Research- Maliban Garments.doc

A Study of The factors That Affect Employee Turnover in EAM Maliban
Textiles (Pvt) Ltd.









































Deed of Declaration

I certify that this dissertation does not incorporate without
acknowledgement, any material previously submitted for a degree or diploma
in any university, and to the best of my knowledge and belief it does not
contain any material previously published or written by another person,
except where due reference is made in the text.



Collins Donkor

23/02/2016



























Acknowledgement

This dissertation is a great opportunity to understand the employee
turnover in Maliban Textiles through the learning of MSC in Human Resource
Management into action. This study makes personal satisfaction of my study
programme.

First, I would like to thanks to the operation manager Mr. Binishka
Nayanananda who gave guidance and encouragement to my study and his
guidance on bringing out the MSC learning in the study is acknowledged with
gratitude.

Next, I would like to thank my lecturers Mrs. Nirosha Fernando, Prof.
Pradeep Randiwela, Mr. Meditha and Ms. Thilanka for all their advice in the
various subject of my study programme which gave the overall knowledge and
general skills of the dissertation.

I also acknowledge and thank Human Resource Management team at Maliban
Textiles for all the support given for me to complete this Dissertation.

Thank you all




















Limitations of the study

The study will be limited to the EAM Maliban Textiles in HR Department, and
the impact of motivational practices for employee retention was identifying
only past three years from 2011 to 2014. The forces groups will be
Officers, executives and Coordinators at Group Front line customer service
at the EAM Maliban Textiles in HR Department.

The general manager of the department intends to provide only the general
percentage of the employee turnover and they refused to provide specific
statistics or the reports of the turnover level of the company due to
complications of the outcome.

Due to time limitations and difficulty in the availability of respondents
the researcher had to limit the number of employees to conduct one to one
interviews.


























Abstract

Productivity of an organization regularly suffers as a result of high level
of absenteeism and labour turnover. There is indication that all concerned
proprietors, servicers and workers are interested in resolving problem.
This study examines the source and size of problem and recommendations to
reduce it. For this purpose the researcher has conducted interviews and
literature survey in order to investigate the organization effectiveness.
This report describes an HR management tool for decreasing turnover at EAM
Maliban Textiles. High employee turnover is like shrink. It cuts into the
bottom line, but it can be organized. There are many possible causes for
turnover.
In intended turnovers are difficult to directly manage however are unpaid
turnover that can be managed. The purpose of this literature survey is to
allocate the important variables of the existing problem. "How does
employee's turnover affect the effectiveness of organization". With the
help of these variables can assess the variables related to the problem for
structuring theoretical framework.
After completing literature review and defining problem there is need to
develop the framework. The problem is trying to discuss the
interrelationship among the variables that are considered to be integral to
the dynamics of the situation being investigated. Diverse variables can
affect the effectiveness of organization and considering all-important
variables that can affect company. According the observation and the study
the key point is suggest to implement the proper motivation, training,
salary and the employee commitment which are reducing the labour turnover
in the EAM Maliban Textiles.
The research design, which involves a series of rational decision-making
choices and the various issued elaborate in the research design altogether
will be discussed here in the appropriate way as well.





Table of Contents
Chapter 1 10

Introduction………………………………………………………………………………………10

1.1. Study background 10-11

1.2 Company Introduction 11-12

1.3 Research Problem 12

1.4 Significance of the study 12

1.5 Research Objectives 13

1.6 Hypothesis development 13

1.7 Research Methodology 13

1.8 Chapter summary 14

Chapter 2 15

Review of Literature 15

2.1 Introduction 15

2.2 Labour Turnover 15-17

2.3 Job Satisfaction 18-19

2.3.1 Commitment 20-21

2.3.2 Work Environment 21-22

2.3.3 Salaries and Benefits 22

2.3.4 Management Relationship 22

2.4 Training and Career Development 23-24

2.4.1 Identifying Training Needs 24

2.4.2 Organizational needs analysis 24-25

2.4.3 Job needs analysis 25

2.4.4 Effect of Vocational Training 25-26

2.4.5 Person needs analysis 26

2.5. Theory of Motivation 26

2.5.1 Maslow Hierarchical needs 26-27

2.5.2 Douglas McGregor's X-Y Theory 27-28

2.5.3 Herzberg's two factors Motivation 28-29

2.5.4 Theory of Goal Setting 30

2.5.5 Vroom's Theory 30

2.6 Summary 30-31

Chapter 3 32

Methodology 32

3.1 Introduction 32

3.2 Conceptual Framework 32-33

3.3 Formulating Hypothesis 34

3.4 Research Design 35

3.5 Exploratory Research Design 35

3.6 Descriptive Research 35-36

3.7 Sources of Data 36

3.7.1 The primary data collection 36

3.7.2 The secondary data collection 37

3.8 Method of Data Collection 37

3.9 Sample Selection 38

3.10 Measures 38

3.10.1 Measuring Job satisfaction 38-39

3.10.2 Measuring Training and Career Development 39

3.10.3 Measuring Turnover Intention 40

3.11 Operationalization 40-42

3.12 Chapter Summary 42-43

Chapter 4 44

Findings 44

4.1 Introduction 44

4.2 Composition of sample 44-45

4.3 Sample 45

4.4 Participation of employees 46

4.4.1 Participation by age 45-46

4.4.2 Measurement of satisfaction 46-47

4.5 Job satisfaction 47

4.6 Work environment 47-48

4.7 Salaries and benefits 48-49

Chapter 5 50

Summary, conclusions, and recommendations 50

5.1 Summary 50-51

5.2 Conclusions 52

5.3 Recommendations 52-53

References 54-55

Bibliography 56-57

Web 57



Figure 1 Maslow Hierarchical Needs……………………………………………………………26

Figure 2 Essential Element of Goal Setting Theory And The High Performnace
Cycle………..30

Figure 3 Conceptual Framework Of Research…………………………………………………...34

Figure 4 Research Design….…………………………………………………………………….35

Figure 5 Participants By Age ……………………………………………………….……….......46

Figure 6 Job Satisfaction…………………………………………….…………………………..47

Figure 7 Working Environment ……………………………………………………..………….48

Figure 8 Salary Of The Employees…………………………………………………………..…..49


Table 1 Examples of The Two Factor Theory…………………………………………………...29

Table 2 Labour Turnover………………………………………………………………………...41

Table 3 Training and Career Development………………………………………………………42



























Chapter 1


Introduction


1.1. Study background

Sri Lanka's apparel export industry is the most significant and dynamic
contributor for Sri Lanka's economy. Apparel exports in 2013 have reached
an all-time record of US$ 4.3 billion compared with US$ 3.8 billion in
2012. Sri Lanka's primary foreign exchange earner accounting to 40% of the
total exports and 52% of industrial products exports. Industry targeted to
reach US$ 6 billion in 2020.

