Employee Turnover

A STUDY OF FACTORS AFFECTING HIGH
TURNOVER AMONG THE JANITORS

AT ABC COMPANY
Chamalie Ahangama Withanage

B.Sc (Hons) Facilities Management
University of Moratuwa
a.w.chamalie@gmail.com
Sri lanka
Institute of Personnel Management

Acknowledge ments
Acknowledgements
This research is accomplished to be indebted much dedication and admiration of many

people who have contributed in numerous ways. I express my gratitude to each and
every individual for their encouragement, values and ideas, assistance and especially
their commitment towards this research to make it a success.
First and most respectively, I am greatly indebted my supervisor, Mr.Mahendra Silva

for the given interest, encouragement, gentle guidance and support offered through out
of this study. I extend my sincere thanks to Mr. Suneth Hitihamu for his interest,
encouragement and the guidance towards this work as research coordinator.
It is my foremost duty to pay my gratitude to Head, Air Vice Marshal Rohitha

Ranasinghe and all other staff members of IPM for the endorsement they gave me
during the final year as well as during the research period. Also another word of
thanks must go to all non academic staff members of the IPM for valuable help given
whenever I required.
I express my indebtedness to all participants in the survey for their encouragement,

contribution, values and ideas, valuable assistance and especially their commitment
towards this research and the valuable time they spent to make this research
successful. I pay special flourishing thanks to Mr. Sudath Berugoda Arachchi (head of
HR - Abans Environmental (Pvt) Ltd) for special assistance of this research.
Finally I express my heartfelt thanks for my family members, relations, colleagues for
giving me an outstanding company to make this research possible.
Chamalie Ahangama Withanage
15th September 2012
Institute of Personnel Management I

Dedication…
Dedication...
To My
Beloved Parents…
Institute of Personnel Management II

Declaration
Declaration
I hereby declare that this submission is my own work and that to the best of my
knowledge and belief, it contains neither materials published or written by another
person nor material which to a substantial extent has been accepted for the award of
any other degree or diploma or university or other institute of higher studies, except
where an acknowledgement made in the text.
…………………..…… ……………………..
Chamalie Ahangama Withanage Date
Institute of Personnel Management
Institute of Personnel Management III

Abbreviations
Abbreviations
AES- ABC Enviromental Services (Pvt) Ltd
Institute of Personnel Management IV

Abstract
Abstract
ABC is janitor based company and the performance of janitor is a significant

component towards the overall company performance. Company performance can
certainly be enhanced by doing labour turnover analysis and diagnostics, leading to
enhance efficiency of labours. . Labour turnover has been one of the major research
areas in janitorial industry. The reason is that, in almost janitorial industry is a major
industry which seriously affected by labour turnover issue.
The attempts were made to identify and analyze the factors of labour turnover among
janitors in ABC company according to managers’ perspective and janitors’ perspective
criteria of personal reason, salary, organizational reason and management style.
Questions were then formulated to extract a set of exclusive factors and their levels of
influence on labour turnover and distributed among janitors and managers who work
in janitorial sites. Level of influence of each factors of labour turnover were analyzed
through the mean value of the factors and significance factors were identified through
percentage of importance.
It is very important to select the suitable strategies to overcome increasing labour

turnover issue. Efficiency of labours has a close link to quality and productivity
improvements of the company. Therefore, managing labour turnover in successful
manner is essential for surviving and it will enhance company’s market
competitiveness.
Keywords: Labour turnover, Factors affecting, sources of turnover, ABC company

(janitorial industry)
Institute of Personnel Management V

Table of Contents
Table of Contents
Acknowledgements ......................................................................................................... I
Dedication... ................................................................................................................... II
Declaration ....................................................................................................................III
Abbreviations ............................................................................................................... IV
Abstract .......................................................................................................................... V
Table of Contents ......................................................................................................... VI
List of Figures ............................................................................................................ VIII
List of Table ................................................................................................................. IX
Chapter 01 .....................................................................................................................1
1 Introduction .............................................................................................................1
1.1 Background ......................................................................................................... 1
1.2 Problem Statement .............................................................................................. 2
1.3 Objectives ........................................................................................................... 2
1.4 Scope and limitation ........................................................................................... 2
1.5 Methodology ....................................................................................................... 2
1.6 Chapter Breakdown ............................................................................................ 3
Chapter 02 .....................................................................................................................5
2 Sources of Labour Turnover ...................................................................................5
2.1 Introduction ......................................................................................................... 5
2.2 Approaches to Employee Turnover .................................................................... 5
2.3 Overview of company ......................................................................................... 6
2.4 Types of Turnover............................................................................................... 9
2.5 Methods of Identifying Reasons for Staffs Turnover ....................................... 10
2.6 Relationships among Turnover and Productivity ............................................. 11
2.7 Effects of turnover on an organization.............................................................. 12
2.8 Measuring Turnover.......................................................................................... 12
2.9 Factors Leading to Turnover ............................................................................. 13
2.10 Preventive actions to reduce turnover ............................................................... 20
2.11 Strategies to overcome employee turnover ....................................................... 21
2.12 Summary ........................................................................................................... 22
Chapter Three .............................................................................................................23

3 Research Methodology .........................................................................................23
3.1 Introduction ....................................................................................................... 23
3.2 Research Design/Methodology ......................................................................... 24
3.3 Summary ........................................................................................................... 28
Institute of Personnel Management VI

Table of Contents
Chapter 04 ...................................................................................................................29
4 Research Findings and Analysis ...........................................................................29
4.1 Introduction ....................................................................................................... 29
4.2 Details of the Sample ........................................................................................ 29
4.3 Results of Questionnaire and Interview ............................................................ 30
4.4 Data analysis techniques ................................................................................... 31
4.5 Sources of labour turnover janitors’ perspective Vs. Managers’ perspective .. 41
4.6 Summary ........................................................................................................... 42
Chapter 05 ...................................................................................................................43
5 Conclusions and Recommendations .....................................................................43
5.1 Recommendations for managers ....................................................................... 45
5.2 Recommendations for Academic Researchers.................................................. 45
5.3 Contribution to Knowledge............................................................................... 46
References ....................................................................................................................47
Institute of Personnel Management VII

List of Figures
List of Figures
Figure 1.1: Chapter Breakdown ......................................................................................4

Figure 2.1: Organization structure of ABC Company ....................................................8
Figure 2.2: Type of turnover ...........................................................................................9
Figure 3.1: Research Process ........................................................................................23
Figure 3.2: Nested Research Methodology (Kagioglou et al., 2000)............................24
Figure 4.1: Labour turnover factors in personal reason ...............................................32
Figure 4.2: Percentage Labour composition for age group ..........................................33
Figure 4.3: Labour turnover factors in work environment............................................35
Figure 4.4: Labour turnover factors in salary and recognition......................................37
Figure 4.5: Labour turnover factors in organizational management style ....................38
Institute of Personnel Management VIII

List of Tables
List of Table
Table 2.1: Employee turnover statistical data .................................................................... 7

Table 4.1: Out put of Cronbach’s Alpha test for perspectives ......................................... 30
Table 4.2: Significance of factors influencing labour turnover in personal reason ......... 32
Table 4.3: Percentage Labour composition for age group ............................................... 33
Table 4.4: Significance of factors influencing labour turnover in work environment ..... 34
Table 4.5: Significance of factors influencing labour turnover in salary and recognition37
Table 4.6: Factors influencing labour turnover in organizational management style ...... 38
Table 4.8: Ranking of factors – Janiors’ perspective Vs Managers’ .............................. 41
Institute of Personnel Management IX

CHAPTER 01
INTRODUCTION TO THE RESEARCH
CHAPTER ONE Introduction
Chapter 01
1 Introduction
1.1 Background
The term “turnover” is defined by Price (1977) as: the ratio of the number of
organizational members who have left during the period being considered divided by
the average number of people in that organization during the period. Managers refer to
turnover as the entire process associated with filling a vacancy: Each time a position is
vacated, either voluntarily or involuntarily, a new employee must be hired and trained.
This replacement cycle is known as turnover (Woods, 1995).
These employees are extremely crucial to the organisation since their value to the
organization is essentially intangible and not easily replicated (Meaghan et al, 2002).
Therefore, managers must recognize that employees as major contributors to the
efficient achievement of the organization’s success (Abbasi et al, 2000).
Organizations invest a lot on their employees in terms of induction and training,

developing, maintaining and retaining them in their organization. Therefore, managers
at all costs must minimize employee’s turnover. Although, there is no standard
framework for understanding the employees turnover process as whole, a wide range
of factors have been found useful in interpreting employee turnover (Kevin et al,
2004). Therefore, there is need to develop a fuller understanding of the employee
turnover, more especially, the sources what determines employee turnover, effects and
strategies that managers can put in place minimize turnover.
ABC Environmental Services (Pvt) Limited is the market leader in janitorial and
related services and the position they have maintained since 1994. Being the only
Janitorial and Housekeeping service provider in the country with ISO 9001
certification since 1999, has helped us to deliver a consistent and tested service while
adding value to our clients’ service requirements. According labour turnover statistical
data, labour turnover is over 30% in last decade in ABC company. It is significant
figure that need to be examined root causes and find out strategies to overcome.
Institute of Personnel Management 1

1.2 Problem Statement

Turnover of janitors is over 30% in last decade and it becomes severe issue of smooth
operation of company. Labour turnover rate has a close link to the quality and
productivity improvements of the organization. Therefore, managing labour turnover
is essential to survive in the industry and ensure industrial competitiveness.
1.3 Objectives
1.3.1 General Objective
To find out factors affecting labour turnover among janitors in the ABC company.
1.3.2 Specific Objectives
I. Identify various factors affecting for labour turnover among janitors in ABC
company.
II. Analyze factors which affecting for labour turnover among janitors
III. Ranking the factors affecting for labour turnover according to level of
perspective of janitors’ and manager’.
IV. Identify compatibility of perspective level of janitors’ and managers’ towars
factors affecting for labour turnover among janitors in ABC company.
1.4 Scope and limitation

The research will be carried out within the ABC company and it is limited to
janitors and operation managers who work in janitorial sites.
Utilizing only two data collection method (interview and survey)
Gathering actual turnover information is not easy task because there is no
proper data base in ABC Company.
1.5 Methodology
Literature survey and review
A comprehensive literature review has been carried out using various books, journals,
research papers, conference papers, and electronic media as well as through

discussions with experts to identify the concept of sources of labour turnover and
strategic approaches to overcome the issue.
Questionnaire Survey
A comprehensive questionnaire survey has been carried out to obtain views about the
sources of labour turnover and strategic approaches to overcome the issue.
Analysis
Statistical test has been carried out to rank the sources of labour turnover and strategic
approaches to overcome the issue according to the level of importance.
1.6 Chapter Breakdown

Chapter One: General Introduction
Chapter one consists of the background to the study, aim and objectives, scope of the
study, organization of the report with a brief introduction to the research methodology.
Chapter Two: Literature Review

This chapter presents a comprehensive literature review on factors affecting for labour
turnover and strategic approaches which relates to the turnover management process.
Chapter Three: Research Process and Methodology

Explain about the research methodology and statistical analysis methods adopted for
this study.
Chapter Four: Analysis and Research Findings

Described the survey findings on research
Chapter Five: Conclusions and Recommendations

The conclusions derived from the research findings and recommendations for
promoting good practice are presented in this chapter. Suggested recommendations
for further researches are also included.

