Introduction

A city in the Philippines was once entitled as Southeast Asia's leading center for shoe

industry, located in Metro Manila, the Marikina City. Simple Marikeños just have regarded the

shoe making as a means of living but later on become a fast growing industry that yielded millions

in its prime years. In 1950's, after the Import Control Law was passed, that minimized the flooding

of imported shoes in the country, subsequent to World War II, Marikina became the biggest shoe

manufacturing city in the Philippines and was given a title, "Shoe Capital of the Philippines".

Through Marikina, that paved the way to the breakthrough in the Philippine shoe industry, the

footwear products that were made by our Filipino laborers are now having its place to foreign

countries. Just this year, a Filipino shoe brand Rusty Lopez, will open its newest store in Jakarta,

Indonesia, featuring the authentic Marikina-made footwear. Unfortunately on the other hand, in

some parts of the country, the shoe industry is gradually dying, but still, in some cities and

provinces, the industry was push through to a revival.

Lagunenses' very own center for shoe industry in the province, Liliw, was able to compete

in the national market due to its durable and marketable footwear products. Liliw was known for

its low-priced shoes that as well, enables it to compete with the widespread imported footwear

products from China. The fast-rising shoe industry in Liliw can be considered as a double-edged

sword, in a way that it causes the shoe industry in its neighboring cities to slowly die. One of these

is the city of Biñan, which is said to have a deteriorating shoe industry due to lacking of shoe

laborers because some of them started to move to other places for a better employment

opportunities. A number of them has found employment in some shoe manufacturing businesses

in Liliw, Laguna. With the small number of laborers that remained employed in Biñan shoe
manufacturing companies, employers should secure that their employees will retain, in order for

the industry to achieve its "Renaissance".

Despite the dying industry in some parts of the city, Casile is one of the barangays in Biñan

that continues its life in shoe industry. Approximately, there are 20 shoe manufacturers that is able

to provide jobs for the people of Casile. Many households still depend on these manufacturing

companies to sustain their living, and might as well, these companies depend on these laborers in

order to continue its operation stability. The researchers aim to determine the relationship between

the retention factors and the length of service of the shoemakers in the said barangay, through a

quantitative research study.

Problems

1. What is the profile of the respondents as to:

a. Gender

b. Age

c. Length of service (as to year/s)

2. Which of the following retention factors affect the length of service (as to year/s)

a. Wages

b. Location from home

c. Relationship with the employer

d. Relationship with co-workers

e. Required working hours

3. Is there a significant difference between the demographic profile of the respondents and work

retention factors?

REVIEW OF RELATED LITERATURE

A professor from a business school in India once stated that employee retention issues are

emerging as the most critical workforce management challenges of the immediate future.

Researches have shown that in the future, successful organizations will be those which adapt their

organizational behavior to the realities of the current work environment where longevity and

success depend upon innovation, creativity and flexibility. In fact, the dynamics of the work

environment will have to reflect a diverse population comprised of individuals whose motivations,

beliefs and value structures differ vastly from the past and from one another. This phenomenon is

especially true in light of current economic uncertainty and following corporate downsizings when

the impact of losing critical employees increases exponentially. (Sinha, C., 2012)

In addition, Agrela, et al (2008) states the need to focus on the factors that affects retention

leading to growth and success of organizations. Studies suggests that retention strategies, which

effectively satisfy the needs of all employees consequently enhances the ability for companies to

adapt more effectively to ongoing organizational change. Research shows that trends redefining

modern retention strategies go beyond the traditional salary and benefits package or compensation

embracing employee motivation, as one of the key factors to cater to the diversity and long stay of

the workforce in the organization. Retention factors incorporating the needs and desires of

employees at any age enhance levels of individual job satisfaction, loyalty, and commitment at

work.
 Moreover Braja, D., stated that according to employee retention statistics, 83 % of

employers believe attracting and retaining talent is a growing challenge. (Allegis Group) And 66

% of millennials expect to leave their organization by 2020. The top reasons given by employees

for leaving their jobs include (1) lack of career development (22%), (2) lack of support with work-

life balance (12%), (3) their manager’s behavior (11%), unsatisfactory compensation and benefits

(9%), (4) and poor well-being (9%). Therefore addressing these issues can solve the problem.