Sri Lanka managed to establish a reliable positive image among the
international brands due to the Quality, Delivery, Reliability and
Flexibility combined with average cost production. GAP, Banana Republic,
NIKE, VS, M&S, Tommy Hilfigure, Esprit and NEXT, Lands' End, Eddie Bauer,
Kohl's are few among them. While manufacturing for these giant global
brands some of the Sri Lankan manufactureres have started Joint Ventures
with them. MAS Holdings and Victoria's Secreat is a classic example for
this. Some manufacturers have taken the steps to take controll through out
the apparel value chain by backward and forward intigration. And also
launching of own brands has been identified as a nother innovative way of
challenging traditional thinking.

The apparel sector has generated many employment opportunities directly and
indirectly. The industry labour force mainly consists of women. In 2010 it
was estimated that at least 375,000 female workers are employed among 851
factories in Sri Lanka. This is approximately about 15% of the total labour
force. Empowerment of women is one of the key focuses of the apparel
manufacturers globally. The apparel sector has become one of the major
revenue generators among the women in most of the poor countries who
previously did not have the opportunity of earning any income (Morris,
2009).


Industry is highly dependent on female workers. Due to many socio cultural
factors most of the female employees leave their jobs after marriage. In
this regard the fact remains that the majority of the women workers in the
apparel industry are aged between 18-27 and most of them are unmarried. For
majority of them it could be the first job and they are working until they
earn their dowry before the marriage. A higher percentage of the work force
consists of employees from rural areas and their emotional attachment to
the job is less and the switching cost for them is considerably low. As
(Kelegama, 2001), explains 55% of labour turnover rate is evident among the
sewing machine operators which is remarkably very high considering any
standard. Most surprisingly this critical issue of high turnover exists
despite of organizations focusing their efforts and resources for well
-being of female workers. Replacing more than half of the employees in an
industry has a lot of direct and indirect negative impacts which affects
the overall performance of the industry which is a threat for the
sustainability of apparel industry in Sri Lanka in the global market place.


1.2 Company Introduction


EAM Maliban Group was established in 1974 and is now recognized as a top
manufacturing giant for garment manufacturing and wet processing in Sri
Lanka. Its network extends across Sri Lanka and Jordan with more than 8000
employees working under the company. The privately owned company still
stands as one of the most important and reliable names in the industry.

EAM Maliban Group was established in 1974.
11 Manufacturing plants locally and 2 plants in Jordan
2 Wet processing plants
1 Embroidery plant
1 Corrugated carton factory
Anural turnover 240 Million.
Total Employees over 8000

Key customers
Production capacity
Current market position
Despite of the several strategic HR policies implemented still EAM Maliban
also facing huge sewing machine operator's turnover as we seen in the
industry.


1.3 Research Problem

This study will focus on most appropriate causes leading to high labour
turnover among sewing machine operators in EAM Maliban Textiles (Pvt) Ltd.
Further it attempts to figure out whether there is a relationship between
independent variable Job Satisfaction, Training and Career Development and
dependent variable high labour turnover among sewing machine operators in
the company.

Research question is identified as "Does job satisfaction, training and
career development have an impact on intension of labour turnover among
sewing machine operators in EAM Maliban Textiles (Pvt) Ltd?"


1.4 Significance of the study

Today the Global Apparel Industry is facing many challenges than ever.
Performance of this high labour intensive industry is significantly
affected with the high labour turnover, despite of many actions taken by
the industry players to minimize the adverse effects.

This study focuses on high labour turnover in EAM Maliban Textiles and
attempts to figure out the causes and the relationship with variables such
as Job Satisfaction and Training and Career Development.

By identifying the relationship, management can come-up with strategies to
eliminate the adverse effects of high labour turnover and can improve
productivity while reducing the direct and indirect costs of high labour
turnover. It will enable to become more competitive in the global market
place in terms of Quality, Cost, and Compliance and on time delivery.


1.5 Research Objectives

Main objective of this research is to explore the factors influencing
intension of employee turnover in EAM Maliban Textiles sewing machine
operators.

Sub objectives are

1. To identify the relationship between Job Satisfaction and Labour
turnover.
2. To identify the relationship between training and Career Development
opportunities and Labour Turnover.



1.6 Hypothesis development

Following two hypotheses are tested in this study to find out the
relationship between job satisfaction, Training and career development with
labour turnover.

H1 : Higher the less Job Satisfaction, will be higher the Labour
Turnover.

H2 : Higher the insufficient Training and Career Development will be
higher the Labour Turnover


1.7 Research Methodology

Research methodology is based on quantitative aspects. Primary and
secondary research methods are conducted to throughout the research to
gather up to date data more accurately. Primary research conducted to
identify the causes for high labour turnover among sewing machine operators
in EAM Maliban Textiles (Pvt) Ltd.

Questionnaire will be developed to gather the date and measure independent
and dependent variables namely Job satisfaction, Training and Career
development and labour turnover.

Sample of 100 respondents will be taken to gather the data. Especially it
will be selected in convenience basis from the target population of 5750
machine operators.

Descriptive analysis and correlation analysis will be utilized to analyse
the data.


1.8 Chapter summary

Chapter 01: Introduction

This chapter is given an overall introduction for the research and a brief
description of the areas of which the following chapters are discussing of.
The chapter is given an initial description of the research and how it is
planned to be undertaken.

Chapter 02: Literature Reviews

From this chapter researcher has discussed the results of relevant previous
studies, theoretical concepts of employee turnover, Job satisfaction and
Training and career development.

Chapter 03: Conceptualization and Operationalization

The chapter three discussing about the indicators of considering concepts,
conceptual frame work and how those concepts are to be operationalized and
the variables of the research.

Chapter 04: Methodology

Research methodology is discussed about the hypotheses developed, methods
of data collection, sampling plan, data processing and presentation and
analysis.

Chapter 05: Data Analysis and Presentation

This chapter will be discussed about the methods of analyzing the variables
and testing the hypothesis stated in the previous chapter in order to
clarify their accuracy according to the collected and analyzed data

Chapter 06: Conclusion & Recommendations

This is the final chapter of the report which will be discussed overall
summary of study, Conclusions/Implications and Suggestions for further
researches.




