Recruitment and Retention Problems at DPD Marketing - Case Study Example

Recruitment and Retention Problems at DPD Marketing s Table of Contents Table of Contents2 Objectives: 3 Literature Review 3 Job Satisfaction and Turnover Intention 4 Job Satisfaction, Culture and Turnover Intention 4 Organisational behaviour towards work life balance 6 Secondary Research 6 Primary research 7 Method 7 Findings 9 Discussions 13 Conclusions 17 Recommendations 18 Reference List 19 Appendices 23 Introduction DPD Marketing falls within the private sector as it is a private limited company in the marketing sector. It specialises in door-to-door distribution, branding design and printing of marketing materials. DPD Marketing was founded in 2007 with a clear purpose: ‘to become the industry leaders through technology of operations and a high quality of service that’s matched by none’. There are two branches in the UK employing seventy people most of them being operational staff. The operations team print and deliver over ten million leaflets a year for clients across various sectors including local government, finance, food and retail. The objective of my research is to investigate, and highlight recruitment and retention problems for canvassing staff that the company is currently experiencing. Proposed Research Topic and aim: How can DPD marketing improve their employee retention rate in the canvassing department? As a result of this research the business will be able to: Develop a better understanding of their employees happiness DPD marketing will be able to recognise the strengths and weaknesses of their staff in specific situations. By categorising the various customers’ needs DPD marketing are able to improve their level of satisfaction to ensure customer loyalty. Through classifying customers wants and needs the business can ensure good staff retention rate. Objectives: Conduct a literature review on Job Satisfaction and employee turnover Conduct primary research by interviewing old and new team members to clarify why the problem exists. Collate findings and draw conclusions Make recommendations for DPD Literature Review A literature review is a critical and in depth evaluation of previous research in a particular area. It allows anyone reading the paper to establish why you are pursuing this particular research program. The role of a literature review is to discover answers to a research problem. Machi & Mc Evoy (2008) explain an advance literature review as the foundation for identifying a problem that demands original research, and is the basis for the study of a research problem. Both authors even explain further that a literature review critically proposes further research which guides the problem into identifying research objective that then leads to findings and conclusion from the whole research. Therefore the literature review covers areas such as Job satisfaction and turnover Intention, organisational culture and behaviour towards work life balance. Job Satisfaction and Turnover Intention Researchers have developed a variety of conceptual frameworks to model the turnover process. As noted by Lambert et al. (2001), scholars speculate that employee turnover can be predicted using comprehensive measures of job satisfaction; otherwise stated, high job satisfaction is associated with low employee turnover. Moreover, research shows that the relationship between job satisfaction and actual employee turnover is moderated by intentions. Schwepker (2001) noted that positive and statistically significant relationships have been reported in dozens of studies exploring leaving intentions and actual leaving behavior. In other words, intention to leave a job is an immediate precursor to actually leaving. For this reason, positive relationship between professionalism in the workplace and job satisfaction. In his research, Schwepker (2001) also noted that statistically significant, negative relationships have been found between turnover intention and climates that are innovative, as well as pleasant. In researching various types of organizational cultures, Silverthorne (2004) found that, “involvement in an organization that had a bureaucratic organizational culture resulted in the lowest levels of job satisfaction and organizational commitment,” relative to innovative cultures and supportive cultures. It is easy to imagine that a workplace with a culture of respect, harmony, trust, pride and productivity, lends itself to an environment hospitable to job satisfaction. Job Satisfaction, Culture and Turnover Intention In the United Kingdom there are a variety of industries, employers and jobs, and organisational culture varies across all of them. Culture is important in all organisations because high performing cultures produce consistently excellent results, attract, motivate, and retain talented employees, and adapt readily to change. Often, a company will find that several candidates are at least minimally qualified for a position that they desire to fill. When faced with comparably qualified candidates, the team will generally choose the single candidate who is the “best fit” for the position and team. Silverthorne (2004) found that the better the fit an employee is within the organisation, the higher the job satisfaction, the higher the organisational commitment and the lower the turnover rate. While cultural “fit” may vary across employers and even within departments, culture is important in all working environments. Due to the practical implications and potential to impact worker productivity, researchers in a variety of disciplines have explored the relationship between job satisfaction, turnover