Many studies suggest a relationship among employee motivation, engagement and job

satisfaction with the intent of the employees to stay in their workplace. A survey on the employees’

motivators is essential. This will serve as a basis in the formulation of retention programs geared

them which will pave the way in retaining workforce of sufficient quantity and quality to create a

positive impact on the organization’s effectiveness.

Garcia, P. (2015), remarked that vital to the achievement of the College goals and

objectives are the competent manpower whose functions are integral and their quantity,

competence and effectiveness impact the educational institutions productivity and efficiency. As

cited in the study of Surbhi (2013), no academic institution can really ensure sustainability and

quality in the long run without commitment. This therefore makes it critically important to retain

this intellectual staff. It is apparent that preserving great employees in the organization is

indispensable to uphold the undertakings of any academic institutions. These institution employ

measures to retain competent employees. However, the adequacy and suitability of the said actions

are constantly an uncertainty. Job retention and turnover in the arena of higher education are still

a global concern.

Furthermore, De Ocampo, R.et.al (2018) cited that demographic factor variables that have

been found to have constant relationship with retention and turnover intentions are age, gender,
and tenure, education, and income levels. These have influenced employee retention and turnover

overtime. Several studies in which demographic factors have been employed to investigate job

satisfaction and job attitudes have shown that they are strong predictors of turnover intentions.

They also adds that organizations’ pay level is a potentially important direct influence on voluntary

turnover. Employees are satisfied with existing pay system if they believe that rewards or

incentives are paid based on fairness, seniority and performance evaluation of all employees. It is

also found that employee leaves the job due to work environment and organizational justice

(distributive justice and procedural justice). It also plays pivotal role in employee retention, it is

revealed from study that, if organization want to retain their power employees, organization must

follow fairness formula. In line with this, the overall working environment of the organization

should be favorable to employees and the organization working environment which is not

conducive to most of the employees it contributed to employee turnover. Having identified the

determinants of labor turnovers, these will prepare the management when it comes to employees’

retention.

METHODOLOGY

This chapter presents the procedures that were followed by the researchers throughout the

study. This chapter covers the research design, sampling technique, data collection and the

statistical treatment used in the study.

In this study, the researchers used descriptive research design. As defined by Eugene M.

and Christine E. Lynn (2015), descriptive research is used to obtain information concerning the

current status of phenomena and to describe “what exist” with respect to variables or conditions
in a situation. While Devin Kowalczyk (2015) gave the meaning of descriptive research design

as a study design to depict the participants in an accurate way.

This design determined and depicted the relationship between the retention factors and the

length of service of the shoemakers in the said barangay, through a quantitative research study.

According to Ashley Crossman (2017), a purposive sample is a non-probability sample

that is selected based on characteristics of a population and the objective of the study. Purposive

sampling is also known as judgmental, selective or subjective sample. The researchers used

purposive sampling wherein some shoe makers were chosen as the respondents of this research

paper. Also to determine the total sample from population, the researchers used the Slovin’s

Formula and computed 96 workers out of 127 total.

The data were collected by conducting a survey because it is the common way of collecting

data when the research is descriptive in type. Survey questionnaires were given and answered by

each respondents.

To answer the statement of the problems, the following formulas were applied. The

researchers used the percentage formula for the demographic profile of the respondents and the

analysis of variance (ANOVA) formula and t-test for the relationship of the profile of the

respondents to each retention factors.

 SURVEY QUESTIONS

1. Demographic profile

Name (Optional):________________________________

Gender: __M (maglalapat) __F (magrerebete)

Age: __Below 30 __31-50 __above 50
Length of service: __1-5 yrs __6-10 __ 10 yrs and above

2. Retention Factors

What makes you stay on your job? (Rank the following with 1 being the highest and 5 being the

lowest)

Wages

Location from home

Relationship with the employer

Relationship with co-workers

Required working hours

REFERENCES

Braja, D. (2019) Eight top employee retention factors. Retrieved from

www.blog.vantagecircle.com

Business and Management. Retrieved from www.iiste.org

De Ocampo, R.et.al (2018), Comparative Analysis On The Factors Affecting Employee Turnover
Between
Garcia, P. (2015) Factors affecting jib retention: Basic for retention management model. Retrieved
from www.ijern.com

Readington, K. (2007) Motivating employees. Retrieved from www.helium.com

Sinha, C. (2012) Factors affecting employee retention: A comparative analysis from European
Journal of Supervisors and Frontline Employees in the BPO Industry. Retrieved from
www.ijarp.org