Chapter 2


Review of Literature


2.1 Introduction

This chapter is a comprehensive discussion of the relevant theories and
previous studies carried out by scholars within the context of the research
scope. Researcher has provided insights to the research problem through the
literature review and has laid the foundation for the conceptual framework
by presenting related internationally published literature but the
researches done in the local context are very few in numbers. At the end of
the literature review the researcher has developed the conceptual framework
based on the literature evidence.


2.2 Labour Turnover

Management's attention in labor turnover is strongly linked to the business
cycle (Gaudet, 1960; Pettman, 1975). Under conditions of economic decline
when the demand for labor is decreasing, turnover is not so much considered
a problem, as rather a dedication for the prosperity of the individual, the
firm and society. There are scholars have attempted to define the term
labour turnover. "Labour Turnover occurs when an employee decides to quit
the membership of an organization he/she work for and the action of moving
out of that particular organization. This could occur either due to
voluntary or involuntary reasons". (Price, 2001). There are two schools of
thought related to labour turnover which are labour market and
psychological school. "Labour market is related to individual
characteristics and psychological school relates to organizational factors
such as job satisfaction with job characteristics, organizational
commitment behavior, and stress." (Morrell, et al, 2001). It is evident
that despite of many studies conducted above two schools of thought have
not been able to figure out an exact reason for the reoccurrence of labour
turnover and have not been able to find the best solution to the concerned
issue.

When an employee leave, it leads to increase of recruitment and training
costs, and also affects the productivity. In many occasions the existing
employees are overloaded with work until the finalization of the
recruitment. This will lead to production and efficiency loss and also
demotivate the existing employees. Another issue which relates to turnover
is that when employees leave company they develop their arguments to
communicate the negative aspects of the job with the existing employees.
This leads for the remaining employees to develop their own perceptions and
this could damage the work environment and relationships with the employer.
Therefore, a single termination could have a ripple effect thus will
influence other existing employees to leave the company (Roseman, 1981).
There is no standard reason for turnover.

The incapability to retain employees leads to employee turnover,
which is disruptive and costly to any organization. George and Jones
(2005:90) describe turnover as the permanent departure of an employee from
the employing organization. According to Lussier (2002:85), turnover
describes the rate at which workers leave an organization. Robbins et al.
(2004:16) describe turnover as the permanent withdrawal of staff from an
organization, which may be either voluntary or involuntary.

Labour turnover is the ratio of a company's employees who leave through a
specified period. Although it is most normally stated at annual turnover
degree, the calculation can be completed for shorter or longer time
periods. Turnover can be stimulated by employees who leave on their own.
This is named voluntary turnover. When a worker leaves because of a layoff
or a disciplinary notice this is called involuntary turnover. The total of
the two is named total turnover.

Labour turnover is the process of replacing one worker with another for any
reason. A turnover level is the percentage of employees that a company must
substitute within an assumed time period. This rate is a concern to most
companies because labour turnover can be a costly expenditure, particularly
for paying jobs, which classically have the highest turnover degrees.
Having an employee leave a company, either because of his or her selection
or after being fired or otherwise let go, might need various administrative
tasks to be performed and severance pay or other payments made to the
employee.

Retaining the committed employees is one of the main issues faced by many
industries globally. Most of the organizations adopt many strategies and
put a lot of energies to overcome this issue as the employees are the most
valuable asset in an organization. Many scholars have studied lengthily on
this burning issue and have found out various factors which affect
turnover, and many have attempted to come up with strategies to overcome
this critical issue.

Labour turnover is usually thought as a negative factor for an
organization, but sometimes it will help the organizations to revitalize
and to come up with innovation, new ideas and methods which will positively
affect the organizations. Some researchers have identified that turnover as
the ultimate solution for conflict resolution especially if the cause of
the conflict is due to fundamental value differences (Hong & Kaur, 2008).

The incapability to keep employees leads to employee turnover,
which is disruptive and expensive to any organization. George and Jones
(2005:90) define turnover as the permanent departure of an employee from
the employing organization. According to Lussier (2002:85), turnover
defines that the rates at which workers leave an organization. Robbins et
al. (2004:16) define turnover as the permanent withdrawal of staff from an
organization, which may be both voluntary and involuntary. Employee
Turnover is the ratio of a company's employees who leave through a
specified period. Though it is most habitually expressed at annual turnover
degree, the calculation can be accomplished for shorter or longer time
periods. Turnover can be started by employees who leave on their own. This
is named voluntary turnover. When a worker leaves because of a layoff or a
penalizing notice this is called involuntary turnover. The total of the two
is named total turnover.

Employee turnover is the procedure of changing one worker with another for
any reason. A turnover level is the ratio of employees that a company must
superfluous intimate a predictable time period. This rate is a fright to
most companies because employee turnover can be an affluent spending,
mainly for paying jobs, which classically have the maximum turnover
degrees. Taking an employee leave a company, either because of his or her
selection or after being fired or then let go, might need many
administrative tasks to be performed and compensation pay or other payments
made to the employee.

Replacing the employee might need such things as advertising the open
position, exhausting a so-called headhunter or other facility to find
potential job candidates, carrying in candidates for interviews and
ultimately training the new employee.

2.3 Job Satisfaction

Job Satisfaction is an overall expression of workers' positive attitudes
built up towards their jobs. Workers keep an attitude towards their jobs as
a result of varied features of their job, social status that they've
increased about their jobs and experiences in their job environment. This
attitude can be also negative towards work. If the economic benefits, the
social status, the job's own specific characteristics and the job
expectation employees hoped, are suitable for employees' desires, there is
job satisfaction. Positive attitudes of employees towards the whole
business environment as a result their experiences of work environment are
called job satisfaction. Besides its replying the individual needs of
physiology and security, if job also effects the person's feelings and
values in positive way, then it can be said that there is a job
satisfaction.

