Research Proposal

Management Learning and Research

MN7183

Factors Influencing Loyalty of the Human Resource

Professionals’ Towards Organizations Limited to
Insurance Companies in Colombo, Sri Lanka

Princy Priyadarshini John

Student ID 18031233
 Assessment 3: Individual Research proposal

Guildhall School of Business and Law

Student Self-Assessment and Feedback / Feedforward Cover-Sheet
Assessment 3: Individual Research Proposal (40%)

Part 1.0 Student/module details

Student Number (s): 18031233 Submission Deadline: Module Assessment

Week 11 Contribution: 70%
Student name: PRINCY PRIYADARSHINI JOHN
Module Code and Module Title: Module Leader:
MN7183 - Management learning and research

Part 2. Student self-assessment

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Name/Number Signature Date

Princy Priydarshini John
17/01/2020
 MN7183 Management learning and research
Individual Research Proposal
Academic Year 2017-18

Student Name: Princy Priyadarshini John First Marker:

Student ID: 18031233 Second Marker:

Title of proposal:

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context. Key issues affecting the business or
sector. Rationale for the study

Weighting 25%

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and suggested conceptual framework

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Contents
1. Introduction ........................................................................................................................ 7

1.1. Study Problem Outline .................................................................................................... 7

1.2. Rationale for the Study ................................................................................................... 8

1.3. Research Objectives ........................................................................................................ 9

1.3.1. Main Research Objective......................................................................................... 9

1.3.2. Specific Research Objectives .................................................................................. 9

2. Literature Review ............................................................................................................. 10

2.1 Employee Loyalty ......................................................................................................... 10

2.2 Income Fairness ............................................................................................................ 11

2.3 Promotion...................................................................................................................... 12

2.4 Training and Development ........................................................................................... 12

2.5 Working Environment .................................................................................................. 13

3. Conceptual Development and research questions ............................................................ 14

3.1 Research Questions ....................................................................................................... 14

3.2 Conceptual Framework ................................................................................................. 14

3.3 Hypotheses .................................................................................................................... 14

4. Research Methodology ..................................................................................................... 15

4.1 Research Design............................................................................................................ 15

4.2 Sampling Framework .................................................................................................... 15

4.3 Sample Technique & Data Collection .......................................................................... 15

4.4 Reliability & Validity ................................................................................................... 16

4.5 Constrains ..................................................................................................................... 16

4.6 Ethical Considerations .................................................................................................. 16

4.7 Gantt Chart .................................................................................................................... 17

List of References .................................................................................................................... 18

1. Introduction

1.1. Study Problem Outline

According to the strategic human resource aspect, human resource is considered as the
most important asset of an organization. The human resource is the employees that an
organization has. Employee retention is a vital phenomenon in today’s business
environment and it has become a vital issue and challenge to all the organizations
nowadays. The number of employees leaving the organizations is more than employees
joining the organization. The war of talent will start in the near future because of the
shortage of labour (Holland et.al 2007). As per above statement by Holland retaining
talented employees is very important to the organization but it is a challenge due to
shortage of labour. This is a specific interest for Insurance Sector organizations too.
Therefore it is important to understand how to avoid future employee losses successfully
(Samuel and Chipunza 2009).

Human Resources is the most valuable and important asset of an organization. An

organization can have latest technologies, good infrastructure, very good market share but
it will be not a successful organization without loyal employees. In current era employees
switching between organizations has become a trend, there are possible factors that affect
this changing of jobs. One of the reasons for this is the loyalty that the employees have
towards the organization.

Loyalty of an employee is the key challenge in most of the organizations today. With the
increase number of different businesses, organizations and job opportunities available in
those, retaining employees has become a challenge to the organizations. Retention take
place not only with salary, job satisfaction, working environment but also the loyalty that
the employee has towards its organization.