intention and productivity. Organisational scholars have shown that job satisfaction is positively associated with worker productivity and negatively associated with employee turnover (Egan et al., 2004; Silverthorne, 2004). In other words, greater job satisfaction is associated with greater productivity, so more satisfied employees ought to be more productive, relative to lesser-satisfied employees (Silverthorne, 2004). These findings are aligned with research showing that job satisfaction is positively related to employee engagement. Research has shown that more satisfied employees are more engaged in their work, while less satisfied employees are less engaged. Lower levels of engagement are associated with employee withdrawal, particularly in terms of voluntary turnover (Lambert et al., 2001). Therefore, it is accepted that job satisfaction and employee turnover intention are inversely related. For practical and performance reasons, it is essential that organisations identify specific factors associated with employees’ job satisfaction, especially in competitive, fast-paced environments (Benko & Weisberg, 2007; Becker, 2007). As Egan et al. (2004) noted, decreases in turnover led to increases in organisational performance and a reduction in costs associated with losses of firm and job-specific knowledge, hiring, and retraining of replacement employees. Furthermore, turnover is associated with many indirect costs such as lower new employee productivity, additional time needed by managers in support of new employees, and diminished productivity of established employees as they serve as mentors to new employees. Similarly, Silverthorne (2004) noted that, “turnover causes significant expense to an organization,” including direct costs of replacing an employee and indirect cost related to loss of experience and lowered productivity. These costs have important implications for an organisation, noted Silverthorne, and anything that can be done to reduce turnover will lead to significant benefits to an organisation. Organisational behaviour towards work life balance The present magnitude of viewing work life balance is to promote a healthy balance between work and non work commitments which should be the main idea for organisations to consider. However not all managers view work life balance as positive outcomes for the organization. In fact Rodbourne (1996) argued that the work/life culture can be perceived as a factor correlated to less job security and negative career progression due to the utilization of work/life policies. Conversely, Druker (2000) implied that it is corporation social responsibilities to encourage work-life balance within their organisation. However, more and more organizations are promoting and even offering work life balance programs in the workplace. Herlihy & Maiden (2005) imply that successful organisations are where they are today because they invest in their employees since they recognised that people are capital assets of the organizations rather than a cost to be administered. Both authors also believed that in order for employees to be effective at work, they themselves need to be able to make unique contributions to the organisation that lies within the contexts of their own personal condition. In relation to Herlihy & Maiden (2005), Powell (2010 pp 199) explained that “individuals success in managing the work-family interface is influenced by the environments that their employers provide and the strategies they adopt.” Powell (2010) continued further stating that employees who have family-supportive managers and work in organisation that offers family-friendly initiatives tends to stay with the organisation. Inductive Approach This research was based on an inductive approach as there was no hypothesis to test. The inductive approach, in this research, refers to an approach that firstly uses detailed reading of raw data to gain concepts. In other words, the researcher began from the canvassing area of DPD marketing and created a theory from the collected data. The purpose of this approach is to allow the result to emerge from the frequent, significant themes discovered in the raw data without applying any structured methodology. Unlike the deductive approach where the key topics are usually left aside due to a prior hypothesis imposed on the data in the hope of obtaining a desired result. Inductive approach describes the actual effect of data carried out in the event. Secondary Research Secondary Research can be described as the most widely used method for data collection. This process involves accessing information that is already gathered from either the originator or a distributor of primary research. Secondary research includes collecting information from third-party sources such as company websites, sales and accounting records, magazine articles and marketing research reports. This will allow the access to important information to help fulfil the research objectives. It is also cheap to use secondary research and one has the advantage of using valuable information at no cost at all. Primary research Primary research will consists of collecting original data directly from target group which is the canvassing team. A questionnaire will be made with specific questions. This will be used as it Involves finding out new information. Primary market research will enable me investigate an issue of specific interest in to employee retention in the canvassing department of DPD marketing. It may find the answers to questions for this particular purpose. It will support me in delivering more specific results than a secondary research. The survey