Job satisfaction is a idea which has a close relationship with motivation
and activity. Therefore, this topic will be studied under the unit of
motivation or unit that contents motivation. The key cause for that is the
assumption that workers satisfied with their jobs are more productive,
effective, and in a better approach about their jobs compared with those
who aren't satisfied with their jobs. Job satisfaction is an attitude that
workers put on towards their jobs. Attitude is one of the significant
subjects focused on in social sciences. Attitude is the procedure of
enthusiasm and recognition resulting from specific values and beliefs, in
relation to one aspect of an individual's own world's internal world. It is
also possible to define attitude as the summary of sense, belief and
thoughts which the individual forms in direction with his perceptions about
his environment. In a sense, attitude is the stimulant of behavior or the
knowledge which prepares the individual for behavior. Attitude,
particularly about senses, have importance because of the fact that they
give continuity to the personality of individual, they give meaning to his
daily activities and mentalities and that they facilitate his attempt made
in order to gain various aims

There are several theories that are developed by many psychologists and
scholars. (Hertzberg et al, 1957) have identified two areas which has an
influence on job satisfaction such as "intrinsic factors" which depends on
the personal characteristics of an individual such as attitude and
"extrinsic factors" which depends on external factors such as work place
conditions (Armstrong, 2009). Measuring the level of job satisfaction is a
very hard task due to complexity. Satisfaction level will depend on many
individual, social, organizational and cultural factors. "Major dimensions
of job satisfaction include consideration of alienation; information
communication technology; employee involvement and empowerment". (Mullins,
2005) Job satisfaction is one of the mostly studied areas under Management
and Organizational behavior. Job satisfaction is identified as "a pleasant
and gratifying psychological sentiment which is a result of the evaluation
of an individual's job and job experiences and as a function of the
expected relationship with what an individual expects from the job and what
is identified as it offering". (Locke, Judge, & Bono, 2000)

Understanding the nature and the effects of job satisfaction on turnover
intention is a very difficult task. "There is a linkage between job
satisfaction and motivation, but identifying the relationship between these
two aspects clearly is quite difficult." (Mullins, 2005, p. 700). There is
a significantly consistent relationship between job satisfaction and labour
turnover. Therefore, it is important to have a comprehensive understanding
about the cognitive process related to withdrawal decision making rather
than mere duplication of the satisfactory-turnover relationship". (Mobley,
1977). Further he developed a heuristic model to identify the intermediate
linkages between satisfaction and turnover relationship in the withdrawal
decision making process.

In an empirical research (Kusku, 2003) has identified that the overall job
satisfaction is positively related to factors such as "Colleague Relation
Satisfaction", "Colleague Competition level Satisfaction", "Other Work
group Satisfaction", " Professional Satisfaction", and "Salary
Satisfaction". A study conducted by (Ronald, 1999) has revealed that the
relationship between work a holism and job satisfaction and career
prospects is a negative one and further has identified that there is a
positive relationship among work a holism and intention to quit. "Job
satisfaction, affective organizational commitment and leader Member
Exchanges can become mediating variable one-by-one" (Dorothea, 2012). One
of the comprehensive studies of job satisfaction by (Hulin, 1965)
identifies four psychological factors namely; work role outcomes, work role
contribution, the frame of reference used to evaluate job outcomes and
subjective utility of contribution and outcomes. "It has found that the
three measures of employee outcomes which are performance, job satisfaction
and commitment developed are valid and reliable with slight modification in
Sri Lankan context." (Dhammika, Ahmad & Sam, 2012). In an extensive study
done by (Abdel & Tarek, 1992) they have identified that the managerial
turnover in software industry will have a direct impact on a project in
terms of cost and time.


2.3.1 Commitment

The relationship between satisfaction and commitment is a strong positive
factor of the organization. When the commitment is low it leads to
increased intention to leave the job. "Lower commitment leads to greater
intensions to quit which in turn further lowers commitment." (Elangovan,
2001). In a preliminary study conducted by (Sarmiento, Beale, & Knowles,
2007) have identified that Job Satisfaction is positively related with
Performance and employee benefits, camaraderie, job security are few
factors identified as job satisfiers.

Employee commitment and job satisfaction are reduces turnover intentions.
"The firm provided above the average compensation and benefits and with
limited alternative job opportunities in the formal economy in Sri Lanka
the costs of leaving the organization are likely to have overweighed the
costs of staying" (Jayawardana et al, 2010). In an empirical research done
by (Chang et al, 2010), to investigate the causes for high turnover in
hotel industry, the consequences of the high labour turnover and the
retentions strategies they identified that there is a negative relationship
between job satisfaction and labour turnover (Mitchell, 1994).


Employee commitment and loyalty thus debatably show an important role in
the principal-agent issues surrounding the separation between the ownership
and control of an organization. The costs associated with delegated
decision-making clearly depend on the extent to which the interests of the
principal and agent differ (see, for example, Aghion and Tirole, 1997, and
Athey and Roberts, 2001). In so far as employees who exhibit commitment and
loyalty towards their employer may have interests which are associated with
those of their employer, the agency costs often associated with the
employee-employer relationship are reduced. One attempt to construct an
economic model of identity and work incentives, thus capturing such
motivations, is Akerlof and Kranton (2005), whose analysis, within a
principal-agent framework, suggests that instilling in employees "a sense
of identity and attachment to an organization is critical to well-
functioning enterprises" (op. cit., p. 11). Given that the degree of
commitment and loyalty of employees towards their employer is fundamentally
linked to the way in which employees conduct themselves at the workplace,
as well as the agency considerations that underpin the relationship between
employees and employers, it is surprising that employee commitment and
loyalty have attracted only limited attention in the economics literature.
In the following section we outline a theoretical framework to explain the
link between HR practices, affective commitment and worker and firm
performance in the context of the principal-agent problem. In the empirical
analysis which then follows, we firstly explore the determinants of
affective commitment at the employee level with the focus on how HR
practices influence such commitment. Secondly, we explore the implications
of employee commitment and loyalty for financial performance and labor
productivity at the firm level, which contrasts with the focus in the
management and psychology literatures, which have tended to focus on the
relationship between employee commitment and job performance rather than
firm performance.

2.3.2 Work Environment

Many scholars have studied to ascertain whether there is a relationship
between work environment and job satisfaction which will lead to high
labour turnover. (Hsu, 2011), There is an important relationship between
working conditions and psychological factors of the employees which will
create the employee satisfaction of the organization. "Excessive workload,
laborers needs and expectations ignorance, harmful physical agents, noise,
poor lighting and bad work atmosphere result increasing stress and job
dissatisfaction in workers," (Hamidi et al, 2003).

It is perfect that the management needs to understand the need and status
of the motivation to preserve their skilled and expert employee retained
which eventually profits the company not only by saving the additional
investment on training their new employees but also to have competitive
advantage on their rival companies. If the working environment is actually
freezing the panes of personal satisfaction level of an individual, then
this might directly affect the employee to have a job turnover intension.
People change their job and jumps from company to company due to working
environment in the organization which they are not satisfied.

Working environment can be effective, if given proper attention by the
management of the organization. It can lead to enhance the willingness of
employees to work in the same organization which will also have a positive
impact on employee turnover rate of an organization.
The attributes and attitude of the employees dependent on the
organizational working environment which plays a vital role as the
unwillingness of employees to work in the same organization will accelerate
the employee turnover percentage.