Chapter Breakdown
Chapter 01
Introduction
Objective 01
Identify and
analyze factors
affecting for
Chapter 02 labour turnover
Literature survey
Literature
review
Objective 02
Chapter 03 To find out the
compatible and
Methodology strategic
approaches
which relates
to the turnover
Chapter 04
Objective 03
Analysis of data Identify
relative
importance of
factors
affecting for
Questionnaire survey labour
Interview turnover
Chapter 05
Conclusion, Objective 04
recommendation Prioritizing
and further research influential
direction (strong)
solution for
successful
labour
turnover
management
Figure 1.1: Chapter Breakdown

CHAPTER 02
LITERATURE SYNTHESIS
CHAPTER TWO Sources of Labour Turnover
Chapter 02
2 Sources of Labour Turnover
2.1 Introduction
Employee turnover has become an important area of research from both a theoretical
and practical standpoint. It is important from a theoretical perspective, in
understanding how the underlying causes of turnover can provide insights into how to
control the phenomenon. In this chapter the researcher reviewed a variety of published
literature dealing with employee turnover in general and some more specific to
employee turnover in the janitorial industry.
2.2 Approaches to Employee Turnover

According to Ivancevich and Glueck, staff turnover is the net result of the exit of
someemployees and entrance of others to the organization. Singh et al, 1994, also
define staff turnover as the rate of change in the working staffs of a concern during a
definite period. Kossen defined the staff turnover as it is the amount of movement in
and out (of employees) in an organization. Turnover, as per Wikipedia (the free
encyclopedia), in a human resources context refers to the characteristic of a given
company or industry, relative to rate at which an employer gains and loses staffs. Price
(1977) defines turnover as the degree of individual movement across the membership
boundaries of a social system. Macy & Mirvis (1976) viewed turnover as any
departure beyond organizational boundaries. Mobley stated that turnover is the
cessation of membership in an organization by an individual who received monetary
compensation from the organization.
Organizations invest a lot on their employees in terms of induction and training,

developing, maintaining and retaining them in their organization. Therefore, managers
at all costs must minimize employee’s turnover. Although, there is no standard
framework for understanding the employees turnover process as whole, a wide range
of factors have been found useful in interpreting employee turnover Kevin et al.
(2004). Therefore, there is a need to develop a fuller understanding of the employee

turnover, more especially, the sources what determines employee turnover, effects and
strategies that managers can put in place to minimize turnover.
These employees are extremely crucial to the organisation since their value to the
organization is essentially intangible and not easily replicated (Meaghan et al, 2002).
Therefore, managers must recognize that employees as major contributors to the
efficient achievement of the organization’s success (Abbasi et al, 2000). Managers
should control employee turnover for the benefit of the organization success.
Denvir & McMahon (1992) reported that "High levels of turnover can become
substantial and detrimental to the organization. It prevents relationships between
employees and employers. It involves heavy administrative costs and a substantial loss
of productivity through the breaking up of teams who are used to working together.
Yet managers may have difficulty understanding and or accepting employee turnover
within their organization, due to a myopic perspective of the situation. However,
identifying the underlying causes, quantifying the problem, and identifying possible
solutions to high employee turnover can prove to be valuable information for
managers who wish to make a difference (Mobley, 1982).
2.3 Overview of company

ABC Environmental Services (Pvt) Ltd commenced business in 1985, as a joint
venture company between ABC Limited and International System of Denmark. ABC
Limited is one of the largest privately held group of companies operating in Sri Lanka,
having more than 27 independently operating companies organized under 4 strategic
business units with a turnover of over Rs. 10 Billion (US$ 100 Million).
ABC Environmental Services (Pvt) Limited is the market leader in janitorial and
related services and the position they have maintained since 1994. The company has
sales has sales of over Rs. 01 Billion per annum and employ over 8,000 staff on a
permanent basis and service over 1,400 customers on regular contract.
Being the only Janitorial and Housekeeping service provider in the country with ISO
9001 certification since 1999, has helped us to deliver a consistent and tested service
while adding value to our clients’ service requirements.

They provide services to most of the banks and private hospitals in the country and
they also provide Solid Waste Management Services to the Colombo Municipal
Council and other Local Authorities.
2.3.1 ABC Environmental (Pvt) Ltd – Aim
We aim to be the leading Facilities Management Specialists.
To achieve this, we will develop services, superior to those of
The competition and match them to the local needs of our customers
In order to provide them with peace of mind peace of mind and enhance their
business.
By delivering on thing commitment at the highest standards
Of performance, we will achieve sustained profitable growth
Employee turnover statistical data
Table 2.1: Employee turnover statistical data
Year % of Labour Turnover

2011 30
2010 28
2009 25
2008 20
2007 22
2006 27
2005 24
2004 25
2003 23
2002 25
2001 32
According to table 2.1 average labour turnover is 25% in last decade in ABC
Company. It is significant figure that need to be examined root causes and find out
strategies to overcome. Managers are struggling to manage labour turnover issue
among janitors in ABC company from last ten years. But still they are unable to find
sound solution to overcome issue successfully. So this study has been conducted last
three months to find out factors affecting for labour turnover among janitors.

2.3.2 Organization structure of ABC Company
Chief
Executive
Officer
Chief Finance Chief Operations

Officer Officer
DGM
Projects
Snr. Project Manager

Head IT Mgr. Mgr. Mgr. Mgr.
of HR Mgr Admin Legal Finance Finance
Operational Manager
Site Manager
Accountant Accountant
Admin Exec. Secretary
Supervisor
Exec CSO Exec Exec
Janitor
Jnr. Exe Jnr. Exe Jnr. Exe Junior Executive
Figure 2.1: Organization structure of ABC Company

CHAPTER TWO S o u rc e s o f L a b o u r T u rn o v e r
General formal reporting relationship is shown in organization chart. There nearly

4000 janitors work under 300 supervisors. Nearly hundred managers managing
supervisors and janitors. Ten operational managers are leading according to areas
wise. Four senior operational managers are directing the sites located in the country.
Duputy Genaral Manager is responsible for overall strategic approaches of the
company.
2.4 Types of Turnover

Voluntary turnovers are those caused by the interest of the employee while
involuntary turnovers are the decision of management to quit employees from work.
Voluntary turnovers are further distinguished between functional and dysfunctional
turnovers.
Functional turnovers are the resignation of substandard performers and dysfunctional

turnovers refer to the exit of effective performers. Dysfunctional turnover, which is the
most concerning factor, of the management, since it is affecting negatively to
organization’s general performance, into avoidable turnover (caused by lower
compensation, poor working condition, etc) and unavoidable turnovers (family moves,
serious illness, death, etc) over which the organization has little or no influence.
Therefore, management should give special attention to avoidable turnover which it
has a control and improves the situation and then staffs retention. The following chart
gives a clear picture of staff turnover ladder (Yared, 2007, p.10).
Turnover
Voluntary Involuntary
Dysfunctional Functional
Avoidable Turnover Unavoidable
Figure 2.2: Type of turnover

(Source: Loquercio Yared, 2007, p.10)

2.4.1 Voluntary Turnover Decision Process
As explained by Stephen, employees may become bored with the content of job,
frustrated by lack of promotion, fed up with their supervisors or irritated by changes in
their working environment. The following ten steps are the decision process for the
voluntary turnover (Yared, 2007, p.10).
a. Evaluate existing job,

b. Experience job dissatisfaction,
c. Think of quitting,
d. Evaluate expected utility of search for a new job and the cost of quitting,
e. Decide to search for alternatives,
f. Search for alternatives,
g. Evaluate alternatives
h. Compare best alternative with present job
i. Decide whether to stay or quit
j. Quit
2.5 Methods of Identifying Reasons for Staffs Turnover

Since turnover involves the most important resource of an organization, it needs to be
examined and monitored. Several different methods are available to researchers
seeking to investigate why employees choose to leave.
I - Exit Interview
Undertaking formal interviews with employees before they leave the organization is a
common method used to develop an understanding of their motivation for resigning.
The most straightforward approach is to take the designer through a questionnaire of
direct questions concerning his/her satisfaction with pay, supervisor, development
opportunities, relationships with colleagues and job content (Orton, M. (1971).
II - Surveys of Ex-employees
Another way of collecting information about the reason for staff resignation is to
contact former employees some months after they left the organization and ask them
for a considered view of their reasons for resignation (Yared, 2007, p.10).