will be carried out by face-to-face. This type of direct contact with people is valuable as it gives specific feedback to the questions that will be asked. Although primary research can be expensive and time-consuming, the up-to-date and relevant data collected can give organisations a competitive advantage. This is because their rivals will not have had access to it. Method Saunders (2012) defines qualitative research as a research which is undertaken using an unstructured research approach with a small number of carefully selected individuals to produce non-quantifiable insights into behaviour, motivation and attitudes. Qualitative research will also be carried out in order to gain further knowledge into people’s behaviours, attitudes, motivations and lifestyle preferences. The overall desired outcome is to collect relevant data through primary research and observe how DPD marketing staff performs on an average day to test specific hypothesis and examine specific relationships and to describe characteristics of the relevant group of people. The relevance of this is that we can acknowledge and witness their strengths and weaknesses and uses it our advantage to help DPD marketing improve staff retention and performance. This research will be based on a cross sectional approach which is conducted in a short period of time. The data on variables is collected given multi outcomes and exposures can be studied. A longitudinal research conducts several observations of the same subjects over a period of time, sometimes lasting many years. This is why the cross sectional method is more appropriate for this type of research. By doing this it would determine the main issues and ways to improve customer satisfactions. Thomas (2009) defines quantitative research as a research that uses a structured approach with a sample of the population to produce quantifiable insights into behaviour, motivations and attitudes. Using quantitative research will allow it to identify size market segments, to test specific hypothesis and to describe characteristics of the relevant group of people. Saunders (2012) suggest that purposive sampling is a non-probability sampling in which the researchers judgment is used to select the sample members based on a range of possible reasons and premises. This approach will be adopted as the research will only target a small group which will consist of DPD marketing’s ten previous and twenty current employees. In addition, for the current employees structured interviews will be used. This is a method of data collection using a questionnaire which asks each person the same questions in the same order by an interviewer who records the responses. Whereas, the previous employees will be interviewed using the unstructured method to get more detailed answers. This method allows the participants to talk openly and widely about the topic with few predetermined questions. This type of interview will be between half an hour and forty-five minutes per respondent and will be recorded using separate sheets per interview. As part of the project tables will be used to collect data and will analyse it using pie charts and graphs for different data. The questionnaires for the current employees will begin with broad general interesting questions that are easy for the respondent to answer. It serves up to warm up the respondent and will get them involved in the survey by using open ended questions such as what do you think DPD marketing can to get you more engaged? The wording will be simple and straightforward to avoid confusion and misunderstanding. However, the previous employees the questions will be unstructured and will try to gather as much information as possible to identify why they have left the company. Findings The research was gender sensitive in the selection of its respondents. They were 18 male and 12 female respondents as shown in the pie chart below. From the research study, there are several reasons that make an employee stay or leave an organisation. A person may make the decision to leave or stay in the organisation depending on the following factors: career advancement, relationship with the colleagues, discrimination, working life balance, and discrimination. Pie chart showing why employees leave an organisation From the study, it was established that majority of employee leave organisations due to lack of career advancement opportunities. A few of the respondents cited discrimination and long working hours as the reason for leaving the organisation. However, significant number cited poor relationship with their colleagues as the reason for leaving the firm. There are a numerous ways of motivating people including financial incentives and nonfinancial incentives. Form the study the financial incentive was incentive bonus while the non-financial incentive was medical insurance and family benefits. From the pie chart below, it is evident that most young employees prefer financial incentives, while the older employees prefer non-financial benefits such as medical insurance and family benefits. Pie chart showing motivational rewards for employees Job satisfaction is directly linked to employee turnover. Consequently, if an employee is satisfied, he/she will be motivated to remain the organization. On the other hand, if it is not managed properly, high turnover rates can negatively affect the business particularly is the employees were occupants of strategic positions in the firm and play major roles in the firm. From the table below, there are various factors that contribute to job satisfaction. Job Satisfaction On the scale of 1-5 on the following statements on job satisfaction. Strongly disagree Mildly disagree Agree Mildly agree Strongly agree My expectations were met after I joined the organisation. 