The organization’s success depends on employee loyalty towards it, since whenever an
employee leaves his/her job the organization always partly lose it source of knowledge and
skills that are difficult and costly to acquire therefore it is essential to identify the factors
influencing the loyalty of employees towards the organization in order to rectify those
factors and reduce employee turnover.
1.2. Rationale for the Study

Every organization’s expectation is to maintain profitable business sustain in the market

for a longer period. To achieve this Organizations must compete with many other
organizations in the market. If the performance of the organization is good then it can help
in getting competitive advancement. In order to improve performance organizations must
manage all its resources. Human Resource must be managed properly and given
importance among all the other resources in an organization. The main reason why
employees leave an organization, it is because of the loyalty that they have towards it.
Loyalty could be influence by many factors, identifying those and rectifying is important
to reduce employee turnover in order of sustainability of the organization.

There are various studies that has been conducted in measuring the factors influencing
employees’ loyalty towards the organization in countries like Vietnam, India, Bangladesh,
Iran, Malaysia and Saudi Arabia. There are studies that has been conducted to measure the
relationship between certain factors and employee loyalty in various industries. There are
researches conducted in Sri Lanka on employees’ loyalty that affects performance and job
satisfaction. And a particular study that has been conducted under the name of “An
Investigation of the Employee Satisfaction and Organizational Commitment on Employee
Job Retention in Selected Insurance Companies in Sri Lanka. But there is no research done
in the Insurance Companies in Colombo Sri Lanka to identify the factors influencing
Human Resource Professionals’ loyalty towards organization.

Human Resource Professionals has been chosen to conduct this research since the
researcher is a Human Resource Professional and the researcher is interested to identify
the factors that will influence the loyalty of them towards the organization. Insurance
Companies in Colombo are chosen because, the employee turnover rate in Insurance
Companies are high also the researcher has somewhat access to those professionals and
data collection would be much easier.

This study will help to address the gap in the literature in insurance companies in Colombo.
Findings of this study will help to identify whether there is a relationship between the
selected factors and loyalty of Human Resource professionals towards organization. Also
it will identify which factor affects the most the loyalty of HR Professional, it can be taken
as general among employees who are in other field also, therefore Insurance Companies
can take necessary corrective actions to prevent them.

Furthermore other organizations will also benefit from the results of this research to
evaluate the factors that affect employees and what their level of loyalty is to the
organization, thus solving the problems and drawbacks of their strategies to satisfy and
retain the employees. Finally, this study helps to bridge the gap in Human Resource
Management literature about the relationship between employee job satisfaction and
organizational commitment on employee retention in insurance industry.

1.3. Research Objectives

1.3.1. Main Research Objective

The main research objectives to identify which factors affect loyalty of employees
which leads good employees to leave the Organization and to help the management to
take necessary corrective action to mitigate those factors.

1.3.2. Specific Research Objectives

a. To make recommendation to retain good employees of the organization by

adjusting certain policies and protocols of the organization.

b. To be the aid to the other researchers to study the subject more in depth and
students to have a basic understanding towards loyalty.
2. Literature Review

2.1 Employee Loyalty

The ancient Chinese built the Great Wall in order to protect themselves against their
enemies’ attacks; yet in the first 100 years of the construction, their enemies managed to
attack them three times and break out a war. The enemies did not climb the wall nor did
they tear it down; they bribed the gate guards and passed through them. The Chinese made
serious attempt to construct a blocking wall, but they did little to train faithful and
conscientious guards. This vividly demonstrates the grave role of human resources in any
organizational system (Saboori, 2014). Employee faithfulness or commitment to
organization is not about the name of the organization or status of the organization or in
which position that the organization in the market but it is purely on how organizations
treat its employees. Employee loyalty is considerable when employees believe that they
have no regrets for working in the organization, and they consider it as the best choice for
them (Loyalty Research Center, 2002).

Vince (2005) had stated that employers should understand employees’ needs, as it could
cultivate employee loyalty towards the organization. Employees are the most determinant
and leading factor that determine the success of the organizations in competitive and
dynamic environment (Kennedy and Diam 2010, Molina and Ortega 2003, Chapman
2009). In above statements from Vince (2005) and Kennedy and Diam (2010), Molina and
Ortega (2003) it is understood that the employees of an organization is the great asset that
must be looked after properly for the success of the business. Employees are not like
machines and they have feelings and expectations it is not possible to get work done
through them like getting work done through machines. Employees expect something in
return for the effort they put in order to retain the organization in future, therefore it is very
important that employers must understand the needs and feelings of employees and
fulfilling them in order to obtain their commitment or loyalty towards the organization.