III - Attitude Surveys
A third approach is to seek the views of employees before they leave and so provide a
basis for the development of policies and practices that will deter them from so doing.
Questions can also be asked about their current intentions as regards the future and
about their perception of alternative career paths open to them. Such approaches
enable employers to anticipate in which areas future turnover is most likely to occur,
and to gain an insight into the main causes (Yared, 2007, p.10).
IV Quantitative Approaches
Quantitative approaches are unlikely in themselves to give a particularly clear picture

of reasons for turnover, they may reveal some general trends and can usefully
supplement information gathered using the three other methods outlined above. Any
number of ratios can be investigated using quantitative analyses. Examples might
include comparing leavers with stayers in terms of their ages, the distance they travel
to work, their shift-patterns, pay levels, performance record or length of service. It is
also possible to use these techniques to identify the extent to which turnover varies
with the type of job undertaken or with the supervision of different managers (Yared,
2007, p.10).
2.6 Relationships among Turnover and Productivity

Turnover deeply related with the productivity of an organization. Employee turnover
can hamper the overall productivity of an organization and is often a symptom of other
difficulties.
During the time of replacement the co-worker faces problems due to the vacancy.
After the replacement the co-worker have to spend time from their task to help the
new worker. Newly appointed employee may not be trained properly for the new
position and needed time consuming training for settle down with the new job place.
There may be cultural differences between new employees with the previous one
which slows down his job performance. Demographic position also influences workers
performance and characteristics. The market reputation of the employer is adversely
affected due to high staffs turnover. May not be able to meet customer orders and
expectations on timely manner. All the causes mentioned above contribute hugely to
the damage of productivity of any organizations or service sectors. Care therefore

must be taken to reduce or minimize turnover rate as minimum as possible

(Shamsuzzoha & Rezaul, 2007, 65).
2.7 Effects of turnover on an organization

An excessive turnover rate regardless of cause has an enormous negative impact on
the company and those employed with the organization. Sometimes even consumer
and customers suffer by the amount of change in the business. Employee turnover can
have a negative effect on the performance of the business. The most common find of
the effects turnover has on an organization is financial loss. These costs can be
separated into two categories. Tangible costs include the time spent in recruiting,
selecting, interviewing, and training new employees. These expenses are visible and
noted in the cost of advertising and manpower expenses. A manager spends time away
from his principal duty to be involved in the hiring process. A certain amount of
capital is lost due to the time devoted to other functions instead of managing everyday
functions (White, 1995). Employee turnover can become expensive if not controlled
by the company. Intangible losses include the lost of the knowledge the person leaving
is taking with them.
The greater the intellect of the person, the larger the loss. The workload of the
remaining employees is increased due to the missing person (René, 2003). Coworkers
must now pick up the slack and work longer or more shifts until a new employee is
hired, which also creates overtime in certain industries. Companies may have to deal
with the negative publicity which follows businesses with high turnover rates (White,
1995).
2.8 Measuring Turnover

The commonly used formula to calculate a crude turnover rate for any given period is
described as shown below by the
Total leavers over period x 100
Average no. of employees

The employee turnover rate is usually calculated by dividing the number of employees
separated from the company they were working for by the base number of jobs during
the period (CIPD, 2006).
2.9 Factors Leading to Turnover

Employees move from one organization to the other and from one industry to the other
for different reasons. It is the attraction of a new job or the prospect of a period outside
the workforce which 'pulls' them like higher salary or better benefits; on other
occasions they are 'pushed' due to dissatisfaction in their present jobs to seek
alternative employment. It may be mixtures of both pull and push factors.
According to the recent research conducted by CIPD, (2006), push factors play a
major role in most resignations than pull factors. CIPD also emphasized that it is
relatively rare for people to leave jobs in which they are happy, even when offered
higher pay elsewhere. Human resource management is one of the most important
functions that should be carried out with care and consciously in order to motivate
staffs for better productivity and serve the organization for long time. The cause of
staff turnover should be studied by management carefully. From the control point of
view the staff turnover may either be avoidable or unavoidable. They also further
elaborated that unavoidable causes are not fault of management but due to other
factors which are not under organizations control like employees personal betterment,
domestic affairs such as marriage and pregnancy, illness, retirement, death, etc. and
avoidable causes are like employees dissatisfaction with job, low remuneration, long
hour of work and poor working conditions, bad relation with supervisors and fellow
workers and redundancy of activities.
2.9.1 Work environment related reason
I - Lack of Training
New-hire orientation and skills training are two required components of job
preparation for which employers are responsible. Job preparation begins with the
initial step in training during new-hire orientation. Employees who start new jobs
without any kind of orientation or training are often unaware of workplace policies
and processes that would benefit their job performance. Additional training throughout
the employment relationship keeps employee skill sets up-to-date and enables a more

productive and efficient workforce. When employees lack the training necessary to
become more productive, their performance suffers and they will either leave of their
own volition for jobs that provide training and employee support or they will be
terminated for poor performance. A lack of proper training and development is also
major cause for voluntary turnover (James, 2004, 13).
II - Poor Working Conditions
Employees must have the necessary tools to perform their duties. This includes the
proper equipment, machinery as well as adequate lighting, work. Poor working
conditions due to physical elements lead to low productivity and overall job
dissatisfaction. The latter, particularly when left unaddressed leaves employees feeling
unappreciated and they ultimately leave (Alan & Rita, 2002)
III - Workplace Conflict
Employees involved in workplace conflict especially when management or human

resources fails to investigate or resolve the issues. Unresolved workplace conflict has a
detrimental effect on employee morale. Employer precautions include enforcing
workplace policies that support fair employment practices and implementing a process
for employees to report incidents that often rise to the level of workplace conflict, such
as harassment or bullying (Edmund & Bradley, 1988).
IV - Employee Communication
Employers who communicate regularly with employees lessen the risk of creating a
workforce that feels undervalued and unappreciated. Keeping employees informed
about organizational changes, staffing plans and fluctuating business demands is one
way to ensure employees remain with the company. Neglecting employee concerns
about job security through lack of communication or excluding employees from
discussions that can affect their job performance, such as policy or procedural
changes, negatively impacts the way employees view their employer. Their views
transform to dissatisfaction and finally low productivity due to low morale and
disengagement. The negative relationship between instrumental communication and
turnover (Helen, 2007).

V - Job Dissatisfaction
Job dissatisfaction has been found to be a common occurrence with several levels of
severity. A direct positive correlation was found in the employee’s level of
dissatisfaction and the chance that the employee would leave the organization (Henry,
2007).
VI - Role Stressors
Staw (1980) identified three role stressors, which contribute to employee turnover.
These three role stressors are role ambiguity, role conflict, and role overload. Almost
the opposite of lack of responsibility, role stress is a result of work environment
perceptions and thus, influences affective responses such as organizational
commitment. Role ambiguity results when an employee is uncertain how to perform
the job. Role conflict is experienced when an employee receives two or more sets of
expectations or demands that are incompatible and cannot be simultaneously satisfied
(Churchill, Ford, & Walker 1976).
VII - Lack of Respect
Certain businesses have been criticized for not giving employees the respect that they
feel they deserve. Employees expect to be treated with dignity and respect at all levels
of the job. Employees can be the deciding factor in an organization’s success. For this
reason, employers should treat employees with respect and in the same manner in
which they would like to be treated. If management does not realize that employees
are its most important assets. Since employees generally want to do a good job, it
follows that they also want to be appreciated and recognized for their works. Even the
most seasoned employee needs to be told what he or she is doing right once in a while
(James, 2004, 14).
VIII - Lack of Responsibility
Individuals perceive that they are ready to make the decisions yet, management may
never give them the chance. Responsibility is a major factor that can provide a lasting
change of attitude. Therefore, empowering the employee could be a critical investment
in a company’s future (James, 2004, 13).

IX - Job security
Job security is the probability that an individual will keep his or her job; a job with a
high level of job security is such that a person with the job would have a small chance
of becoming unemployed. Employees have a preference for security of their jobs
(Hokey, 2007),
X - Degree of autonomy
Researchers on turnover recognize that the relationship between the degree of

autonomy and turnover is based on the assumption that a high degree of autonomy is a
positive outcome for the member of the organization. It is assumed that individuals
will negatively evaluate controls in the form of orders and rules imposed on them by
the organization. Several studies have reported data on the relationship between job
autonomy and turnover and all have found that lower amounts of autonomy are
associated with higher turnover (Adel & Roger,1985, ).
XI - Feedback on performance
There are a few studies reported supporting a negative relationship between feedback
on performance and turnover. Ross and Zander (1997) mention in their study that
feedback represented a significant factor in the employee's decision to participate.
XII - The organizational culture
The reward system, the strength of leadership, the ability of the organizations to elicit
a sense of commitment on the part of employees, and its development of a sense of
shared goals, among other factors, will influence such indices of job satisfaction as
turnover intentions and turnover rate (Samson, 2012, 314).
XIII - A bad match between the employee's skills and the job
Employees who are placed in jobs that are too difficult for them or whose skills are
underutilized may become discouraged and quit the job.
XIV - Substandard equipment, tools or facilities
If working conditions are substandard or the workplace lacks important facilities such
as proper lighting, furniture, restrooms and other health and safety provisions,
employees will not be willing to put up with the inconvenience for long time (Holden,
1980).
2.9.2 Management style related factors
I - Ineffective Leadership
Ineffective leadership results from employers’ failure to provide support for

employees who demonstrate aptitude and interest. Promoting employees without the
benefit of basic leadership training puts the employer at risk for high turnover and low
productivity. It’s akin to setting the supervisor up for failure and it jeopardizes
employee-supervisor relationships. Leadership training and employee development
can help the new supervisor understand how to balance his dual responsibilities –
managing department functions and managing people. Without leadership training,
however, the supervisor can fail because he did not receive the training he needed and
employees who report to him suffer because of potentially poor employee-supervisor
relationships (Holden, 1980).
II - Poor relationship with the management
Poor relationship with the management can be an important reason for the employees
to leave their jobs. These may include providing training to the line managers for an
effective supervision before appointing or upgrading them, providing security of jobs
with good working environment etc. There may be an offer for re-training the existing
managers who have a poor record at keeping their staff happily. Supervising managers
could be accountable for employee turnover in their teams (René, 2003).
III - Inadequate or lackluster supervision
Employees need guidance and direction. New employees may need extra help in
learning an unfamiliar job. Similarly, the absence of a training program may cause
workers to fall behind in their level of performance and feel that their abilities are
lacking (René, 2003).
IV - Supervisory style
Several studies have explored the relationship between aspects of supervisory style
and turnover. The general conclusion is that employees who have supervisors high on
human relations ability are less likely to quit. Related aspects of supervisory style have
been found to be associated with turnover in many other studies. Also some previous
studies found a negative relationship between satisfaction with supervisor and
turnover (René, 2003).

2.9.3 Salary / career advancement related factors
I - Lack of Advancement
When employees perceive no growth areas/future or desire to advance within the

system, they have no reason to remain in the current work situation. Poor promotional
opportunities are associated with higher rates of turnover. There are many research
results supporting the negative relationship between promotional opportunities and
turnover. If the job is basically a dead-end proposition, this should be explained before
hiring so as not to mislead the employee. The job should be described precisely,
without raising false hopes for growth and advancement in the position (James, 2004,
13).
II - Income
Many studies have established that there is a strong relationship between pay levels
and turnover rates. Armknecht and Early, in their analysis of manufacturing quit rates,
found that the level of earnings is the most important single factor affecting voluntary
separation. Other studies have reached similar conclusions about the negative
relationship between pay levels and turnover (Samson, 2012, 314).
III - Unequal or substandard wage structures –
Inequity in pay structures or low pay is great causes of dissatisfaction and can drive
some employees to quit. Again, a new worker may wonder why the person next to him
is receiving a higher wage for what is perceived to be the same work.
2.9.4 Personal reasons related factors
I - Reallocates with their spouse or partner -
Employee also pushed to leave job due to the dissatisfaction in their present workplace
or by domestic circumstances when someone reallocates with their spouse or partner
(Adel, 1985).
II - Age
Reviewers of the turnover literature report a consistent negative relationship between

age and turnover younger employees have higher rates of turnover than older ones
(Adel, 1985).