2.3.3 Salaries and Benefits


One shared cause of high employee turnover rates is little pay and benefits
packages. When a worker is working in a low-wage position with restricted
benefits, there might be a possibility of leaving the current organization
if a similar employer offers even slightly higher rate of pay.
Workers who make more, but salaries are lower than the market rate, may
suffer with the impression of undervalued them at their present company and
look for a company that will pay them what they are worth. Highly educated
and experienced employees can be hired with a higher offer from a company
that desperately needs the employee's skills and experience.



2.3.4 Management Relationship

The theory of Management relationship fit which is defined as a degree of
congruence between a person and the surrounding management environment has
long been prevalent in area of management discipline (Hatton and Emerson,
1998) Among the miscellaneous types of managerial fit, researchers have
most extensively studied person-organization to fit referring to the
compatibility between a person and the organization. The discoveries show
that the staff, whose individual values are congruent with the
organizational values, involves more satisfaction and shows more
obligations to the organization; on the other hand, if the managerial
decreases, the employee will prefer to quit and look for another job.

The employees in the management relationship expect their supervisors to
extravagance them fairly. When the employees observe the work environment
as a comfortable place where all of them are preserved equally and measured
important for the organization to accomplish its goals, regardless of
organizational order, their satisfaction and commitment increase. One of
the inequality indications is when a staff feels that he is not perceived
as efficient as his supervisor or with other staff in varied positions who
experience distinctive rules (Terez, 2000).



2.4 Training and Career Development

Training has been variously defined. There are probably as many different
definitions of training as there are people involved in training. According
to Oatey (1971), "Training is any activity which deliberately attempts to
improve a person's skill at a task". A common confusion that exists is the
distinction between training and development. While training and
development are similar, there are some important differences.

Training may be defined as the systemic advancement of the knowledge,
skills and attitudes required by an individual to perform adequately a
given task or job. It includes not only the knowledge received but also the
constant application of that knowledge to daily situations. Training means
bringing about continuous improvement in the quality of a person's work,
because without that improvement no training has taken place.

Development is used generally to apply to the development of the potential
of an individual within an organization. However, it is more general than
training and refers to learning opportunities designed to help employees
grow. In contrast, development is an effort to provide employees with the
abilities that the organization will need in the future (Becker, and
Gerhart, 1996).

Training programs may combine both training and development. All two
processes have a part to play in the effective use of human resources. In
training, the focus is solely on the current job and jobs that employees
will hold in the future. The scope of training is on individual employees,
while the scope of development is on the entire work group or organization.
That is, training is job-specific and addresses particular performance
deflects or problems, while development is concerned with the work force's
skills and versatility. Training tends to focus on immediate organizational
needs, while development tends to focus on long-term requirements. The goal
of training is a fairly quick improvement in worker's performance, while
the goal of development is the overall enrichment of the organization's
human resources by preparing employees for future work demands. Training
strongly influences present performance levels, while development pays off
in terms of more capable and flexible human resources in the long run
(Mathis & Jackson, 1985).

It is essential to remember these differences when generating and
evaluating training programs. For example, using a training approach to
affect a long-range issue is likely to be futile. Similarly, taking a
development approach to improve current job performance problems will
probably prove ineffective.




2.4.1 Identifying Training Needs

Training must have a purpose and that purpose can only be defined if the
training needs of the organization and the groups and individuals in it
have been identified and analyzed. Training needs can be defined as the gap
between the knowledge and skill requirements and the knowledge and skill
already possessed by employees. Some of this training requirement will
relate to the longer term, for example where a company is planning to enter
a particular overseas market or move into a new industry. The knowledge and
skill gap will be defined for the future needs of the organization and
expressed for each of the future time periods. There are a number of means
which are used to assess training needs. These range from a very broad
analysis of organizational goals and corporate strategy to the details of
individual's performance appraisal (Ulrich, 1989).


2.4.2 Organizational needs analysis

An analysis of the features of an organization and a diagnosis of its
problems may well indicate the training is necessary. Such an analysis may
involve consideration of the following factors:

1. The overall performance of the organization or any part of it in terms
of output, sales, profit, costs and so on.

2. The policies of an organization may involve training as a means of
achieving future goals. Forecasts of technical change and plans for
expansion have implications for training with the requirements to train for
new skills or increase the supply of traditional skills.

3. There are various indicators of organizational health which may well
suggest that training is necessary. Such indicators might include labor
turnover, absenteeism or the level of grievances.

The need for improved productivity in organization has become universally
accepted and that it depends on efficient and effective training. However,
the need for organizations to embark on staff development prgramme for
employees has become obvious. Absence of this programme often manifests
tripartite problem s of incompetence, inefficiency and ineffectiveness. So
training and development aim at developing competence (Schuler, & Walker,
1990).




2.4.3 Job needs analysis

Just as important as analyzing the organization's needs, job analysis will
indicate those areas of a job where training is necessary. By defining the
duties, responsibilities, tasks, knowledge and skill which make up a job
and specifying the training accordingly, relevance must result. There are a
variety of approaches to job analysis which involve greater or lesser
degrees of detail but the basic procedure is similar for all and covers the
following stages:

1. A broad analysis of the requirements of the job and any special problems
surrounding it as seen by the job-holder, the superior and, possibly,
colleagues.

2. An analysis of the particular skills needed to do the job.

3. A detailed study of the responsibilities, duties and tasks carried out.

4. An analysis of the knowledge and skills required by the job-holder.

5. A description of the training requirements for the job.


2.4.4 Effect of Vocational Training

The effect of vocational training plays an important role in terms of
deciding on the long term relationship between employer and employee and
also has an impact on the performance of an organization. There are many
studies conducted in this subject area however no much study conducted with
regard to the apparel industry.

In a study of British Apprenticeship of young men (Booth & Satchell, 1994),
identified that the exit rates of young men who completed the
apprenticeships is significantly less compared to the terminated
apprenticeships. Both employer and apprenticed men are willing to
strengthen and continue the employer-employee relationship. In an empirical
research (Winkelmann, 1996), compared the young individuals who enter the
labour force in Germany. Apprenticed and other individuals who have gone
through vocational training showed relatively a very low percentage in
terms of mobility in Germany.


2.4.5 Person needs analysis

Though when see the main ways of examining training needs, the person needs
analysis can be accomplished in different ways. Information may be gained
from records of employee performance, feedback from customers or simply
from observation of employees. Other methods available include surveys of
staff with questionnaires or interviews or superiors and subordinates and
customer surveys covering their satisfaction and dissatisfaction (Schuler &
Walker, 1990).


2.5. Theory of Motivation


2.5.1 Maslow Hierarchical needs

The motivation well-known theory was suggested by Maslow. The figure
illustrates the Maslow Hierarchical needs.