According to Sirin and Sirin (2013) Organizational commitment is thought to be an

important part of the psychological condition of the employees, including the attitudes they
generalize towards their organization. Those employees with a higher degree of emotional
commitment are more likely to continue working for the organization voluntarily and
eagerly because they feel integrated within the organization and identify with the norms
and values of the organization (Nagar,2012). Highly committed employees are going to
be identified with the goals and values of the organization, features a stronger desire to
belong to the organization; and is willing to display greater organizational citizenship
behaviour that is a willingness to go over and beyond their required job duties. There are
various researchers that have been done worldwide based on different organizations and
conditions about the impact of employee job satisfaction and organizational commitment
on employee retention.

2.2 Income Fairness

Income fairness is when employees feel that their compensation accurately reflects the
quality of their work. The perception of a good compensation or income fairness depends
on number of things including the abilities and responsibilities required for the work, the
time and energy put in, as well as how the pay benefits compare to what others receive for
similar work. Income fairness doesn’t mean that all the employees will be paid equally but
paid justly.

According to Mondy (2014) the total compensation of all rewards is provided to employees
in return for the services. Sindik (2011) says if an organization wants to motivate
employees with salary and rewards, it would certainly should have a fair reward system,
stimulating and punishment, otherwise it can cause distortion of human relations in the
company. Motivated and satisfied employees retain longer in an organization, their
commitment towards the organization is higher comparing to new or employees with short
tenure period. When employees feel that they are not paid sufficient compensation for the
contribution given by them to the organization will lead to demotivation and resignation.
Employees will start looking for new employment to gain much rewards for the effort they
put in.

In order to motivate an employee to be satisfied and to be loyal, the organization must

provide an extra perk to the performers. The fixed salaries only does not motivate an
employee to work more than the average, when there is a fixed salary to all the employees
it will create conflict in between employees working better and worse, Workers who are
above average capable and motivated to work often leave from such companies because
their fixed salary does not provide enough satisfaction, they are aware that somewhere
they maybe can be paid a lot more for their efforts and work (Tippet and Kluvers, 2009).

2.3 Promotion

Promotion is an identification and motivation to the employees who perform well in the
organization. According to Allen & Tuselman (2009) another way for organisations to
encourage loyalty in their employees is through offering prospective careers such as
promotions in the near future. In their research, Allen and Tüselman (2009) found that an
employee who feel dissatisfied with their current situation could still remain loyal to their
employer if there are opportunities for them to be promoted. Creating a proper career path
and developing employees to reach that path is one of the responsibilities of the employer,
performers must be identified and recognized in order to retain them in the organization.
Apparently, lack of career development and opportunities for promotion were key aspects
associated with employee turnover (Ineson & Berechet, 2011), indicating poor employee
loyalty. Abdullah et al. (2009) confirmed that opportunity for career development has
increased the tendency of employees to become loyal to the organization. It implies that
the employees feel they have future endeavour with the organization. Therefore, career
development is seen as an important determinant in assessing employee loyalty.

2.4 Training and Development

Training was demonstrated to be one of the most important elements which has an effect
on the satisfaction of staffs. In the period of socio-economic development now, the
majority of staff always eager to learn or research new things to perfect their professional
skills, and these things are shown through the training. According to Bartlett & Kang
(2004) Firms with higher levels of perceived fair access to organizational training
programs will be more likely to increase the number of committed employees in their
organization. Employee training provides opportunities to employees widen their
knowledge and abilities for more efficient teamwork and achieve individual development
(Jun et al., 2006). In practice, training helps employees have a lot of opportunities to learn
and enjoyable experience on issues related to their work. Besides, trained employees will
be equipped with knowledge and skills to be in charge of many different job positions in
the organization easier. Hence, if an organization does not have training policies or training
sessions periodically for employees, they will easily arise dissatisfaction in their work
because they feel that the organization only wants to squeeze their available knowledge
and experience. As a result, they will give up their job and intend to search for another job
When workers receive self-development training, the level of their job satisfaction is
higher than those without such training (Chang et al., 2010) According to Hewitt
Associates (2004) Training pertains to a set of activities aimed at facilitating the learning
of knowledge, attitude, and skills among people in the organization, to, in turn; improve
their current job performance and contribution to the achievement of organizational goals.