III - Length of service
As with age, reviewers of the turnover literature report a consistent negative

relationship between length of service and turnover, turnover being relatively high in
the early years of employment (Adel, 1985).
IV - Marital status
There are contradictory results reported in the literature on the relationship between
marital status and turnover. However some researchers pointed out in their studies that
family responsibilities, assessed by marital status and number of dependents, have
generally been associated with decreased turnover (Adel, 1985).
V - Sex
No simple pattern emerges when we examine the literature on the relationship

between the sex of the employees and turnover. However, Marsh and Mannari found
in their study that women had higher turnover rates than men.
VI - Unrealistic expectations
Another factor is the unrealistic expectations and general lack of knowledge that many
job applicants has about the job at the time that they receive an offer. When these
unrealistic expectations are not realized, the worker becomes disillusioned and decides
to quit (Samson, 2012, 314).
V - The person
These include both personal and trait-based factors. Personal factors include things
such as changes in family situation, a desire to learn a new skill or trade, or an
unsolicited job offer. These traits are some of the same characteristics that predict job
performance and counterproductive behaviors such as loafing, absenteeism, theft,
substance abuse on the job, and sabotage of employer's equipment or production.
These traits can be measured and used in employee screening to identify individuals
showing lower probability of turnover (Samson, 2012, 314).

2.10 Preventive actions to reduce turnover

Management needs the appropriate training in order to detect and be able to deal with
certain situations that may arise in order to prevent the person from leaving. Employee
issues should be taken care of before resignation is given. Company leadership should
be involved in practicing good personnel management techniques which will assist in
the reduction of job dissatisfaction and thus turnover. Poor management is a cause of
dissatisfaction, and can be resolved by using good management skills. Company
training should be evaluated periodically as well as occasional audits of employee
performances and standards evaluations should be conducted to gain a better
perspective on employee satisfaction (René, 2003).
Management should be involved in finding out the reasons people are leaving. They
should also work to promote job satisfaction and create a stronger company loyalty.
This information can be gathered by using exit interviews and surveys. Exit interviews
may be too late for the person leaving, but it may help to keep others. Employee
attitude surveys give the manager a better understanding of how the employees feel
about their jobs and can help gage job satisfaction. Managers should recognize that
preventing turnover is a difficult task which requires knowledge of certain issues
leadership should learn in order to be more successful at keeping employees and
reducing the turnover rate. Open door policies are another form of gathering
information and possible insight into employee job satisfaction and receive innovative
and productive ideas to help keep the company at a healthy stage ( René, 2003).
Companies attempt to keep salary and compensation information private, which can
reduce dissatisfaction and animosity between employees. The solution to
compensation issues might be easily resolved if that is the sole reason for leaving a
company; pay employees more than competitors do.
Another factor of turnover is the fact that many managers are unaware of the true cost
of turnover, and others do not know the general core causes and those causes specific
to their areas of responsibility, therefore cannot take action. Poor management
deteriorates employee morale, and cannot determine the reasons people do not want to
work there anymore. In addition, some managers are under the mistaken impression
that turnover is simply going to happen and there is nothing to do to stop it (René,
2003).

2.11 Strategies to overcome employee turnover
I - Recognize Accomplishments
For some employees, acknowledgment of a job well done can mean almost as much as
a pay increase. When employees do a good job, praise them in front of their peers.
You can also thank the whole staff by taking them to lunch or dinner after the
successful completion of a difficult project (James, 2004, 438).
II - Treat People Fairly
An employee who perceives unfairness, is highly likely to resign. Do not discriminate

against employees and treat them at all times.
III - Job Security
If people feel secure within their role, they are less likely to feel the need to look
elsewhere for employment. Security and stability are greatly valued by most
employees.
IV - Communicate
Good communication is vital within any business. If communicate regularly with

employees, they are more likely to feel like a true member of the team. Open
communication channels such as consultative bodies, performance appraisals, attitude
surveys and grievance systems will give your staff the opportunity to raise any issues
they may be having and will help to prevent a problem escalating to the point of
leaving the business (Muhammad, 2005).
V - Promote Engagement
Keep employees engaged to prevent them from becoming bored and losing interest in
their work. Seek their input to determine ways you can keep the job interesting and
fresh and provide new challenges by creating special projects that make use of their
particular skills and interests. Work with those who desire advancement to create an
action plan to get to the next level (Naresh, 1999)

VI - People Management Skills for Line Managers –
Ensure that all line managers are fully trained in people management and development
skills. Re-training may be required for any line manager who has a high level of staff
turnover.
VII - Be Flexible
If people are forced to work hours which do not suit them, they may well look for a
job which fulfills their requirements, therefore, it may be needed to accommodate
flexible working hours/times, if practicable within your organization (Leonard, 2008).
2.12 Summary
In this chapter the researcher reviewed a variety of published literature dealing with
employee turnover in general and some more specific to employee turnover in the
janitorial industry.

CHAPTER 03
RESEARCH METHODOLOGY
CHAPTER THREE Research Methodology
Chapter Three
3 Research Methodology
3.1 Introduction
The research methodology is the process followed to achieve the aims and objectives
of the research. The aim of this chapter is to give an outline view of the process that
will be used in this research. The chapter illustrates the research methodology,
research design and the arguments for selecting the methodology. The chapter
elaborates the research methodology using the research process
Research problem
Background study
Establish aim & objectives
Literature synthesis
Data Collection
Preliminary Guide to sampling

and identification
Further
Research
Sample selection
Questioner Survey
Data Analysis
Conclusion & Recommendation
Figure 3.1: Research Process

The objectives of this research were to identify and rank the factors affecting labor
turnover among ABC company. Further to test out whether any distinction exists
between the perspective of labours and managers of factors affective labour turnover.
The main factors for labour turnover were identified through a literature search.
Questions were formulated according to the factors, which distributed among
managers and janitors.
3.2 Research Design/Methodology
RESEARCH PHILOSOPHY
RESEARCH APPROACH
RESEARCH TECHNIQUES
(Source: Kagioglou et al. 2000 cited Senarathna, 2005)
Figure 3.2: Nested Research Methodology (Kagioglou et al., 2000)
Research design or research methodology of any research consists of identifying the

following three key factors.
1. First, identify research philosophy on which the research will be premised.

2. Then, select an appropriate research approach for theory testing and/or building.
3. Finally, select research techniques for data collection and data analysis.
The final outcome of the research depends highly on this research design. Therefore it
is of paramount importance to develop the most appropriate research design for the
particular research study.

3.2.1 Survey Research Approach
There is an important distinction between surveys and survey research. A survey is a

means of "gathering information about the characteristics, actions, or opinions of a
large group of people, referred to as a population". Surveys that are conducted to
advance scientific knowledge are referred to as survey research (Kraemer, 2002).
3.2.2 Research Technique
After selecting the research approach, appropriate research techniques had to be

identified to operate the research. These techniques could be discussed under two
broad types as data collection techniques and data analysis techniques. Commonly
used data collection techniques are interviews, questionnaires, document surveys,
observation and participation (Tan, 2002). The method of data analysis is also
important because there should be a way to interpret of the collected data and come to
a conclusion. The data analysis technique will act as the media to interpret the data
and give the conclusion. Statistical analysis, Content analysis, Pattern-matching and
Cognitive mapping are the commonly used techniques in data analysis. This research
has referred to statistical analysis following headings discuss those technique.
3.2.2.1 Data Collection Technique
Detailed Questionnaire Survey
Detailed questionnaire survey was the most important part of this data collection. The
research identified factors affecting labour turnover.
Format of questionnaires
Questionnaire one - Factors affecting for labour turnover according to janitors’

perspective
This questionnaire included some of the factors identified from the previous research
studies and literature for their references. Janitors have been asked to indicate the
relative effect of those factors using a simple 5 – level scale.
Questionnaire two – Factors affecting for labour turnover according to managers’

perspective

This questionnaire included some of the factors identified from the previous research
studies and literature for their references. Managers have been asked to indicate the
relative effect of those factors using a simple 5 – level scale.
Interview with managers
Interview with managers to identified general background of them, managerial

capability, educational level and perspective towards labor turnover.
Interview with janitors
Interview with janitors to identified background information, root cause for turnover
with description.
Sampling
Sampling can be defined as the method of selecting a representative sample from a

population. But selecting most appropriate sample for the study is quite difficult (Tan
2002). 30 numbers of janitors and managers were selected from ABC company. A
group of managers and janitors had been selected to provide opinions on the labour
turnover in ABC company.
Following criteria is used to correctly identify eligible participants for the surveys.
Janitors who left from the company in the period of research conducted. Managers
who directly managing janitors in janitorial sites.
3.2.3 Data Analysis Techniques
The questionnaires has used likert scale (1 to represent less important and 5 to
represent most important) and the results received by the survey was analyzed using
statistical software package (SPSS).
3.2.3.1 Coefficient of Variation (COV)
Coefficient of Variation (COV) expresses the standard deviation as a percentage of the

mean and it is useful to compare relative variability of different responses.
S
COV = × 100%
X Where,

CHAPTER THREE R e ssee a r c h M e t h o d o l o g y
COV - Coefficient of Variation
S - Standard Deviation
X - Weighted Mean of Sample
3.2.3.2 Internal Consistency Analysis (Cronbach’s Alpha)
Cronbach's alpha is a test for a model or survey's internal consistency. In addition, it

identified
tified as 'scale reliability coefficient'. Cronbach's Alpha is a measure of how well
each individual item in a scale correlates with the sum of the remaining items. It
measures consistency among individual items in a scale (Streiner and Norman, 1989),
(Nunnally
nally and Bernstein, 1978).
The standardized Cronbach's α can also be defined as;
Where N is the number of components equals the average variance and is the
average of all covariances between the components (Cronbach, 1951). According to
Nunnally and
d Bernstein (1978), in a reliable data set the alpha should be between 0.7
and 0.9.
3.2.3.3 Hypothesis Testing
In attempting to reach decisions, it is useful to make assumptions or guesses. Such

assumptions, which may or may not be true, are called Statistical Hypothesis.
othesis. In many
instances researchers formulate a statistical hypothesis for the sole purpose of rejecting
it or nullifying it. Such hypotheses are often called Null Hypothesis and are normally
denoted by H0. Any hypothesis which differs from a given hypo
hypothesis
thesis is called an
alternative hypothesis.
So, in this research the Null Hypothesis is,
H0 : There is no correlation between the janitors’ perspective and managers’

perspective.
H1 : There is correlation between the janitors’ perspective and managers’

perspective
Test Statistics to Test Rank Correlation Coefficient (rs)
Rank correlation measures the difference between the ranks for each pair.
n
6 ∑ d i2
i =1
rS = 1 − 2
n ( n − 1)
n−2
t cal = rs Distributed “t” with “n-2” degree of freedom
2
1 − rs
rs - Rank Correlation Coefficient
di - Difference between each rankings
n - Number of objectives
Null Hypothesis H0 : ρ = 0 (There is no correlation between rankings of

janitors and manager)
Alternative Hypothesis H1 : ρ ≠ 0 (There is a correlation between rankings

of janitors and mangers)
“ ρ ” is the standard symbol of Correlation Coefficient. In this hypothesis “ ρ ” is the

Rank Correlation Coefficient.
3.3 Summary
This chapter discussed the methodology and the design of this particular research. The
survey method and questionnaire survey is considered to collect data from janitors and
managers who work in ABC company. Data were analyzed through mean and
percentage of importance. Hypothesis test was conducted to find out compatibility of
managers’ perspective and janitors’ perspective.