0 4 2 11 13 The training programmes offered by my organisation are a key reason why people join the organisation. 0 0 6 19 5 External pressures may cause me to leave my job. 2 7 10 5 1 The work environment is satisfactory for the employees. o o 24 3 3 The working hours are satisfactory in the organisation. 5 8 4 3 10 I am stressed at work. 11 9 7 2 1 I am happy with my salary. 1 1 1 3 24 I am happy with the nature of my work. 3 4 2 5 16 My job is insecure. 20 5 3 1 1 The organisation empowers its employees. 1 5 3 18 4 I have no work-life balance. 24 5 1 0 0 Table 1: Showing job satisfaction In relation to work life balance, most employees reported that they were being provided with leaves and flexible working arrangements. The respondents reported that there are programs established to take care of employees needs. DPD has an employee assistance program helps employees and their family members with an array of personal concerns that may negatively affect their job performance. Under the program, the family members and the employee can have access to counsellors through a toll free line. Most respondents mildly agreed that their expectations were met after joining DPD Marketing. However, only 4 respondents mildly disagreed that once they joined the firm their expectation were not met. This was similar if the training programs that were offered by their organisation was the reason they joined it. Majority of the interviewees agreed that external pressures can make someone quit an organization. Only one participant strongly agreed with that statement. From the table above, 24 respondents reportedly agreed that the working environment was satisfactory for the employees. 3 participants mildly agreed and strongly agreed with that statement respectively. They were only 5 respondents who strongly disagreed with that statement citing lack of enough working hours. In relation to working hours, majority of the participants strongly disagreed with the statement that they were adequate working hours in the firm. It was also found out that majority of the respondents were not stressed at work. However, most of them were not contended with the remuneration they were receiving. Only one male former employee cited that he was satisfied with the salary he was receiving. For the current employees, most of the strongly supported the statement that they were happy with the type of work they were doing. They totalled to 16 participants. On the other hand, only 3 were not happy with the nature of work they were doing. 20 interviewees reported that their job was secure, thus no need to shift to another firm. Only one respondent outlined that his job was not secure. This was because he was still on internship program. 18 interviewees mildly agreed that their firm was empowering its employees. 4 strongly agreed, while only one respondent totally disagreed that their organization was empowering employees. Lastly, three quarters of the interviewees strongly disagreed that there was no work life in the firm. This was because there is a provision in the Employment Act that employers need to provide to the employees a work life balance. Once someone is employed, their expectations may vary over time. According to the pie chart below, majority of the interviewees reported that their expectations had changed over time, and they also harboured the intentions to leave their jobs. A graph on the relationship between job satisfaction and employee turnover Discussions Employees are well thought as the human capital in any organizational setting. If this human capital is motivated and satisfied, they would diligently perform their respective duties (Morell, 2011). Therefore, there is always a direct relationship between financial and non financial rewards with respect to motivation and employee job satisfaction (Bruce & Pepitone, 1999). Higher satisfaction at the workplace is associated with low employee turnover. Furthermore, data from the research has indicated that the association between job satisfaction and actual staff turnover is moderated by intentions, for instance, the intention to leave or stay in the firm. The findings obtained in this study indicate that actions that were geared towards job satisfaction both intrinsic and extrinsic satisfaction have inverse relationship on employees’ turnover intentions. Herzbergs Theory developed by Frederick Herzberg (1923-2000) argues that there are numerous factors that motivate workers other than money, such as work hours, work-life balance, career development and good working conditions(Magloff & Media, 2014). Herzberg also found that some factors, like achievement, responsibility, personal growth, and a challenging work environment, can make workers to be happy at work (Miner, 2007). Herzberg was of the opinion that productivity can be improved via employee satisfaction and that this comes from several factors. For instance, jobs need to be challenging enough for an employee to make use of their abilities and working hours fully. Herzberg’s theory has been adopted by several modern companies who want to increase employee satisfaction and retention rates including DPD marketing. Most employees leave their places of work due to poor relationships with their colleagues, no work-life balance, lack of career advancement opportunities and discrimination. Considering the high number of males in the study, it was also evident that most of the DPD marketing employees are male. The reason why most employees leave an organisation due to