Benchmarks for evaluation of success can be defined by an organisational increase in retention of employees compared to past trends in the facility, with increase in employee engagement of facility compared to past trends. The recommendation is to focus on team and individual development to ensure that employees become fully engaged within their function and as team members.
Therefore, by triangulating interviews and surveys from employee and management staff based on motivation, engagement, rewards and recognition, this research will be able to identify weaknesses in the call centre with the ultimate purpose of making recommendations to improve job tenure.
The employee's perception of job satisfaction, motivation and staff turnover will allow for evidence to suggest and identify the correlation between key points in managing employees to develop a continuous, stabilised workforce for Company A. This will lend to an affirmation on the importance of employee motivation in job satisfaction and a stronger understanding of ways in which motivation can lower employee turnover. Lowering employee turnover will, in turn, lower costs in training and development.
The focus of the research based on the previous literature review and empirical evidence from Company A is to describe employee perceptions and managerial behaviours in relationship to employee retention. ...
Employee retention is a valid objective of any company, as the literature has shown. This is also relative to understanding the correlation between job satisfaction and staff turnover. These are strongly influenced by employee motivation and job satisfaction. Furthermore, the literature review has shown there is a link between target goals, job pressures and satisfaction that is impacted by managerial pressures and behaviours. In this research study, it is assumed that the preceding literature review is correct, where the decisive factor of the employee on job satisfaction leads to employee retention. In this the common concept of job satisfaction is derived from the employee perception's of the organisation and the behaviours of management in either fostering or inhibiting the employee's desire to retain their job.
There is also a certain duality found in the literature review, where the employee's perception is impacted by managerial behaviour and human resource management, which in turn is impacted by Company A's deliberate stress on cost-effective measures in an objective, physical sense. The multiple dimensions of employee retention create a paradoxical definition relating to the employee's perception, managerial behaviours, and the fiscal value, where one may affect the other or they may have no relationship at all.
Therefore, in conjunction with the theories presented, the research methodology must ask:
How are employees recognised and rewarded
What is the impact on employees
Why do employees quit
The following sections explore how these questions will be asked with a final development of interview questions.
According to Patton (1990), a research strategy is a framework for