CHAPTER 04
1 DATA ANALYSIS
CHAPTER FOUR Research Findings and Analysis
Chapter 04
2 Research Findings and Analysis
2.1 Introduction
A proper data collection and adhering to advanced methods to analyze the data are
paramount important in a research to achieve worthy outcomes. This chapter
illustrates the findings and analysis of the survey and finding and analysis regarding
the factors affecting labour turnover. Prior preparing the questionnaire the researcher
has referred many research articles in the source of lobour turnover.
2.2 Details of the Sample

There are nearly 4,000 labours in ABC. It is very difficult to identify the whole
population because there is no proper documentation method within the company.
However, janitors who are in remote areas are disregarded. The questionnaires were
distributed among 30 janitors who are working in ABC in the Western province. There
are many sampling techniques in the theory of statistics to select a sample. Basically
those techniques are discussing how to select a sample without being bias to any
respondent and to give same opportunity for each respondent to be selected in to the
sample. But without knowing the whole population those techniques cannot be used
effectively. Hence this research had selected a representative random sample for data
collection.
2.2.1 Data Analysis for Reliability
The data set has to check the reliability before use for the analysis. When doing
questionnaire surveys sometimes there may be questions, which are not consistent to
the issue, or sometimes received data may have lot of variations within respondents.
Therefore, internal consistency should be checked and variables which reduce the
reliability of the test should be disregarded from the analysis.
Cronbach’s Alpha has used to check the internal consistency in this research. A low
coefficient alpha indicates that the sample of items performs inadequately in

understanding the idea given by the measure. Conversely, a large alpha indicates that
the identified variables correlate well with true scores (Gilbert and Churchill, 1979).
The 16th version of Statistical Package for Social Science (SPSS 16) software was
used to carry out this test. The received Cronbach's Alpha value is 0.724 for the data
set for perspectives and this shows the reliability of the data set according to the
Gilbert and Churchill’s interpretation.
Table 2.1: Out put of Cronbach’s Alpha test for perspectives

Sources of labour Turnover Cronbach's Alpha if Item Deleted
Salary / Recognition 0.721
Personal Reason 0.707
Work Environment 0.719
Organizational management situation 0.782
Above table 4.1 indicates the resultant Cronbach's Alpha value. If the received value is
very much lower than 0.724 that corresponding factor should be removed from the
analysis. That is because this situation shows a low reliability. In this case neither
perspective received values greater than Cronbach's Alpha value and therefore can be
concluded as the data set is reliable and each perspective has a strong relationship for
the issues specified.
2.3 Results of Questionnaire and Interview

The labours were asked to consider factors in the questionnaires which had been
identified from the literature review. Labours and managers were asked to indicate the
relative effect of those factors using a simple 5–level scale:,
1 Least affected
2 - Fairly affected
3 - Moderately affected
4 - Significantl affected
5 - Extremely affected

Purpose of this questionnaire was to find out relative effect of sources of labour turn
over to turnover in ABC. Results of interview received from janitors and mangers are
analyzed in qualitative method
2.4 Data analysis techniques
No. of respondents who stated No. of respondents who

“Significantly affected” and + stated the criteria is
Percentage =
“Extremely affected” average
Total no. of respondents
All together there were 30 respondents .Factors which obtained as a percentage value
of less than 50% were disregarded and the factors which obtained a percentage value
of more than 50% were considered as significance factors of labour turnover. Above
calculations is carried out for the factors, for the identification of the significant
factors.
A mean for each factor is computed to deliver an indication of the importance of the
factor. The mean computation is used to rank the factors according to their
significance in affecting labour turnover. The factors having mean ratings of higher
than the neutral point 3, this indicates that these factors are seen by labours as highly
affected in labour turnover.
Coefficient of Variation (COV) expresses the standard deviation as a percentage of the

mean and it is useful to compare relative variability of different responses. Statistical
result obtained through coefficients of variations is a good indication of the agreement
between responses of the labours. Low coefficient of variations indicates higher level
of agreement between respondents. Among the above identified factors have
coefficient of variations ranging between 20%-40%. These are comparatively lower
coefficient of variations; hence indicate higher agreement between labours.

Table 2.2: Significance of factors influencing labour turnover in personal reason
COV Janitor Manager

Variable Importance %
% Mean Rank Rank Mean
1 Health-related issues 20 90 4.35 1 5 3.01
2 Difficulty travelling to and
24 88 4.03 2 4 3.89
from work
3 Difficulty balancing
30 85 3.95 3 2 4.26
work/life issues
4 Childcare issues 32 84 3.92 4 1 4.32
5 Elder care issues 27 83 3.59 5 6 2.89
6 Relocation to follow
29 80 3.41 6 9 2.22
spouse
7 Maternity 21 48 2.92 7 3 4.04
8 Retirement 33 45 2.78 8 8 2.41
9 Other domestic reasons 34 40 2.32 9 7 2.61
4.5
4
3.5
3
2.5
2 Mean (Janitor)
1.5 Mean (Manager)
1
0.5
0
1 2 3 4 5 6 7 8 9
Figure 2.1: Labour turnover factors in personal reason
According to the table 4.2 health-related issues, difficulty travelling to and from work
and difficulty balancing work/life issues have mean value above three in perspective
of janitor and manager and are becoming extremely affected factors under personal
reason. Retirement and other domestic reasons have the low mean value (below 2.78)
in janitors’’ perspective and managers’ perspective.
Regarding the ranking of personal reason section, enormous rank difference between
factors of maternity and health-related issues indicates the incorrect management
perspective towards labour turnover. There are no huge differences in ranking
difficulty balancing work/life issues, elder care issues and retirement.

The indicators which are health-related issues and difficulty travelling to and from
work have received low ranks in the manager’s perspective are the significant factors
for labour turnover according to the labours’ perspective.
According to the percentage of importance significantly affected has received more

than 80%. That indicates the significance of particular factors is high comparing to
other factors under personal reasons. The averaged affected factors were in range of
60% - 80% in and percentage of importance.
Table 2.3: Percentage Labour composition for age group
Number of
Percentage Labour
Age composition for age
labours %
Under 25 7 group
25-34 8
35-44 13 Under 25
19 7
45-54 18 8 25-34
55-64 35 13 35-44
Over 64 19 35 18 45-54
55-64
Figure 2.2: Percentage Labour composition for age group
1. Health related issues
Exposure to chemicals, working with machinery and sharp tools, work long hours and
working in risky working conditions are causing to health related issues. Sleep
disorders, depression, hearing loss, lung disease, diabetes, vision & eye diseases, heart
disease, and cancer are mainly stated diseases which most elder janitors are suffering.
According to figure 4.2 54 percent of janitors are over 55. Most of janitors join in their
middle ages since they need to be independent and live separately without being a
burden to their children. They are not capable enough to do careers which need more
talents and skills. So they have to leave service with a short period of time. They asked
insurance system or allowance for medical.
There are above 50 percent female labours who have worked nearly 10 years. Among
them more than 67 percent are widowed or divorced. Literacy of around 61 percent of
labours are illiterate or under grade 5.

2. Difficulty travelling to and from work
Most of the respondents travel more than 20km daily from home to workstations. That
is the reason this factor takes higher mean value of 4.03 among responses of janitors.
When compare to their salary and cost for bus fare, it is very hard to afford. So they
asked travelling facility or travelling allowance to stay with company and their
argument is no point of staying with company with affording all expenses.
3. Difficulty balancing work/life issues
Cause of child care issues, elder care issues, relocation to follow spouse and maternity
most of the employees leave company. Pregnant ladies are unable to perform janitor
role in the pregnancy period. Since they have to perform some hard work. Therefore
they request light weight work in that period for pregnant ladies in the interview
process. Since they are daily paid wagers, working hours are laid on 7am- 7pm or 7pm
– 7am in whole week. That 12 hour shifts put off them their private life and unable to
attend to child care issues and elder care issues. So they ask a flexible policy from the
company in order to balnce the work and life issue.
Table 2.4: Significance of factors influencing labour turnover in work environment
Janitor Manager
COV Importance
Factor Ran Ran
% % Mean Mean
k k
Poor fit between the employe
1 31.0 97.67 4.34 1 5 3.21
e and the job
2 Job dissatisfaction 23.5 90.75 4.12 2 6 3.18
3 Workload/stress 20.9 83.83 3.62 3 2 3.87
4 Work environment 24.9 80.37 3.46 4 4 3.65
5 Risky working conditions 20.8 76.91 3.41 5 7 3.02
Inadequate employee
6 25.4 73.45 3.27 6 8 2.97
orientation and training
7 Inferior facilities and tools 22.5 69.99 3.43 7 11 2.31
8 Worried about job security 23.6 56.15 3.12 8 1 4.26
9 Way work is organized 23.6 43.4 2.68 9 9 2.75
10 Insufficient challenge 25.6 40.15 2.60 10 10 2.56
11 Lack of meaningful work 24.6 36.91 2.46 11 3 3.76

4.5
4.0
3.5
3.0
2.5
Mean (Janitor)
2.0
1.5 Mean (Manager)
1.0
0.5
0.0
1 2 3 4 5 6 7 8 9 10 11
Figure 2.3: Labour turnover factors in work environment
According to the figure 4.3 poor fit between the employee and the job, job
dissatisfaction and workload/stress can be identified as highly affected factors for
labour turnover for janitors who are currenltly working for ABC (mean values for
particular factors 4.34, 4.12 and 3.62 respectively).
Issues about job security, workload/stress and lack of meaningful work factors have
also received high mean value in managers’ perspective level but low in janitor’s
perspective. Way work is organized and insufficient challenges have received low
mean value in both perspective levels. This represents inappropriate factors in
affecting labor turn over in ABC company. The indicators have shown high mean
values in janitors’ perspective which are poor fit between the employees and the job
and job dissatisfaction have average probability in affecting according to the
managers’ perspective.
According to the percentage of importance, eight factors become the critical factors in
labour turnover. Their mean values are more than three according to janitor’s
perspective. Therefore those indicators should be systematically studied by managers
to overcome issues in a logical manner. According to the results obtained from the
interview, about 60 percent of labors think, that their working environment bad or
worst. More that 56 percent of labours never obtained a proper training from ABC
company. Over 71 percent said that their work load is very much high.

