Good Research Proposal About A Proposal For An Intervention That Will Reduce The Rate Of Voluntary

Employee turnover at Singtel

Rachel Heresworth & Associates
23 Prexers Centre

0900-54689

James Tan
CEO of Singtel
Singapore Telecommunications Limited
31 Exeter Road Comcentre

Singapore, 239732

Brief statement
Singtel is licensed to provide cellular mobile services in its country and has a wireless broadband. The company is committed to its duty, hence, the reason it is the leading provider of phone services and data services. However, Singtel has been facing a major problem with its employees. There is a trend of voluntary employee turnover due to a change in employees’ attitude towards their jobs. In response to the survey performed by the company, we, Rachel Heresworth & Associates, are dedicated to a proposal that will assist them motivate their employees to reduce the turnover. The survey showed that there was no motivation and organizational justice. Therefore, the employees sought to quit and move to greener pastures.
In this paper, we will explore the individual reasons to leave characterized by organizational change. This will enable us to suggest methods that will lead to change and prompt their decisions to leave the company. We will establish a test hypothesis to clarify the relationship between, a person’s reason to quit and organizational change. Incidences of employee turnover reflect on the company’s costs, both direct and indirect. Direct costs consist of temporary staff, replacement, selection, recruitment and management time, while indirect costs are learning costs, organizational memory, right services quantity and quality, moral and pressure on the remaining employees. It is, therefore, significant to resolve the issue to eradicate unnecessary costs.

Literature review

Currently, there is no framework used to analyze employee turnover as a complete unit. We will, consequently, use a vast range of factors useful in interpreting the turnover rate. The factors are used to employ a model of turnover based on different occupational and organizational settings. The factors include variables in the labor market, commitment forms, job satisfaction, equity, psychological contracts etc. The minute research that explores the link between employee turnover and organization change is considered hollow in literature review. The open question is why and how change leads to various rates of employee turnover.
Conditions that lead to labor turnover include: Employees characteristics, wages, working conditions, recruitment practices and career improvement opportunities. Evaluation involves impact on the training roles, target income of personnel, rural isolation results and industrial seasonality. The second stage of the review discusses strategies used to increase staff retention and ways turnover is measured or cost by the management. There were various themes to ensure conservation management, for example, the reasons why employees leave or stay and developing an effective plan for retention management (Reiche, 2003).

Rationale

First, we will keenly evaluate the causes of employee turnover at a deeper level. One cause is available alternatives. Research shows that alternative job opportunities that favor the employees are likely to attract labor turnover. Intentions to leave the job are also a strong link to employee turnover. The plans may arise from impulsive behavior or other irritating conditions presented to the employee. Labor turnover is associated with the commitment to the organization. There are three levels of involvement: continuance is associated with costs that instigate an employee to leave the company, affective where the emotional attachment of the employee to the organization is analyzed and normative that refers to the employee’s obligation to remain in the business (Cascio & Boudreau, 2010).
The levels signify that individuals with continuance commitment stick to their jobs because they need to, those with emotional because they want to and normative due to the feeling they ought to stay. The most significant commitment that affects turnover is affective commitment. Job satisfaction affects the devotion to the duty you are assigned. Another cause is the characteristics of employees, the tenure and age. The older an employee is the less likely he or she wants to leave the job. Therefore, age contributes to turnover, because a young vibrant employee may want to test the waters and look for another job instead.
According to Reiche (2003), tenure is explained as the more time an individual sticks to his job, he most likely will not leave quickly. Dissatisfaction that emanates from low wages and poor working conditions is also a reason for employee turnover. The primary reason that makes people leave their jobs is to seek higher wages and better working conditions. A good pay motivates the performance of the employee. Analysis indicates that individuals who are high performers tend to leave an organization, if they end up being insufficiently rewarded. Employees should receive incentives for a job well done to encourage them to continue with the trend.
Employees require career development and training as a form of motivation. Enhancing their skills will lead to a low turnover rate. Professional development involves increase in rank, if proven to be an asset to the company. Ranks should be given fairly without any biasness. Employees with low career commitment have a higher chance of turnover because they do not care about their careers. It is essential for the organization to make them value their careers. Lifestyle issues also affect turnover rates. The issues consist of long travelling distance, separation from the family, high living costs and inefficient communication.
Additional factors resulting to employee turnover are: the size of the company, unionization, and influence from fellow employees, management and behavior. There are conditions that cannot be controlled when they lead to turnover, for example, type of work. This involves full-time and part-time workers. Part-time workers have a high degree of employee turnover, since they are there for a short span of time. Migrants are also not likely to settle in a particular region because, they like considering other work offers available. Regional areas influence the people who live in rural areas to seek employment opportunities elsewhere. Poor skills in the job also lead to employee turnover (Reiche, 2003).
The hypothesis we carried out using an unfolding model gave us all the factors above as the reasons behind employee turnover. The study we carried out involved a number of employees in the company using questionnaires, mood recorders and evaluation of shocks. The assumptions the company made were tested using the model and answers provided in the questionnaires. Decisions that arise from the shocks carry a lot of weight and influence employees to quite the jobs. Shock is a response to the factors highlighted, resulting in decision-making. Employees who leave their workplaces exhibit salience while those who stay despite the conditions portray avoidance.
The salient decisions are numerous in areas where shock is identified. Shocks start by presenting an ideas of quitting and it later builds up to lead to actual turnover. It is important for an organization to fix the turnover rates to avoid problems. Understanding the causes is crucial in prediction of employee stability and intervention that increase motivation, retention and selection in a business environment. The purpose for our study was, therefore, to come up with recommendations for employee turnover rates (Salvendy, 2012).