2.5 Working Environment

Working environment is an important factor that makes decisions. Working environment
includes all the features about the job such as all the facilities for doing the job, comfortable
workplace and ventilation, safety workspace, and the degree of noise.

A positive working environment is always filled with fun, friendship affection between
employees together; recognition and encouragement. A positive working environment will
always increases job satisfaction and employee loyalty towards the organization. It is
shown that working environment is a critical factors in determined the level of employee
job satisfaction (Chang et al., 2010; Jun et al., 2006).

According to Al-Anzi (2009) a proper work environment is regarded as a healthy

workplace and it helps in examining specific perceptions of employees towards the work
space. Employees must have a comfortable work station or a place to work. All the
infrastructures to perform the job must be provided in order to work peacefully. Different
office designs and arrangements also directly affect the mood and attitude of employees to
perform in their job (Hughes, n.d. as cited in Al-Anzi, 2009). Comfortable and ergonomic
office design is one of the ways to motivate employees’ to increase their performance
substantially, and also affects the job performance and loyalty towards an organization.
Past research has shown that employees are likely to be unhappy with work environment,
thus resulting in low level of loyalty in organization. Working in a space less workstation
without proper infrastructure with a bad environment will mentally and physically effect
employees which leads to demotivation and disloyalty.
3. Conceptual Development and research questions

3.1 Research Questions

1. Is there any relationship between income fairness and the loyalty among the HR
Professionals in Insurance Companies?
2. Is there any relationship between promotion and the loyalty among the HR
Professionals in Insurance Companies?
3. Is there any relationship between training and development and the loyalty among the
HR Professionals in Insurance Companies?
4. Is there any relationship between working environment and the loyalty among the HR
Professionals in Insurance Companies?

3.2 Conceptual Framework

The theoretical framework was adapted from the research conducted in Vietnam on
Factors influencing the Organizational loyalty of Employees by Ngoc Thanh Trinh
(Brian). This framework will be modified to Sri Lanka Context.

3.3 Hypotheses

Ho There is no relationship between Income Fairness and Employee’s loyalty.

H1 There is a relationship between Income Fairness and Employee’s loyalty.

HO There is no relationship between Promotion and Employee’s loyalty.

H1 There is a relationship between Promotion and Employee’s loyalty.

HO There is no relationship between Training & Development and Employee’s loyalty.

H1 There is a relationship between Training & Development and Employee’s loyalty.

HO There is no relationship between Working Environment and Employee’s loyalty.

H1 There is a relationship between Working Environment and Employee’s loyalty.
4. Research Methodology

4.1 Research Design

As Johnson and Clark (2006) note, as business and management researchers we need to be
aware of the philosophical commitments we make through our choice of research strategy
since this has significant impact not only on what we do but we understand what it is we
are investigating. Therefore, this research is positivism as the researcher will be trying to
find the answer by the philosophical stance of the natural science by Survey Strategy using
questionnaires. Approach of the research will be deductive and methodological will be
Mono method quantitative.

This research will be a descriptive research, because the researcher will be collecting data
of HR Professionals to understand their profiles and the factors influencing loyalty towards
the organization. The research will be cross-sectional, because we recognise that most
research projects undertaken for academic courses are necessarily time constrained.

4.2 Sampling Framework

According to Insurance Regulatory Commission of Sri Lanka (2019), there are 27
Insurance Companies in Colombo Sri Lanka, and total HR professionals working in those
Insurance companies are 247 which will be taken as the total population. The sample
applicable for this study will be 247, assuming a sample error of 0.5.

4.3 Sample Technique & Data Collection

Sample for this study is all the HR Professionals in the Insurance Companies in Colombo,
data will be collected by a structured questionnaire with the topic of ‘Factors Influencing
Loyalty of the HR Professionals’ towards Organizations’.