Poor fit between the employee and the job
Cleaners are responsible for maintaining the cleanliness of the building and to perform
other related cleaning tasks including cleaning disinfect sinks, toilets, floors, waste
baskets and etc. But some workers do not perform their work at the required
asatisfatory level. So after getting knows the real picture of janitors’ role, most of
workers leave company. So managers need to be careful when recruiting janitors and
they have to make sure that the recruited janitor is best fit to workstation to avoid
unnecessary issues.
Employee orientation and training
According to results of interviews with janitors, there should be an orientation and

training program for safety orientation, chemical hazards, electrical hazards,
ergonomic hazards and injuries on the Job. Because substantial deaths have been
reported due to unawareness of the safety processes. Knowing safety techniques lead
to minimize the risks in working environment in janitorial field. Most of janitors don’t
know how to perform the cleaning taskes in a systematic way. Therefore on the job
training is essential for enhancing job satisfaction and minimizing labour turn over.
Work environment
Based on the interview results, there should be a reasonable temperature, circulation

of fresh air and sufficient and suitable lighting in janitors rest rooms. The drinking
water and washing facility should be available in the operational units. The operatives
who finish their shift work in the night, relevant facilities should be provided.
Managers should recruit sufficient labours to perform job, because insufficient staff
lead to increase workload of single janitor and that factor leads to turnover intention.
Further, mangers should provide tools and equipment to carry out work effortlessly
and effectively.

Table 2.5: Significance of factors influencing labour turnover in salary and recognition
COV Importance Janitor Manager

No Variable
% % Mean Rank Rank Mean
1 Dissatisfaction with pay 17.31 92.34 4.59 1 1 4.12
Less or no appreciation for
2 18.95 83.00 4.11 2 3 2.98
work done
3 Internal pay inequity 20.68 87.67 4.02 3 4 2.76
4 Lack of career development 20.51 78.33 3.95 4 2 3.97
5.0
4.0
3.0
Mean (Janitor)
2.0
Mean (Manager)
1.0
0.0
1 2 3 4
Figure 2.4: Labour turnover factors in salary and recognition
According to the figure 4.4 all indicators become significantly affected factors for
labour turnover because they have received higher mean value (above 3.95) and
percentage of importance (above percentage of 78). Even less or no appreciation for
work done and internal pay inequity have received higher mean value according to
janitors’ perspective; while those factors have received very low mean value from
managers. Managers don’t believe appreciation is essential factor for keeping labours
with company in the long term. Further they need to come across solution to solve
issues regarding internal pay inequities.
According to an interview with janitors, salary is the main issue that is leading for
leaving organization. So researcher suggests that, managers should be capable enough
to manage organizational operational and overhead cost to increase labours salary.
Since in janitorial field success is mainly depends on performance of janitors. There
should be an organizational culture that appreciates janitors makes sure recognition to
janitors.
Their monthly salary is below 10 000 LKR and they are getting nearly 12 000- 13 000
LKR with overtime payments. 80 percent of labours believe that they are not paid well
when comparing to other companies who is having similar working environment. So
more than 85 percent of them are planning to resign and join other companies where
the wages are high.
Table 2.6: Significance of factors influencing labour turnover in organizational management style
Janitor Manager
COV Importance
No Factor
% % Mean Rank Rank Mean
Conflicts with supervisors or

1 31.0 97.67 4.34 1 1 4.13
co-workers
Management inability to solve
2 23.5 90.75 4.12 2 5 2.67
major administrative problems
3 Perceptions of unfair treatment 20.9 87.83 4.02 3 2 3.12
4 Ineffective communication. 24.9 85.37 3.96 4 3 3.01
5 Poor supervision 20.8 78.78 3.71 5 4 2.86
Management dishonest in
6 22.5 75.23 3.63 6 7 2.48
dealing with employees
Dissatisfaction with
7 23.6 69.56 3.52 7 6 2.59
management style
4.5
4.0
3.5
3.0
2.5
2.0 Mean (Janitor)
1.5 Mean (Manager)
1.0
0.5
0.0
1 2 3 4 5 6 7
Figure 2.5: Labour turnover factors in organizational management style
Receiving higher mean value (above 3.52) and higher importance of percentage
(above 69 percentages) for all factors indicates organizational management style
significantly affected for higher labour turnover.

Huge mean value difference indicates in management inability to solve major

administrative problems, perceptions of unfair treatment and ineffective
communication. Management doesn’t believe above factors affect significantly for
high turnover that is showing in their low mean for the factors. Janitors and managers
believe conflicts with supervisors or co-workers are the major factor for higher
turnover under management style.
According to results, getting through interview with janitors management and

supervisors should keen enough for janitors issues regarding their jobs. For that there
should be a sound communication system between janitors and management. Head
office staff should be supportive to solve janitor’s issues in a rapid manner and should
be treated them friendly manner in such situation. All the janitors should be treated in
the same and fair manner to minimize bad image towards the management.
78 percent of labours feel that they are treated as slaves by the management though
54% of managers believe that the labour- management interaction is good. While 56
percent of labors feel that relationship with supervisors is bad, 53% managers stated
that the relationship is good. Around 67 percent of labours have had conflicts with the
supervisors and they have got any inquiries to solve their problems. The relationship
among labours is bad according to 55 % of labours, but 67% managers believe that the
relationship is good. According 64 percent of labours, supervisors’’ leadership skills
are bad.
90 percent of managers are male and there 70 percent of mangers are in the age group
of 36-40. 88 percent of managers have their highest education qualification as G.C.E
A/L.
The managers never obtained a proper training to develop their management skills;
they have leadership skills only by experience. 63 percent of managers are confident
with their leadership skills. 81 percent of managers have got their position by
promotions with experience.

2.4.1 Test Statistics to Test Rank Correlation Coefficient (rs)
n
6 ∑ d i2
i =1
rS = 1 − 2
n ( n − 1)
n−2
t cal = rs Distributed “t” with “n-2” degree of freedom
2
1 − rs
Null Hypothesis H0 : ρ = 0 (There is no correlation between rankings)
Alternative Hypothesis H1 : ρ ≠ 0 (There is a correlation between rankings)
“t” value was calculated using the SPSS computer package and the result of the test
hypothesis as follows,
Organizational Management style
Decision Rule : Reject H0 if Tcal > 2.365 or Tcal < -2.365
Value of “T” 0.177
Decision Since -2.365< Tcal <2.365, there are no enough evidence to reject H0
Conclusion : The null hypothesis is accepted. According to that there is no

relationship between the rankings. Therefore there to a 95% confidence interval it can
be stated that the ranking the factors of janitors’ perspective and managers’
perspective is different
Section T-Cal T(28)

Personal reason 3.453 2.120
Work environment 0.847 2.228
Salary / Recognition 2.658 2.179
Management style -0.177 2.365

2.5 Sources of labour turnover janitors’ perspective Vs. Managers’

perspective
According to the results of the test statistic of rank correlation coefficient, to a 95%
confidence interval there is no correlation between the rankings of Work environment
and Management style in janitor’s perspective and managers’ perspective but there is
correlation between the ranking of personal reason and salary/ recognition. Following
are the sources of labour turnover which have recorded the highest difference in
ranking:
Table 2.7: Ranking of factors – Janiors’ perspective Vs Managers’
Rank
Section Factor Difference
Janitor Manager
Health-related issues 1 5 4
Personal
Maternity 7 3 -4
reason
Childcare issues 4 1 -3
Lack of meaningful work 11 3 -8
Work
environment Worried about job security 8 1 -7
Inferior facilities and tools 7 11 4
Salary /
Career development 4 2 -2
Recognition
Management Management inability to solve
2 5 3
style major administrative problems
Considering the difference of ranking factors such as health-related issues, inferior

facilities and tools inferior facilities and tools and management inability to solve
major administrative problems have significant important in janitors’ perspective than
managers perspective in labour turnover. Factors such as, maternity, childcare issues
,lack of meaningful work, worried about job security and career development have
significant importance in managers’ perspective than janitors’ perspective in labour
turnover.

2.6 Summary
This chapter discusses the accomplished methodology of this research and the results
of the survey. Then detailed survey was carried out among janitors and managers who
are working in ABC. The respondents were prioritizing according to each perspective
and rank the differentiation was done in the analysis. Finally combinations between
two responses were identified.

CHAPTER 05
1 CONCLUSIONS AND RECOMMENDATIONS
CHAPTER FIVE Conclusions and Recommendations
Chapter 05
2 Conclusions and Recommendations
ABC is janitor based company and the performance of janitor is a significant

component towards the overall company performance. Company performance can
certainly be enhanced by doing labour turnover analysis and diagnostics, leading to
enhance efficiency of labours. Labour turnover has been one of the major research
areas in janitorial industry. The reason is that, in almost janitorial industry is a major
industry which seriously affected by labour turnover issue. It is very important to
select the suitable strategies to overcome increasing labour turnover issue. Efficiency
of labours has a close link to quality and productivity improvements of the company.
Therefore, managing labour turnover in successful manner is essential for surviving
and it will enhance company’s market competitiveness. Labour turnover is a burning
issue for any organizations. For the steady productivity of an organization it is
essential to maintain its skilled workforce. But most of the times it is very difficult to
control the turnover rate within organizations.
It can be argued that the managing labour turnover is the best human resources
practice. Managing labour turnover has been identified as a good management
practice, which is facilitated to achieve organizational goals. Most of the companies
including ABC have identified the importance of managing labour turnover in order to
achieve their business objectives. In past, managing labour turnover consists of
responsibility of administrative department, but nowadays several human resources
practices have established to reduce the labour turnover.
This particular research is aimed at identified sources of labour turnover according to

janitors’ perspective and managers’ perspective. But it is identified that there is a gap
of perspective level. Although anybody can argue that already sources of labour
turnover has been identified, but due to incorrect identification and poor management
decisions lead to unsuccessful labour turnover management.