Figure 2.5.1: Maslow Hierarchical Needs

Figure 1

Source: Knowledge Management in Human Resources,

As mentioned the above figure exhibits the level of the needs of human
behavior and they lead the motivation to the person. The lower-level needs
of the person are biological and physiological needs. The next level is
safety needs and the following upper-level needs such as belongingness and
love needs. The next upper level is esteem needs and the final level is
self-actualization needs.

In the organization, most HR management gives to the lower-level needs,
which are extrinsic motivators, though the upper-level needs fall into the
classification of intrinsic motivators. The management suggestions for
physiological needs are a rest, lunch break, and wages that are enough.
Safety needs comprise to providing a safe working environment, retirement
account, and job security. Social needs are covered by wisdom of community
via team-based projects and social events. Esteem needs can be met by
identifying attainments to create employees feel respected and valued, and
assigning prominence to job titles. At the end, self-actualization can be
reached by providing employees a challenge and the opportunity to influence
their full career prospective.


2.5.2 Douglas McGregor's X-Y Theory

The American psychologist theory is Douglas McGregor who recommended his
well-known theory as X-Y theory. The theory is still applicable in the
study of motivation as well as management. There are more present studies
have questioned the severity of the model. McGregor's X-Y theory shows the
valid and basic principle from which to grow positive management style and
techniques. The theory is suggested to the central to organizational
development and purifying the organizational culture.

McGregor's X-Y theory is a valuable and meek reminder of the ordinary
directions for managing people, which under the stress of day-to-day
business are all too merely forgotten. McGregor's thoughts suggest that
there are two important methods to managing people. Many managers tend
towards theory x, and usually get poor results. Tolerant managers use
theory y, which creates healthier performance and results, and tolerates
people to produce and develop. McGregor's concepts meaningfully share to
contemporary understanding of the Psychological Contract, which offers
several ways to grow the uncooperative nature of X-Theory leadership, and
the valuable productive beneficial nature of Y-Theory leadership (McGregor,
1960; Bobic & Davis, 2003).


2.5.3 Herzberg's two factors Motivation

The important to adopted Herzberg's Motivation-Hygiene Theory is that the
features that comprise job content (motivation factors) incline to lead to
job satisfaction. When these factors are not current on the job, workers do
not incline to be dissatisfied. They are basically are "not satisfied."
Workers who are "not satisfied" do not tend to confine productivity. They
just don't get intricate in their job or put forth the further strength to
do a good job. Workers who are "gratified" put forth that further effort
and productivity rises. Features that include job context (hygiene factors)
incline to lead to job dissatisfaction. When these types are measured good,
or satisfactory, workers do not incline to develop "satisfied", they
basically develop "not dissatisfied." Productivity is not limited it is
just held at a satisfactory level. When workers become frustrated with some
of these features they tend to limit output (Herzberg, 1959).

"Motivators "Hygiene Factors "
"Achievement "Company Policies "
"Recognition "Salaries "
"The work itself "Co-worker relations "
"Responsibility "Supervisory Styles "
"Advancement "Growth "


Table 2.5.3: Examples of two factors theory

Table 1

Source: Steers, as cited by Ramlall,( 2004)

Herzberg (1959) specified that other than seeing to eliminate hygiene
factors, growing the amount of motivators is more essential. In a later
study accompanied by Herzberg in 1968, (as cited by Ramlall, 2004),
Herzberg determined that "vertically loading" jobs for workers could be
valuable. Vertical loading supports employees to have more accountability,
such as taking on tasks that are usually accomplished by supervisors.
Horizontal filling is when workers take on more responsibilities of related
difficulty (Ramlall, 2004). While vertically loading jobs, workers may
experience an improved sense of responsibility, recognition, achievement,
growth, learning, and possibly advancement (Ramlall, 2004). Herzberg (as
cited by Ramlall, 2004) statuses that in order for a worker to become
motivated, job enrichment must be happening consisting of several
opportunities for advancement, recognition, achievement, responsibility and
stimulation.


2.5.4 Theory of Goal Setting

Goal setting theory is the theory "which demonstrations that taking
particular goals is a main factor for motivation and performance," (Saari &
Judge, 2004). To describe goal setting theory further, it is based on
Ryan's study (as cited in Locke & Latham, 2002) a statement that sensible
goals affect action. These types of goals are measured to be conscious,
have an end to the action, and are typically performed to a level of
ability or time limit (Locke & Latham, 2002). Ryan (1970) explained first-
level explanatory ideas, which he reflected to be the reason of best human
behavior and actions.

Goal setting theory is geared towards motivation in workplace settings
(Locke & Latham, 2002). According to Locke & Latham, (2002), it defines an
individual's motivation and the potential results on the workplace. Goal
setting theory is linked to social-cognitive theory as much of the emphasis
is about the concept, causes and effects are of self-efficacy (Locke &
Latham 2002). Regardless of subconscious motivation, goal setting theory is
focused on the aware motivation of the individual and the effects on
performance and job satisfaction (Locke & Latham, 2002).





Figure 2.5.4 : Essential Element of Goal Setting Theory and the High
Performance Cycle

Figure 2

Source: Locke & Latham, (2002).


2.5.5 Vroom's Theory

Vroom (1964) established expectancy theory, a theory of work motivation.
Expectancy theory can be well-defined as: The three gears of this theory
are valence, instrumentality, and expectancy (Vroom, 1964). Valence is
established from prior work developed by Lewin (1938), & Tolman (1959), (as
cited by Vroom, 1964) meaning to be understood to define preferences, or
"affecting orientations toward outcomes" (Vroom, 1964). Vroom (1964) goes
on to define that there may be variances between the satisfaction the
person guesses to receive and tangible satisfaction.


2.6 Summary

The chapter presented as the theoretical perspective of the labour
turnover. When an employee leaves a company he creates a negative
perception about employer among remaining staff. This could create a
negative influence on employer-employee relationship. When the gap between
career needs and career development program is minor, it leads to reduce
the job satisfaction. When this gap expands it leads to increase in
intention to quit which will increase the labour turnover. There are many
factors affecting to the job satisfaction such as commitment, work
environment, salaries and benefits, management relationship. These factors
were theoretically exhibited in this chapter. Training and the career
development identifying the training needs, organizational needs analysis,
job needs analysis, effect of vocational training and person needs analysis
which were exhibited in the report.

