Both online survey through survey monkey and hard copies will be circulated for those
who are unable to do it through online. There are 12 structured questions under four
independent variables that is Income Fairness, Promotion, Training and Development,
Working Environment. But this sampling might not provide 100% accurate data, since the
questionnaires are filled by humans.
4.4 Reliability & Validity
To ensure the reliability and the validity of the data collection, the questions will be
structured in a simple and understandable manner – using Likert Scale. To check the
consistency of the questionnaires it will be given twice to 4 people selected from the
sample with an interval of 4 days to see the reliability of the questionnaire and further if
needed, questionnaire will be refined and modified accordingly.

4.5 Constrains

The employee loyalty is influenced by many factors, but in this research, author will be
focusing only on four variables taken into consideration for evaluation will be limited as
the author will be considering the factors used in the research by Ngoc Thanh Trinh (Brian)
in 2014 on the same study that is Income Fairness, Promotion, Training and Development
and Working Environment due to time limit, accordingly the employee’s loyalty survey
will be limited to the scope of work-related issue. Also the study will be conducted in
Insurance Companies based within Colombo only with a limited number of respondents
due to limited time and budget. Further delimitation is that often employees are unaware
of their loyalty towards the company and may unintentionally answer wrong when filling
the survey questionnaire.

4.6 Ethical Considerations

The topic of this research is ethical since it is a topic to find out the factors influencing HR
Professionals loyalty towards organization, it doesn’t hurt or harm any person. When
conducting this research following ethics will be taken into consideration; that is
participants prior consent will be taken and will be given the freedom of choosing whether
to participate in the research or not, according to Rosnow, R. (2005), participants consent
is very important therefore an explanatory information will be included at the start of
questionnaires. Further questionnaire will be designed in a manner which doesn’t
hurt/harm participant psychologically. To maintain confidentiality and privacy collected
data will be kept anonymously since the online questionnaire will be distributed via survey
monkey. The author will ensure that the collected data will be used only for this research
and will not be published for any other study. Sample population for this study is HR
professionals therefore author will not considered children, elderly people and differently
abled people for data collection for this study.

4.7 Gantt Chart

List of References

Abdullah, R., Karim, N. A., Patah, M. O. R. A., Zahari, H., Nair, G. K. S. & Jusoff, K. (2009).
The linkage of employee satisfaction and loyalty in hotel industry in Klang Valley, Malaysia.
International Journal of Business and Management, 4(10), 152-160.

Allen, M. & Tüselman, H.J. (2009). All powerful voice? The need to include ‘Exit’, ‘Loyalty’
and ‘Neglect’ in empirical studies too. Employee Relations, 31(5), 538552.

Al-Anzi, N. M. (2009). Workplace environment and its impact on employee performance.

Retrieved from http://www.masterstudies.net

Bartlett, K. R., & Kang, D. S. (2004). Training in organizational commitment in response to

industry and organizational change in New Zealand and the United States. Human Resource
Development International, 7(4), 423-440

Chang C., Chiu C. and Chen A. C. 2010. The effect of TQM practices on employee satisfaction
and loyalty in government, Total Quality Management & Business Excellence, 21(12): 1299-
1314.

Hewitt Associates. (2004). Employee engagement higher at double digit growth companies.
Research Brief.Hewitt associates LLC.

Holland, P, Sheehan, C, De Cleri, H (2007), Attracting and Retaining Talent Exploring Human
Resources Management Trend in Australia, Hum, Resour, Dev, Int, 10(3): 247-262.

Hughes. (n. d.). Predictors of job satisfaction and organizational commitment. Journals of
AdministrativAgbae Science Quarterly, 33(1), 61-81.

Ineson, E. M., & Berechet, G. (2011) Employee loyalty in hotels: Romanian experiences.
Journal of Human Resources in Hospitality & Tourism, 10(2), 129-149.

Jun, M. and Cai, S., and Shin, H. 2006. TQM practice in maquiladora: Antecedents of employee
satisfaction and loyalty. Journal of Operations Management, 24(2006), 791-812.