The attempts were made to identify and analyse the factors which are highly
influencing in labour turnover in labors’ perspective and janitors perspective and
difference in perspective levels were analysed in four categories. The identification of
the influencing factors in personal reason, management style, salary and work
environment were achieved through a comprehensive literature review and survey.
This study was based on the questionnaire survey and interview to extract a set of
exclusive factors which are highly influencing labour turnover and to determine the
level of influence of each factor for labour turnover. Level of influence of each factors
were analyzed through the mean value of the factors and significant factors were
identified through percentage of importance.
Through the ranking of the significant factors affecting labour turnover in ABC,
ranking correlation coefficient was calculated. Result of the test hypothesis proved
that there is no correlation among the ranking of factors for two section of turnover
(management style and work environment). Salary/ recognition and personal reason of
janitors have correlation among the ranking of factors. Therefore it can be concluded
that the identification of sources of labour turnover is different from managers’
perspective from janitors’ perspective exclude salary/ recognition and personal reason
of janitors.
Under the personal reasons of janitors section health-related issues, difficulty

travelling to and from work and difficulty balancing work/life issues have become
significant factors. Poor fit between the employees and the job, job satisfaction and
workload/stress are considerable factors under work environment section. As the
significant factors of salary and recognition dissatisfaction with pay and less or no
appreciation for work done are also important. Conflicts with supervisors or co-
workers, management inability to solve major administrative problems and
perceptions of unfair treatment are major factors under management style.
According to results from interview process, most of them are elder female janitors
who travel long distance to work station. They need considerable salary to survive and
expect good recognition from management and supervisors. Further they are looking
forward for a sound working environment with enough staff to carry out functions in a
smooth manner. Further good supervision and training are expected by janitors. It
appears that managers in ABC have limited knowledge of janitors’ requirements.

Since managers should have extensive knowledge of the factors affecting turnover to
solve the issues in a systematic manner. Findings of this research can be used by all
the managers who are working in ABC to successfully manage turnover issue
successfully.
2.1 Recommendations for managers

Through the industry survey, it has been found out that the proper identification of
sources of labour turnover are in a very poor stage because most of managers are busy
with routine work, Therefore they lack of opening for strategic approach. Through this
research it is strongly recommended for mangers to implement labour turnover
managing strategies after an appropriate evaluation of sources of labour turnover.
Unless otherwise they would not be able to achieve target for afford.
There is no panacea for achieving eliminating turnover in ABC company. With the
actual identification of sources of turnover, it is important to grasp the current turnover
rates and actual condition in detail, set goals and achieve the goals through a sound
strategic approach as far as possible.
Employees are the backbone of business success and therefore, they need to be
motivated and maintained in organization at all cost in terms of providing quality
products and services to the society. Managers must understand that employees in
their organizations must be treated as the most valuable assets of the organization.
This asset needs to be monitored with due care, otherwise their organizations would
cease to exist.
Managers should examine the sources of employee turnover and recommend the best
approach to fill the gap of the source. In most situations the causes of staff turnover
are a combination of one or more factors. Therefore, the best solution for the problem
is to identify the major causes and treating them to reduce.
2.2 Recommendations for Academic Researchers

This research was carried out to identify sources of labour turnover among janitors in
ABC Company in janitors’ perspective and managers’ perspective. This research was
limited to the turnover among janitors in ABC Company. Also due to the time

limitation the sample was limited to thirty and all of them are in western province.
Therefore followings are recommended as further extensions of this research.
1. Case study can be conducted to check the validity of the proposed sources of
turnover introduced by this research.
2. Extend this research and develop a novel tool to mange turnover issue in ABC
Company in successful manner.
3. Can extend this research to identify the relationship of managing employee
turnover and overall performance of the organization and develop a model to
demonstrate the relationship.
4. In the increasing competition and when going for the competition of janitorial
industry, this research outcome can be further improved and develop as cost
declining tool.
2.3 Contribution to Knowledge
This research has identified the inadequateness of researches in the area of

identification of sources of labour turnover among janitors as the knowledge gap.
Proper identification of sources of labour turnover needed to be managing issue has
been introduced by this research to fill that gap through a comprehensive literature
survey and evaluation of managers’ and labors’ perspective. Therefore those factor
identification and evaluation of relationship between perspective levels can be
considered as contribution to knowledge by this research.

REFERENCES
References
References
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3. Birgit, S., & Nicole, T. (2007). Turnover intention and preparedness for
change:Exploring leader-member exchange and occupational self-efficacy as
antecedents of two employability predictors. CareerDevelopment International,
12, 660-679
4. Edmund, H., & Bradley, J. (1988). Labour turnover in UK manufacturing.

International Journal of Manpower, 9, 8–11
5. Helen, R. (2007). Can training remove the glue from the sticky floor of low-paid
work for women?. Equal Opportunities International, 26, 555-572
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Journal of Business Management, 23, 49-54
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International Journal of Physical, 37, 375–388
8. Hokey, M., & Ahmed, E. (2003). Developing the profiles of truck drivers for their
successful recruitment and retention. International Journal of Physical
Distribution & Logistics Management, 33, 149-162.
9. Holden, D. A. (1980), Industrial Structure and Labour Turnover, International

Journal of Manpower, 1, 3–6
10. Ian, M. T., & Jonathan, W. (2007). The importance of management style in labour
retention. International Journal of Sociology and Social Policy, 27, 5-18
11. James, H. (2004). A review of a multiple retailer's labour turnover, International

journal of retai & distribution management, 32, 434 – 441

References
12. Jason, H. H. (2002). Reasons given for employee turnover in a full priced
department store. Home economics,23, 19-44
13. John, J. R., & James, E. S. (1977). Sources of professional staff turnover in public
Accounting firms revealed by the exit interview. Accounting Organizations and
Society, 2, 165-175
14. John, S. (2002), Job-to-job turnover and job-to-non-employment movement: A

case study investigation. Personnel Review, 31, 710–721
15. Leonard, k. (2008). An analysis of labour turnover: causes and effects. MBA,
Egerton University
16. Luisito, B., & Olivier C. (2009). The determinantsof excess worker turnover in
Luxembourg. International Journal of Manpower, 30, 253-268
17. Michael, C.G., & Davidson, N. (2010). How much does labour turnover cost?: A
case study of Australian four- and five-star hotels. International Journal of
Contemporary Hospitality Management, 22, 451-466
18. Muhammad, A. B., & Muhammad, J. (2005). Human resource practices as

determinants of employee turnover: an empirical investigation. Asian Academy of
Management Journal, 10, 69-80
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Singapore, Nanyang technology university. Organization. Addis Ababa University
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21. Peter, B., & Keith, M. (2003). Labour turnover and retention in New Zealand: The
causes and consequences of leaving and staying with employers. Asia Pacific
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22. René, C. (2003). Employee turnover. MBA, Capella University
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References
24. Rosalind, C. (1993), Excessive Labour Turnover: The Case of Clerical Staff
inSingapore. International Journal of Manpower, 14, 32–40
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its Causes and Effects to Different Industries in Bangladesh. Employee Turnover,
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Ababa University

APPENDICES
A study of factors affecting high turnover among the Janitors at ABC Company
Dear Sir / Madam,
Research – PQHRM 47
I am a student of Institute of Personnel Management, undertaking the PQHRM. In fulfillment of

this program, I am required to conduct a research and produce a research.
Research Topic: A study of factors affecting high turnover among the janitors at ABC company
Purpose of the Research: To find out factors affecting labour turnover and analyze factors
affecting for labour turnover related to ABC Company
I would be grateful if you could complete this questionnaire within your busy work schedule. The
information gathered through this survey will be only used for this particular research, they will
not be used for any other purpose, and also results would be summarised, and therefore no
specific referees will be made to individuals. I assure you that, all your responses will be kept in
absolute confidentiality and you will not be held responsible for the research outcome.
Yours faithfully,
DissertationSupervisor
Madhubhashanie.A.W.C Mr. Mahendra Silva
Final year student Senior Manager
PQHRM 47 Insurance Corporation
Institute of Personnel Management Colombo 02

A study of factors affecting high turnover among the Janitors at ABC

Company
Purpose Questionnaire : To Identify and extract maximum amount of unbiased information

from the janitors in the ABC company regarding the factors affecting
turnover among janitors.
This Questionnaire Survey is designed to carry out in among the Janitors in ABC company
Option which cause to sources of employee turnover are extracted from your responses. Read the
statement carefully and express your opinion regarding the factors affecting labour turn over
among janitors in ABC company by marking √ in the relevant cage regarding each statement
Please assign each option a scorewhich reflect your opinion on scale by using 1 to 5 whereas:
1 - Least affected
2 - Fairly affected
4 - Significantl affected
The higher the score, the extremely affected sources of employee turnover
Would you please list out any other criteria, which you believe that should be included in this list,
as sources of employee turnover ?
Note: Following are the identified some of the selection criteria from the literature and past
research studies.

General Information
Name: ...............................................................................................................................................
Age Group: Under 25 25-34 35-44 45-54 55-64 Over 64
Length of Service: Under 5 6-10 11- 15 16-20 21-25 Over 25
Gender: Female Male
Marital Status: Single Married Widowed Divorced
Education qualification Illiterate Under grade 5 Under grade 10
1. What was the most important reason for your leaving?

……………………………………………………………………………......................
2. Your current salary/grade?
Below 10,000 10,001-15,000 15,001-20,000
3. Your physical working environment?

Very Good Good Average Bad Worst
4. The training you have received?

Always Often Sometimes Rarely Never
5. Did you feel that you were marginalized by the management?

Yes No
a. If yes, what could be the reason?

………………………………………………………………………......................

6. How was your relationship with your supervisors?

Excellent Very good Good Fair Bad
7. Have you ever made any grievance to your supervisor?

Yes No
a. If yes, how do you feel about the response?

Very satisfied Satisfied Not satisfied No reply at all
8. Do you think that you have been paid well?