lack of career development opportunities is as a result of the ever changing business environment. Therefore, the staffs need to be trained and developed continuously (Feldman, 2009, p.1289). Garger notes that the reasons a firm needs to develop its employees are company reorganization and the ever changing relationship between employees and employers (1999). Even though higher education is crucial in preparing individuals for work, they still require new skills by the time they begin working (Garger, 2009). Consequently, it is the responsibility of the employer to ensure people have the right skills. Rather that just enhancing their job skills, learning helps employees enhance their overall job performance and satisfaction and be motivated to stay longer with their current employers (Gerbman, 2000, p.105). Career development programs are very helpful when a person is worried about his/her career. This is because an employee is always keen to know his/her career path in the firm. Career development programs enable employees better understand their career path within an organization and as a result be motivated to remain in the organization to attain their personal career goals (Bruce & Pepitone, 1999). From the study, organizational culture usually affects employee’s job satisfaction. A higher job satisfaction is associated with better job performance. High performing cultures typically result to attracting, motivating, and retaining talented employees, as well as adapting readily to change. An opportunity for an employee to enjoy his/her achievements in work is a source of motivation to do even better. Therefore, for organizations to retain their employees, it is crucial for organizations to recognize this balance. The balance between work and life ensures individuals have time for working, time to play, and time to make life a little bit satisfying. In relation to work life balance, there is a provision in the Employment Act that employers need to provide to the employees a work life balance. Most employees need to be provided with leaves and flexible working arrangements. Proper work life balance enhances employee job performance. This reduces employee turnover since the employee is satisfied with the job and motivated to continue working for their current employer. The respondents reported that there are programs established to take care of employees needs. In that respect, majority of the participants strongly disagreed with the statement that they were adequate working hours in the firm. For the 5 respondents who strongly disagreed with the statement that there were enough working hours argued that for an employee to be satisfied at work, he/she needs a job that is engaging. An employee needs to have enough working hours so that he/she can do work over and over again in order to gain proficiency. Amah (2009, p.24-35) argues that the impact of job satisfaction on staff turnover can be improved if the employees find congruence between the job they are doing and self-identity. An employee will be retained in the organisation if his/her expectations are met within the organisations. Some employees may expect to move up the ladder after a joining the organisation. When this is fulfilled, it enhances their overall life satisfaction thus reducing employee turnover. Provision of training programs can be used as employee retention strategy (Hom & Griffeth, 2005, p.25). If administered properly, it may prevent the employees from seeking employment opportunities elsewhere. Cascio (2006) established that provision of training and development opportunities discourages turnover by means of keeping the staff satisfied and well-positioned for future opportunities for career development and growth. Dissatisfaction with potential career development is has been found as one of the reasons employees search for opportunities way from their current workplace (Shrivastava & Purang, 2009). When employees are not provided with opportunities to update their knowledge and skills, they usually show a higher likelihood of leaving an organization (Garger, 2009). Training and development is currently viewed as a mechanism for employees to move up the corporate ladder. This is because staff development has shifted from a model which focused on promotion to one which focuses on skill development (Breaugh & Starke, 2000:306-7). The external pressures can make one also quit a job. This can be as a result of insecurity in the neighbourhood. Although few individuals may be affected, it is usually outside the mandate of the firm. Provision of financial incentives is very crucial in employee motivation. In that perspective, providing financial incentives motivates the employee to be responsive to the definite objectives he/she needs to achieve (Manzoor, 2011). Compensation is among the physical needs that have an influence on the motivation which in turn will affect the performance of the employee (Caruth & Handlogten, 2002). Compensation incorporates the financial returns to the services rendered by the employees as part of the employment relationships. It is a form of reward that goes to employees arising from their employment (Armstrong, 2012). The financial incentives are important because “If you pay peanuts you get monkeys’’ Herzberg. He stressed that the basic pay and other types of remuneration are the major methods of ensuring a satisfied work force (Shields, 2007). Financial incentives have a great influence in the recruitment criteria of employees, productivity, motivation, and the turnover of the employees (Smith, 2004, p.78). If the employees are properly remunerated, they will feel satisfied