Chapter 3


Methodology



3.1 Introduction


Purpose of the research is to find out the most appropriate reasons for
high labour turn over in the EAM Maliban Textiles (Pvt) Ltd, it further
attempts to figure out whether there is a relationship between Job
satisfaction, Training and career development and the employee turnover.
According the investigation of the available literature, researcher has the
ability to construct a model to investigate the answers for the research
problem. Different scholars time to time discussed different theories and
models to investigate this issue. It is important to identify the most
relevant literature when developing constructive model to measure the
research problem. This chapter contains conceptual framework that
researcher developed to investigate the issue.
Data accuracy is very important to figure out the exact reasons in the
company for the high turnover. Research methodology is developed by the
researcher by considering the accuracy. Generally there are two options
available for researcher to conduct the investigations which are
quantitative research and qualitative research. Researcher has used the
quantitative research approach to find out the objective measurement
relating to the study.



3.2 Conceptual Framework

Conceptual framework consists with independent and dependent variables and
possesses indicators that create those variables. Relationship of the both
independent and dependent variable is representing in a framework model to
show the relationship among the variable. Identified variables should be
able to measure to find out the relationship among the variable. In other
words to solve the research problem researcher need to quantify the
developed model.

It is important to identify the concept relating to the problem before
considering the measurement process. Conceptualization is the key to
finding answers to the research problem. The conceptual model is developed
based on two independent variables which are job satisfaction and training
and career development and the dependent variable which is identified as
high labour turnover.

Researcher developed following conceptual frame work by giving
consideration to the available literature and the investigating issue.


Independent variables Dependent Variable
























Figure 3.2.1: Conceptual Framework of research
Figure 3

Source: Author's work


3.3 Formulating Hypothesis

Researcher has developed two hypotheses, to be tested in this study to find
out the relationship between job satisfaction and training and career
development with labour turnover.

H1 : Higher the less Job Satisfaction, will increase the intension of
sewing machine
Operator's turnover within EAM Maliban Textiles (Pvt) Ltd.

H2 : Higher the insufficient Training and Career Development, will
increase the
intension of sewing machine operators turnover within EAM
Maliban Textiles
(Pvt) Ltd.











3.4 Research Design
Research design is the total plan for relating the conceptual research
problems to the relevant (and achievable) empirical research. In other
words, the research design expresses what data is required, what methods
are going to be used to collect and analyses this data, and how all of this
is going to answer research question. The figure exhibits the research
design.















Figure 3.4.1: Research design
Figure 4

Source: Author's view


3.5 Exploratory Research Design

The majority of the questions in the questionnaire were written by the five-
point Likert-scale style format. The questionnaires also contained a
combination of factual questions and open ended questions. After completing
the questions, the respondents clicked on the Submit button allowing the
responses to be emailed to the researcher. The responses were then
automatically sorted into an Excel worksheet ready for analysis with SPSS.
The questions in the semi-structured interviews were similar to those given
in the questionnaire; though, the respondents were allowed to expand upon
their answers if they wished (Bryman, 1995).

3.6 Descriptive Research

Descriptive research does not fit eagerly into the definition of research
methodologies whether quantitative or qualitative, but in its place it can
improve basics of both, often within the same study. The term descriptive
research exhibits that variety of research question, data analysis and
design that will be practical to a specified area.
Descriptive research can be either quantitative or qualitative. It can
contain gatherings of quantitative evidence that can be presented along a
range in numerical form, such as scores on a test or the number of times a
person selects to use a-certain feature of a multimedia program, or it can
describe types of information such as gender or designs of interface when
using technology in a group situation (Bryman, 1995).

3.7 Sources of Data

In order to do this specific research the researcher plan to collect data's
and relevant information's from Primary source and secondary sources. The
essential and relevant data will be composed to study, classify and analyze
the motivation reduce the employee turnover in Maliban Textile. In order to
do this, researcher has collected the data through Primary source as well
as secondary sources those are follows.


3.7.1 The primary data collection

The author has selected 'Questionnaires' and interviews with EAM Maliban
Textiles employees as primary dada collection method for his study. Since
questioners is an appropriate method of collecting both quantitative and
qualitative information from the people. The questionnaires which were used
for this study has been attached in Appendix 01.


3.7.2 The secondary data collection

Basically the secondary data is very useful and broadly use for the purpose
to conduct the quantitative research. Here the author has planned to
collect secondary data from public printed sources (Books, Journal articles
and Magazine and newspapers), public electronic sources (e-books, e-
journals, general websites and weblogs) and public sector records (company
annual report).


3.8 Method of Data Collection


Surveys among EAM Maliban Textiles (Pvt) Ltd sewing machine operators were
conducted to find out the level of job satisfaction and Training and career
development opportunities in the company. Further it trying to identify the
relationship between independent variable and dependent variable. Survey
questions are developed in below manner.

Part A – Employee profile and general information question no 1 to 5.

Part B – Designed to obtain the information regarding level of the Job
satisfaction within the company. Questions are starting from 6th to 14th
focused on this section.

Part C – Designed to obtain the information regarding level of Training and
Career Development opportunities on the company. Questions are starting
from 15 – 22 focused on this section.

Part D – Finally designed to get the confirmation on employees intension of
turnover. Questions starting from 23 – 26 focus this area.

Likert Scale questionnaire was administered and was collected during the
tea, lunch break with-out disturbing day to day activities and the names
were not notified as the privacy or the confidentiality of the information
was a concern.


3.9 Sample Selection


The population of the study in concern is sewing machine operators EAM
Maliban Textiles. The total number of factories 11 and number of sewing
machine operators are 5750. Due to the practical difficulty of examining
the entire population due to time and resources limitations, the researcher
has selected three factories from three different geographically located
areas Colombo, Balangoda and Mahiyanganaya.

There are sample of 100 respondents taken to gather the date. Especially
it will be selected in convenience basis from the targeted population of
5750 operators.


3.10 Measures


The research question in concern is "Does Job Satisfaction Training and
Career Development have an impact on labour turnover among sewing machine
operators in the company.


3.10.1 Measuring Job satisfaction


Researcher has used four measurements namely Work Environment, Job
Responsibility, Work Appreciation, Work Pressure and Job Security to
identify the relationship between less job Satisfaction and High labour
turnover. Thereby, the researcher has developed the hypothesis: "Higher the
less job satisfaction will be higher the labour turnover". Based on this a
research objective is set as, "To find out the relationship between Less
Job Satisfaction and Labour Turnover". Nine statements were used to
ascertain the level of satisfaction based on the answers ranging from
Strongly Disagree to Strongly Agree by using 1 to 5 rating system.

1. The physical environment of my work place is highly favorable to
perform my job better
2. Supervisor clearly communicates the assigned responsibility.
3. Management appreciates me when I perform better.
4. My Management always listens to my opinion.
5. I feel that I am overloaded with too much of work.
6. My job is a very stressful one.
7. My supervisors understand the practical difficulties related to my job
and guide me appropriately.
8. I'm highly satisfied about my job security.
9. I am highly satisfied with my current job.