Yes No
9. How was the work load in terms of normal working hours (i.e. 8 hour per day)?
Normal Beyond Under
10. Do you think that the environment condition had impact for your resignation?
Yes No
11. Do you think that the salary that you get compensate your work load?
Yes No
12. How was the relationship among labours?

13. How do you rate the leadership skill of your supervisors?

14. How do you rate the benefits and compensation of the ABC in comparison with other
similar organizations?

15. What should be done to improve the working situations in general?
………………………………………………………………………………………………
16. What negative situations did you experience while working for the organization?
…………………………………………………………………………………….
17. What kind of organization do you intend to work for in the future?
………………………………………………………………………………………
18. Is there anything that would change your mind about leaving the organization?
……………………………………………………………………………………….
19. Is there any health related issues lead to leave from the company?
Yes No
a. If yes, what are they?

………………………………………………………………………..............
20. Why did you join to this company?
……………………………………………………………………………………….
21. What is the distance that you travel daily from home to workstation? (In km)
………………………………………………………………………………………
22. What are the facilities you expect from the company to stay with?
……………………………………………………………………………………....
23. What is your working shift? Are you satisfied with the current shift hours?
………………………………………………………………………………………
24. What kind of training you need to perform your job well?
……………………………………………………………………………………….
25. What kind of working environment that you need, to perform job effectively?
……………………………………………………………………………………….

Assign a score to
No Sources of Employee Turnover represent the relative
importance
I Personal Reason
1 Maternity 1 2 3 4 5
2 Difficulty in balancing work and life issues 1 2 3 4 5
3 Childcare issues 1 2 3 4 5
4 Elder care issues 1 2 3 4 5
5 Health-related issues 1 2 3 4 5
6 Retirement 1 2 3 4 5
7 Relocation to follow spouse/partner 1 2 3 4 5
8 Difficulty travelling to and from work 1 2 3 4 5
9 Other domestic reasons 1 2 3 4 5
II Work Environment
1 Way work is organised 1 2 3 4 5
2 Workload/stress 1 2 3 4 5
3 Work environment 1 2 3 4 5
4 job satisfaction 1 2 3 4 5
5 Insufficient challenges 1 2 3 4 5
6 Worried about job security 1 2 3 4 5
7 Poor fit between the employee and the job 1 2 3 4 5
8 Inferior facilities, tools, etc 1 2 3 4 5
9 Risky working conditions 1 2 3 4 5
10 Inadequate employee orientation and training 1 2 3 4 5
11 Lack of meaningful and challenging work. 1 2 3 4 5
III Salary / Recognition
1 Dissatisfaction with pay 1 2 3 4 5
2 Internal pay inequity 1 2 3 4 5
3 Lack of promotion/career development 1 2 3 4 5
4 Less or no appreciation for work done 1 2 3 4 5
IV Oraganizational management style
1 Conflicts with supervisors or co-workers 1 2 3 4 5
2 Dissatisfaction with management style 1 2 3 4 5
3 Perceptions of unfair treatment 1 2 3 4 5
4 Ineffective communication. 1 2 3 4 5
5 Poor supervision 1 2 3 4 5
6 Management care how you really felt about your work? 1 2 3 4 5
7 Management open and honest in dealing with employees 1 2 3 4 5
8 Management ability to solve major administrative problems 1 2 3 4 5

A study of factors affecting high turnover among the Managers at ABC Company
Dear Sir / Madam,
Research – PQHRM 47
I am a student of Institute of Personnel Management, undertaking the PQHRM. In fulfilment of

this program, I am required to conduct a research and produce a research.
Research Topic: A study of factors affecting high turnover among the janitors at ABC company
Purpose of the Research: To find out factors affecting labour turnover and analyze factors
affecting for labour turnover related to ABC Company
The purpose of this questionnaire is exclusively for academic purpose as a requirement for
PQHRM. It's administered to assess your views about your working conditions, experience, staffs
that have been working under your supervision and general working environment about your
organization. I assure you that, all your responses will be kept in absolute confidentiality and you
will not be held responsible for the research outcome. Therefore, your genuine, frank and timely
responses are quite vital to determine the success of this study. So, I kindly request your
contribution in filling the questionnaire honestly and responsibly.
Yours faithfully,
Research Supervisor
Madhubhashanie.A.W.C Mr. Mahendra Silva
Final year student Senior Manager
PQHRM 47 Insurance corporation
Institute of Personnel Management Colombo 02

A study of factors affecting high turnover among the Janitors at ABC

Company
Purpose Questionnaire: To Identify and extract maximum amount of unbiased information from
the managers in the ABC company regarding the factors affecting
turnover among janitors.
This Questionnaire Survey is designed to carry out in among the Managers in ABC
Company
Option which cause to sources of employee turnover are extracted from your responses. Read the
statement carefully and express your opinion regarding the factors affecting labour turn over
among janitors in ABC company by marking √ in the relevant cage regarding each statement
Please assign each option a score which reflect your opinion on scale by using 1 to 5 whereas:
1 - Least affected
2 - Fairly affected
4 - Significantly affected
The higher the score, the extremely affected sources of employee turnover
Would you please list out any other criteria, which you believe that should be included in this list,
as sources of employee turnover?
Note: Following are the identified some of the selection criteria from the literature and past
research studies.

Personal Profile
1. Gender: Female Male
2. Age Group: 20-25 26-30 31-35 36-40 Over 40
3. Educational Qualification
12 grade or below Diploma Degree
4. Work experience in the ABC (in years)

Less than one year 1-2 Years 2-3 Years 3-5 Years > 5 years
5. Total work experience including other organizations

6. Total managerial experience

7. Position in the ABC
Manager Coordinator If other, please specify ……………
8. How you get your current positions?
Initial Employment By Promotion If other, please specify ……………
9. How do you rate your own leadership skill?

10. How you developed your leadership skill? (Select one or more)
Through experience Through training
If other, please specify:
……………………………………………………………………………………
11. Did you have human resource management practice before joining ABC?
Yes No
12. Did you take human resource management training after joining ABC?
Yes No
13. How do you rate your relationship with your janitors?

14. How do you judge the work load of your janitors in terms of the normal working
hours?(i.e. 8 hour per day)
Normal Beyond Under
15. What do you think about the working condition of the ABC?
16. How do you rate the relationship between janitors?

17. How do you rate the relationship between supervisors and janitors?

Assign a score to
No Sources of Employee Turnover represent the relative
importance
I Personal Reason
1 Maternity 1 2 3 4 5
2 Difficulty in balancing work and life issues 1 2 3 4 5
3 Childcare issues 1 2 3 4 5
4 Elder care issues 1 2 3 4 5
5 Health-related issues 1 2 3 4 5
6 Retirement 1 2 3 4 5
7 Relocation to follow spouse/partner 1 2 3 4 5
8 Difficulty travelling to and from work 1 2 3 4 5
9 Other domestic reasons 1 2 3 4 5
II Work Environment
1 Way work is organised 1 2 3 4 5
2 Workload/stress 1 2 3 4 5
3 Work environment 1 2 3 4 5
4 job satisfaction 1 2 3 4 5
5 Insufficient challenges 1 2 3 4 5
6 Worried about job security 1 2 3 4 5
7 Poor fit between the employee and the job 1 2 3 4 5
8 Inferior facilities, tools, etc 1 2 3 4 5
9 Risky working conditions 1 2 3 4 5
10 Inadequate employee orientation and training 1 2 3 4 5
11 Lack of meaningful and challenging work. 1 2 3 4 5
III Salary / Recognition
1 Dissatisfaction with pay 1 2 3 4 5
2 Internal pay inequity 1 2 3 4 5
3 Lack of promotion/career development 1 2 3 4 5
4 Less or no appreciation for work done 1 2 3 4 5
IV Oraganizational management style
1 Conflicts with supervisors or co-workers 1 2 3 4 5
2 Dissatisfaction with management style 1 2 3 4 5
3 Perceptions of unfair treatment 1 2 3 4 5
4 Ineffective communication. 1 2 3 4 5
5 Poor supervision 1 2 3 4 5
6 Management care how you really felt about your work? 1 2 3 4 5
7 Management open and honest in dealing with employees 1 2 3 4 5
8 Management ability to solve major administrative problems 1 2 3 4 5

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A STUDY OF FACTORS AFFECTING HIGH

TURNOVER AMONG THE JANITORS

Chamalie Ahangama Withanage

Institute of Personnel Management

This research is accomplished to be indebted much dedication and admiration of many

First and most respectively, I am greatly indebted my supervisor, Mr.Mahendra Silva

It is my foremost duty to pay my gratitude to Head, Air Vice Marshal Rohitha

I express my indebtedness to all participants in the survey for their encouragement,

Chamalie Ahangama Withanage

15th September 2012

Institute of Personnel Management I

Institute of Personnel Management II

Chamalie Ahangama Withanage Date

Institute of Personnel Management

Institute of Personnel Management III

AES- ABC Enviromental Services (Pvt) Ltd

Institute of Personnel Management IV

ABC is janitor based company and the performance of janitor is a significant

It is very important to select the suitable strategies to overcome increasing labour

Keywords: Labour turnover, Factors affecting, sources of turnover, ABC company

Institute of Personnel Management V

Chapter Three .............................................................................................................23

Institute of Personnel Management VI

Institute of Personnel Management VII

Figure 1.1: Chapter Breakdown ......................................................................................4

Institute of Personnel Management VIII

Table 2.1: Employee turnover statistical data .................................................................... 7

Institute of Personnel Management IX

Organizations invest a lot on their employees in terms of induction and training,

Institute of Personnel Management 1

1.2 Problem Statement

1.3.1 General Objective

1.3.2 Specific Objectives

1.4 Scope and limitation

Literature survey and review

Institute of Personnel Management 2

1.6 Chapter Breakdown

Chapter Two: Literature Review

Chapter Three: Research Process and Methodology

Chapter Four: Analysis and Research Findings

Chapter Five: Conclusions and Recommendations

Institute of Personnel Management 3

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2.2 Approaches to Employee Turnover

Organizations invest a lot on their employees in terms of induction and training,

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2.3 Overview of company

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2.3.1 ABC Environmental (Pvt) Ltd – Aim

We aim to be the leading Facilities Management Specialists.

To achieve this, we will develop services, superior to those of

By delivering on thing commitment at the highest standards

Of performance, we will achieve sustained profitable growth

Employee turnover statistical data

Table 2.1: Employee turnover statistical data

Year % of Labour Turnover

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Chief Finance Chief Operations

Snr. Project Manager

Figure 2.1: Organization structure of ABC Company

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General formal reporting relationship is shown in organization chart. There nearly

2.4 Types of Turnover