with the task they are performing. Better remuneration makes the employees to fee that their job is secure, thus no need to shift to another firm. Creative use of non-monetary rewards usually reinforces positive behaviors, as a result, it improves employee retention and performance (Thompson & Phua, 2012). That is why most employees are not stressed at work if they are satisfied with their jobs. Job satisfaction makes the employees be happy with the work they are doing. Lack of job satisfaction makes the employees be unhappy and start looking for ways of exiting the firm. Recognition and rewards can be utilized as a retention strategy due to the fact they enhance the morale and productivity of the employee, thus making them happy due to job satisfaction (Shrivastava & Purang, 2009:66-68). As cited by Anne and Barry (2005), one of the core reasons why firms avoid turnover is to make rewards count. These rewards can be immediate, appropriate, or personal. For instance, performance based bonus can be provided to ensure that performance linked to the bonus whereby a worker has the capability to relate his/her performance with the firm’s profits and hence will get motivated to work hard. Besides, a good working environment promotes employee motivation assisting the employer to enhance organizational performance. This is done through provision of benefits and proper recognition of employees’ work. Conclusions It is important to understand the factors that mediate the relationship between turnover intention and job satisfaction. Retention of employees is a complex and a multi-faceted challenge, which can negatively impact on an organization’s profit margins and productivity if it is not addressed effectively. An improved incentive system raises the performance, satisfaction and retention of an employee. Retention is used by many firms so as to reduce the turnover costs. Employee retention is also very crucial since it prevents talented staff from being poached. Therefore, for the long-term success of a company it is a must that the firm develops and retains talented, satisfied and performance-oriented. DPD can improve their employee retention rate in the canvassing department through provision of financial rewards such as bonus, fringe benefits, medical insurance, and pension schemes and non-financial benefits such as career development opportunities, training and development, provision of work life balance, rewards and recognition, and family benefits. These actions make the employee to be satisfied with the work they are doing. As it is typically believed, pay does not have a considerable effect in inducing employee turnover. The factors that affect employee turnover include the following: absence of a well defined career path, low morale from the workers, lack of work life balance, lack of motivation, lack of recognition, and poor manager-employee relationship. This means that an employee is not satisfied with job he/she is currently doing and may decide to quit the firm. On the other hand, a satisfied employee means a reduced turnover, offering an organisation more stability, which pleases both the employee and the employer. Smith (2004) noted that higher satisfaction scores generate more revenue and profit margins for the organization. Since most studies have been focusing on the effect of motivation to employment retention strategies, as a consequence, there is limited literature on the relationship between job satisfaction and employee turnover. This research was conducted using only four retention strategies in the study area. Therefore, it is being suggested that further research be conducted on other actions of employee turnover strategies on employee job satisfaction. The findings form this research have major implications for the changing composition of the workforce as a result of employees leaving their current employers due to job un-satisfaction to search for better employment terms. Recommendations DPD need to ensure that it improves its work-life balance by having flexible options to its employees, which will ensure that they do other things apart from work. This will be attained through flexitime arrangements, which consist of, a wide category of options focusing on the element of time such as compressed workweeks, alternative work schedules, and voluntary part-time hours (Crompton & Lyonette, 2006. p. 378). These provide the worker with opportunities to take care of various personal duties. Secondly, DPD marketing needs to start using telecommunicating; this involves the doing of regular work from home. This helps employees to save time and costs in travel and other personal expenses. In addition, employees can adjust their schedules to fit in their personal needs, and employers can reduce on operating costs. The other recommendation proposed by the research study are: managers and supervisors also need to be rewarded for developing and motivating employees, promoting job satisfaction and engagement among their subordinates and peers. Firms need to define employee motivation and incorporate it as a goal in the strategic plan. The next recommendation is that in addition to providing non-financial rewards to motivate employees, firms also need to include financial benefits. DPD needs to have an employee assistance program that helps employees and their family members with an array of personal concerns that may negatively affect their job performance. Under the program, the family members and the employee can have access to counsellors through a toll free line. Reference List Anne M. F. and Barry A. G. (2005), International Organizational Behaviour, Pearson Education, Inc, Upper Saddle River: New Jersey, 2nd edition. Amah, O. E. (2009). 