evaluate its overall outcomes, the statistical tool of correlation has been taken into consideration. Theoretically, the perception of correlation in a research study denotes the relationship prevailing between two or more variables, determining their impact on the aim of the research (Jackson, 2007; The University of New Mexico, n.d.). Similarly, for this particular research study, the method of correlation has been used to ascertain the research outcomes by considering two important variables that are likely to cause higher level of employee turnover and absenteeism rate. The variables included the stress factor, which is faced by the lower level workers while working in Coral and the number of days they remained absent due to the same. While considering the two variables amid the respondents of the study, the correlation stood at 0.0462449, which denotes the relationship prevailing between stress level and the occurrence of higher employees’ turnover and absenteeism rate within the company. By taking into concern the above depicted value of correlation, it is to be affirmed that lower level workers associated with Coral feel much stressed while conducting their respective job tasks, which in turn, affect the overall performance of the company in terms of raising the level of employees’ turnover and absenteeism rate. In this response, the management team of the company is required to adopt certain effective measures or ways so that the prevailing level of employees’ turnover and absenteeism rate can be minimised by a certain level in order to ensure maximum profitability in long run. Thus, the management team of the company may indulge in promoting friendly employee relations, enhancing varied practices relating to HR and trusting employees among others (Musdor & Tooksoon, 2011; Sajjad & et. al., 2013). Apart from these, the managers of Coral may also opt for offering attractive rewards programs in terms of incentives to the workers and changing the entire working environment so that the workers of the company may feel lower level of stress and likewise Coral can encounter the problem of increasing employee turnover as well as absenteeism rate within the workplace comprehensively (Khan, 2013; Wiskow & et. al., 2010). References ACAS, No Date. Managing Attendance and Employee Turnover: An Overview. Advisory Booklet - Managing Attendance and Employee Turnover. [Online] Available at: http://www.acas.org.uk/media/pdf/7/t/B04_1.pdf [Accessed February 07, 2015]. Clarke, S. & Cooper, C. L., 2004. Managing the Risk of Workplace Stress: Health and Safety Hazards. Psychology Press. Gray, R., 2012. Employee Absence Can Be A Key Factor of Staff Disengagement. Features. [Online] Available at: http://www.hrmagazine.co.uk/hro/features/1074260/employee-absence-key-factor-staff-disengagement-hr-directors-investigate-broad-range-solutions?WT.rss_f=Employee+absenteeism&WT.rss_a=Employee+absence+can+be+a+key+factor+of+staff+disengagement+ [Accessed 07 February, 2015]. Jackson, S., 2007. Research Methods: A Modular Approach. Cengage Learning. Khan, M., 2013. A Study on Trends and Issues of Employee Turnover in Education Sector with Special Reference to Professional and Technical Institutes in Twin Cities of U.P. International Journal of Emerging Research in Management &Technology, pp. 13-17. MacCarthy, T., 2014. The Nature and Causes of Employee Turnover and Absenteeism in the Hospitality Industry in Ghana. IJMIE, Vol. 4, Iss. 7, pp. 51-63. Mudor, H. & Tooksoon, P., 2011. Conceptual Framework on the Relationship between Human Resource Management Practices, Job Satisfaction, and Turnover. Journal of Economics and Behavioral Studies, Vol. 2, No. 2, pp. 41-49. Sajjad, A. & et. al., 2013. Impact of Motivation on Employee Turnover in Telecom Sector of Pakistan. Journal of Business Studies Quarterly, Vol. 5. No. 1, pp. 76-92. The University of New Mexico, No Date. Correlational Research. Chapter Fifteen. [Online] Available at: http://www.unm.edu/~marley/methppt/fall07/ppt/day10.pdf [Accessed February 07, 2015]. Wiskow, C. & et. al., 2010. How to Create an Attractive and Supportive Working Environment for Health Professionals. Policy Brief, pp. 1-33. Appendix: Questionnaire Questionnaire for Lower Level Workers 1. Your opinion about the job. Heavy workload Extended working hours Poor working environment 2. Your opinion about the effects of absenteeism. Generates work stress Delays performance Less turnover All of these 3. Do you feel excessive stress level in the organisation? Yes No 4. How long you remain absent in the company in a month? 1 day 2 days 3 days 4 days 5. Your reason for long absence. Family problem Personal problem Social obligation None of these 6. Your reasons for leave. Health issues High Stress Level Poor working conditions Long working hours 7. Your opinion regarding work environment. Excellent Good Fair Poor 8. Types of work pressure facing by you in the organisation? Forced to perform job roles Generates high stress level Strict monitoring 9. What do you think that about how the company can reduce absenteeism? Changing working environment Offering incentives Well managed attendance policy 10. Do you think that job enrichment would cause reduction in absenteeism rate? Strongly Agree Agree Neutral Disagree Strongly Disagree 11. Do you agree that high absenteeism rate is affecting your operational performance? Strongly Agree Agree Neutral Disagree Strongly Disagree 12. What are the ways through which the company can ensure high turnover with lowered absenteeism rate? Encouraging friendly employee relations Trusting employees Improving HR practices Questionnaire for Managers 1. How long you have been working in the company? Less than six months One year Two Years More Than Two Years 2. Do you agree that the company experiences the problem of high employee turnover rate? Strongly Agree Agree Neutral Disagree Strongly Disagree 3. If so, what are the reasons? 4. Do you agree that the company underwent with the situation of high absenteeism rate of the workers? Strongly Agree Agree Neutral Disagree Strongly Disagree 5. If so, what are the reasons? 6. Do high employee turnover and absenteeism rate would affect the productivity of the company? Strongly Agree Agree Neutral Disagree Strongly Disagree 7. Is your company is adopting any measure for lessening high employee turnover and absenteeism rate? Yes No 8. If so, what are such measures? 9. Are such measures adopted by the company would help in diminishing high employee turnover and absenteeism rate? Yes No 10. If so, How? Read More