Proposal

Avoidable turnover requires intervention while unavoidable may end up not even being significant to the company. To effectively manage turnover rates there must be an implementation plan. A plan is guided by two principles: accounting for employee turnover during the decision-making process and managing the key areas of operations within the organization. Find out the reasons that prompt the leave and identify a series of patterns. Signals require survey, expressing opinions, sharing information, consultation and guidance. The use of the plan will help us avoid the problem in the shortest time possible, hence, reducing the costs that arise from solving the turnover.
The organization should also strive to minimize the effects of turnover on leading operational sectors. This applies when turnover is unavoidable. Another way to understand turnover is establishing if it has resulted from internal or external conditions. Tight markets impact the ability of an employer to attract and keep his staff. Evaluation indicates a requirement to view both the qualitative and quantitative values of turnover rates. The nature of the issue helps decide the initiative that will assist in solving it. Quantitative information is the calculation done to find out the number or workers at the beginning and the end of each financial year. The average is then calculated to establish the employees present during that period (Tiamiyu, 2009).
The calculations are called wastage rates. Another method of measuring turnover is the resignation rates. This involves taking into account the voluntary leavers excluding redundancy, retirement, redeployment and dismissal. The solution to avoid confusion is to record voluntary and involuntary leaves. Another approach is laying emphasis on the vacancy rate. These are the positions the organization is willing to recruit. The next step is to find out the stability index to provide an indication of the amount of employees who are retained. Calculation of stability index involves the number of workers who were present during the year, over those who were in the organization in the previous year.
An increase in stability index shows an improvement in retention. Wastage rate is related to a low index rate. If the two rates are high, this indicates a small fraction of high turnover employment opportunities. After calculation of rates, a cohort analysis is carried out to understand the service patterns identifying the leaving rates of individuals who joined at the same period. The analysis signifies a trend in attitudes of people who leave the job at the same time. It is an essential tool for evaluating the company’s turnover costs arising from training, expenditure and induction (Reiche, 2003).
Curves are drawn by plotting the amount of job leavers against duration of service before quitting. The curves assist to identify the workers who provide short services and long services, hence, measuring the level of retention. The best way to gather qualitative information is conducting exit surveys and interviews. However, people give vague reasons for quitting the job; therefore, the results can be unreliable. The interview should be done by officials who are not close to the workers for them to get accurate information. An alternative approach is attitude surveys that involve questions about the motive of resignation and, questionnaires that are given to former personnel after quitting.
Costing turnover gives accurate and high estimation of costs. The costs considered are those in regards to lost productivity and the effects on the morale of remaining personnel. The costs that arise from turnover are resignation administration, selection costs, recruitment costs, induction training and cover costs. Cost of recruitment is high in situations where new individuals leave their jobs after a short duration. Measures should be taken to ensure staff retention such as upgrading the recruitment process to ensure applicants receive a good impression of the career and the organization (Griffeth & Hom, 2004).
Employees require support as they do their job through provision of clear paths for their careers, interesting duties and personal development. The organization should strive to maintain a balance between life and work activities. Singtel is expected to keep the rate of pay in accordance to market rates. They should offer appropriate employee benefits, create a good environment for work and consult employees effectively. To embed employees the company’s main aim is to establish and strengthen links. The organization has an opportunity to provide mentorship, encourage teamwork, foster cohesiveness and boost referrals. They should also involve the community surrounding the business.
Singtel can realize community involvement through community services and recreational leagues. The next step is building and strengthening the fit. This involves providing substantial information about the career during recruitment, input of job fit during personnel selection and enhancing communication to inform workers about the businesses culture and values. To the community, the company should recruit locals, relocate employees from far areas to the society and build strong ties with the neighboring people. Sacrifice is important when it comes to providing financial incentives for a job well done. The incentives are expected to be unique in order for employees to value them. Unique incentives are those not given in any other company (Cascio & Boudreau, 2010).
The organization is in a position to assist the community with home loans to improve housing conditions. They should also develop the children’s career path to ensure that they choose to join the corporation when they grow up. Rewards given to employees are based on performance; hence, the high performers will be retained because they will be rewarded accordingly. Workers should also be trained to keep in touch with the development of the company. This will help motivate them and they will not feel left out in the company operations. Fair treatment is an essential requirement. Supervisors are not to express any biasness when interacting with employees.
Singtel should look into strengthening the engagement of personnel to the company to promote retention. Engagement promotes job satisfaction and the workers enjoy performing their delegated tasks. Working conditions are also important in voluntary turnover. The better the working conditions, the higher the employee retention. Especially, in the careers that involve heavy tasks, it is essential for workers to be armed appropriately to perform their duty. Our review suggests that Singtel should seek professional coverage to acquire insurance in case of employee turnover. The coverage offers independent contractors and temporary staff (Tiamiyu, 2009).

Conclusion

Strategies to decrease employee turnover should start at the helm of the company. It is important for Signet management to indicate superior leadership. They should treat employees in an equitable manner to ensure that they enjoy their job experience. Organizational change is the basis of employee retention; therefore, the right changes are necessary to solve the problems they are facing. Understanding the issue is a key step to creating strategies to solve it. Managing turnover will not be an easy task to accomplish. It will require extensive evaluation and resources to implement the practices we have suggested. Nonetheless, the returns expected are highly rewarding. Singtel should count the effort worth the struggle because their problems will drastically dwindle. The guidelines we have provided are enough to tackle the challenges and any other that may arise from the turnover.

References

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