Kennedy, E, Dalm,T.U (2010), A Strategy to Assist Management in Workforce Engagement

and Employee Retention in the High Tech Engineering Environment, Evaluation and Program
Planning.

Loyalty Research Center. (2002). Definition of loyalty. Retrieved from

http://www.loyaltyresearch.com/media/thoughtperspectives/4.3.3%20Employee%20L
oyalty.pdf

Molina, J.A, Ortega, R (2003), Effects of Employee Training on the Performance at North-
American Firms, Appl. Econ Lett, 10, 549-552
Mondy, R. Wayne dan Judy Bandy Mondy. Human Resource Management. Global
Edition.London: Pearson Education Limited, 2014

Nagar, K (2012), Organizational Commitment and Job Satisfaction Among Teachers During
Times of Burnout, Research Journal, 37(2), 43-60.

Rosnow, R. (2005). Beginning behavioural research. New York: Pearson Prentice Hall.

Saboori, S. (2014, July 6). Retrieved from http://www.managementportal.ir/2607. [In Persian]

Samuel, M.O, and Chipunza, C (2009), Employee Retention and Turnover Using Motivational
Variables as a PanaleaAlr. J Bus Manage 3(8) 410-415.

Sindik, J. (2011). Istraživanje posljedica motiviranosti zaposlenika različitog stupnja stručne

spreme. Ekonomska misao i praksa, (1), 101-119.

Sirin, H and Sirin, E.F (2013), Research on the Organizational Commitment of the Instructors
in Terms of Job Satisfaction, and Organizational Alienation: School of Physical Education and
Sports Sample: International Journal of Academic Research 5(3) 176-183

Tippet, J., &Kluvers, R. (2009). Employee Rewards and Motivation in Non Profit
Organisations: Case Study from Australia. International Journal of Business and Management,
4(3), p7.

Trinh, N. (2014). Factors Influencing the Organizational Loyalty of Employees in Vietnam.

Maters. I-Shou University.

User, S. (2019). Insurance Companies - Insurance Regulatory Commission of Sri Lanka.

[online] Ircsl.gov.lk. Available at: https://ircsl.gov.lk/insurance-companies.html [Accessed 25
Nov. 2019].

Vince, D. (2005). Cultivating employee loyalty. Retrieved from http://www.sgia.org/

feature_article/pdfs/employee_loyalty-DiCecco.pdf
 QUESTIONNAIRE
FACTORS INFLUENCING HUMAN RESOURCE PROFESSIONALS LOYALTY
TOWARDS THE ORGANIZATION

Respondents are anonymous and information about individual answers will not be reported.
Please carefully read these instructions before completing the questionnaire.

Dear Respondent,

As a part of Research Project for my MBA degree, this research is conducted by London
Metropolitan University student Princy John for her MBA to find out the factors influencing
Human Resource Professionals loyalty towards the organization who are employed at
Insurance Companies in Colombo, Sri Lanka.

This is study is intended for educational purpose only not for any commercial purposes. The
information gathered via this questionnaire will be kept confidentially and used only for this
study. Also information will be kept anonymously.

Princy John, prncyjhn@yahoo.com, 0772773230.

Please tick the correct answer

1. Below components of Income Fairness, Promotion, Training and Development and

Working Environment has directly influenced my loyalty towards the organization.
Strongly Disagree Neutral Agree Strongly
disagree agree

Income Fairness
1. My current income is appropriate with
my ability and contribution to the
organization therefore my loyalty
towards the organization is high.
2. I think the organization I am working
pays income very fair.
3. I absolutely live well with my current
income.
Promotion
1. My Achievements in the Organization
are visible and always recognized by the
Management
2. I am satisfied with my career
development within the organization
3. I have many opportunities to get
promoted in my organization.
Training and Development
1. The organization is very interested in the
training of personnel and development
of the HR Professionals’.
2. I was participating in the training
program of the organization according
to job requirements.
3. The training program in accordance
with my ability and after training, my
work skills are more advanced.
Working Environment
1. My work environment is safe,
comfortable and equipped properly.
2. My workload is reasonable and I can
keep a reasonable balance between my
work and personal life.
3. I am satisfied with the current working
environment of the organization.