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The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organization Development Journal, 25(7), 592–599. Smith, G. P. (2004). Transforming your Workforce from High Turnover to High Retention, Prentice Hall, London, pp 203. Thompson, E.R. & Phua F.T. (2012). A brief Index of Affective Job Satisfaction. Group & Organization Management37 (3): 275–307. Appendices Questionnaires Survey for previous employees at DPD marketing Part I -Information of participants background Gender: Male Marital Status: Married Number of years working in organisation: 7 What is your highest level of education? College Part II Please tick from the following as appropriate to you: Reasons that will cause you to consider to leave the organisation Lack of Career Advancement  Relationship with other colleagues  Discrimination Working hours  What kinds of the following benefits will attract you to stay in the current organisation? Medical Insurance  Incentive Bonus Family Benefits  Part III Job Satisfaction On the scale of 1-5, five being strongly agree and 1 being strongly disagree indicate to what extent you agree or disagree with the following statements. My expectations were met after I joined the organisation. 3 The training programmes offered by my organisation are a key reason why people join the organisation. 2 External pressures may cause me to leave my job. 5 The work environment is satisfactory for the employees. 4 The working hours are satisfactory in the organisation. 3 I am stressed at work. 1 I am happy with my salary. 5 I am happy with the nature of my work. 4 My job is insecure. 1 The organisation empowers its employees. 4 I have no work-life balance. 1 What is the key thing your organization could do to ensure you remain with the company? The firm needs to use training and development as employee retention strategies. Have your expectations changed over time? If yes, How? Yes. With ever changing market place requirements, the business has been providing career development programs in order to enhance our skills and knowledge in our specific areas. Besides, I have noted that for the older employees, they prefer non-financial benefits as compared to the younger employees. Are you intending to leave your job? If yes, Why? NO Current employee Survey for current employees at DPD marketing Part I -Information of participants background Gender: Male Marital Status: Single Number of years working in organisation: 9 Months What is your highest level of education? University degree Part II Please tick from the following as appropriate to you: Reasons that will cause you to consider to leave the organisation Lack of Career Advancement Relationship with other colleagues Discrimination Working hours What kinds of the following benefits will attract you to stay in the current organisation? Medical Insurance Incentive Bonus Family Benefits Part III Job Satisfaction On the scale of 1-5, five being strongly agree and 1 being strongly disagree indicate to what extent you agree or disagree with the following statements. My expectations were met after I joined the organisation. 4 The training programmes offered by my organisation are a key reason why people join the organisation. 3 External pressures may cause me to leave my job. 5 The work environment is satisfactory for the employees. 5 The working hours are satisfactory in the organisation. 4 I am stressed at work. 1 I am happy with my salary. 4 I am happy with the nature of my work. 5 My job is insecure. 1 The organisation empowers its employees. 4 I have no work-life balance. 1 What is the key thing your organization could do to ensure you remain with the company? Ensure that the employees are motivated in their work. Have your expectations changed over time? If yes, How? No. Are you intending to leave your job? If yes, Why? No Current employee Survey for current employees at DPD marketing Part I -Information of participants background Gender: Female Marital Status: Single Number of years working in organisation: 1 What is your highest level of education? University degree Part II Please tick from the following as appropriate to you: Reasons that will cause you to consider to leave the organisation Lack of Career Advancement Relationship with other colleagues Discrimination Working hours What kinds of the following benefits will attract you to stay in the current organisation? Medical Insurance Incentive Bonus Family Benefits Part III Job Satisfaction On the scale of 1-5, five being strongly agree and 1 being strongly disagree indicate to what extent you agree or disagree with the following statements. My expectations were met after I joined the organisation. 5 The training programmes offered by my organisation are a key reason why people join the organisation. 2 External pressures may cause me to leave my job. 5 The work environment is satisfactory for the employees. 5 The working hours are satisfactory in the organisation. 5 I am stressed at work. 1 I am happy with my salary. 3 I am happy with the nature of my work. 2 My job is insecure. 3 The organisation empowers its employees. 5 I have no work-life balance. 1 What is the key thing your organization could do to ensure you remain with the company? Improve the remuneration for the new employees Have your expectations changed over time? If yes, How? Yes. If I get another firm that offers a better salary for the same job, I would definitely move there. Are you intending to leave your job? If yes, Why? Yes, because I prefer better remuneration that non-financial benefits. Read More