3.10.2 Measuring Training and Career Development


Five measurements are been used namely, Effectiveness of training on
receiving at training school, Impact of off the job training, Organization
support for Training and Development, Promotion and career and development
opportunities, Employee Career commitment. Based on this another research
objective is set as "to find out the relationship between Insufficient
Training and Career Development and Labour Turnover. Eight statements were
used to ascertain the level of satisfaction based on the answers ranging
from Strongly Disagree to Strongly Agree by using 1 to 5 rating system.

1. I received adequate level of training from training school to continue
my work.
2. This organization carries useful on the job training.
3. Off the job training I'm receiving helps to improve my personal and
family life.
4. Will get more incentives if I follow the training provided by the
company.
5. Working conditions of the organization supports training.
6. There is a clear and transparent policy for promotions in the company.
7. I am satisfied with the career growth opportunities in the company.
8. I'm fully committed to my work.










3.10.3 Measuring Turnover Intention


Researcher has used three measurements namely leaving the Employment,
Leaving to another organization in the same industry and leaving the
industry to measure the dependent variable which is the high labour
turnover.

1. I would like to continue working in this company till my retirement.
2. I expect to work in this company at least for the next 3 years.
3. I expect to work in the Apparel Industry at least for the next 3
years.
4. I expect to quite employment near future.


3.11 Operationalization

Operationalization process provide a meaning to the concept by determining
the correct set of indicators that mostly suitable to represent the
concepts. As discussed in the literature review researcher identified set
of indicators for each independent variable to measure the concept. Each
variable of the research is measured by the researcher by identifying the
indicators and indicators will address through the well-structured
questions by using the likert scale.

Researcher has concern previous studies relating to the study when design
the questions to address the indicators of the variables. Researcher has
used predetermined and tested questions asked by the scholars and shaped
those according to the need of the researcher to add more validity to the
research and to address the research objectives in order to determine the
answers to the research question and to test the hypothesis.

Following table indicate the operationalization process. Each independent
variable represent by different indicators identified by the researcher by
referring to the reliable sources.

"1st "Variable "Indicator "Measure "
"Construct" " " "
" "Leaving to another"Machine operator's attitude "Likert Scale 1-5 "
" "organization in "about leaving the " "
"Labour "the same industry "organization and joining " "
"Turnover " "with another in the same " "
" " "industry " "
" "Leaving the "Machine operator's attitude "Likert Scale 1-5 "
" "Industry "about leaving the industry " "
" "Leaving the "Machine operator's attitude "Likert Scale 1-5 "
" "Employment "about leaving Employment " "

Job Satisfaction
"2nd "Variable "Indicator "Measure "
"Construct " " " "
" "Work Environment "Machine operator's attitude "Likert Scale 1-5 "
"Job " "towards Work Environment " "
"Satisfacti" " " "
"on " " " "
" "Job Responsibility"Machine Operator's attitude "Likert Scale 1-5 "
" " "towards Job Responsibility " "
" "Work Appreciation "Machine Operator's attitude "Likert Scale 1-5 "
" " "towards Work Appreciation " "
" "Work Pressure "Machine Operator's attitude "Likert Scale 1-5 "
" " "towards Work Pressure " "
" "Job Security "Machine Operator's attitude "Likert Scale 1-5 "
" " "towards Job Security " "

Table 3.11.1: Labour Turnover
Table 2

Source: Author's view

"4rd "Variable "Indicator "Measure "
"Construct " " " "
" "Effectiveness of "Machine operator's attitude "Likert Scale 1-5 "
"Training "the Training "towards Training receiving " "
"and Career"school "at Training school " "
"Developmen" " " "
"t " " " "
" "Impact of off the "Machine operator's attitude "Likert Scale 1-5 "
" "job Training "towards off the job training " "
" "Organization "Machine operator's attitude "Likert Scale 1-5 "
" "support for "towards Employer support for " "
" "Training & "Training " "
" "Development " " "
" "Promotion and "Machine operator's attitude "Likert Scale 1-5 "
" "career ladder "towards Career development. " "
" "programs " " "
" "Career commitment "Machine operator's attitude "Likert Scale 1-5 "
" " "towards job & their Career " "
" " "commitment " "

Table 3.11.2: Training and Career Development
Table 3

Source: Author's view


3.12 Chapter Summary

This chapter describes the relationship between independent variables and
dependent variables and researcher developed two hypotheses to test on the
research. Operationalization provides the clear understanding about the
determination of the variables.
Based on two independent variables and the dependent variable the
researcher has developed the conceptual framework with two hypotheses.
Operationalization is also focused based on these variables. Secondary
research was mainly based on previous employee records, industry related
journals and government publications. Primary research was done using a
simple likert scale questionnaire which covers all aspects of the variables
identified. Originally the questionnaire was constructed in English and
then was translated to Sinhala with -out deviation of the idea. Three
factories were selected for the administration of the questionnaires and
the sample selection was based on convenience. Job Satisfaction was
measured by using five measures such as work environment, job
responsibility, work appreciation, work pressure and job security and nine
Likert scale questions were used. Effectiveness of training on receiving at
training school, Impact of off the job training, Organization support for
Training and Development, Promotion and career development opportunities,
Employee Career commitment were considered as the measures for Training and
career development and eight questions were used under this. Leaving the
employment, leaving to another organization and leaving to another industry
are the measures of intention to leave and four questions were administered
to find out the sewing machine operators attitude on intention to quit.



























Chapter 4

Findings


4.1 Introduction

This chapter is most different from other chapters, as same time this
chapter will focus on presenting data .This data representing an evaluation
company employees, this includes the relationship between employee turnover
and job satisfaction and training. Questionnaire is the primary sources in
this research. On this chapter describes sample, democracy aspects, and
variable. As same time this research considered employees response and
customer expectation.

4.2 Composition of sample

The population used for the study is restricted to only an employees of EAM
Maliban Textiles (Pvt) Ltd is different from other companies .This is the
famous industry of Sri Lanka and most rapid technology users are in high
level rather than other companies. Research considered in only an employee
of EAM Maliban Textiles (Pvt) Ltd

Above are Sri Lanka's leading financial area and they are the famous for
textile market activities. Textiles websites and questionnaires were played
major role in this research. The textiles websites play a vital role for
secondary data as same time primary data were gathered by distributing a
questionnaire among the employees At least 100 employees were selected from
specified division of the company. In addition advisors and textile staff
to interviewed to collect other necessary data. Simple random sampling
method used to collecting data. The data collection was an extensive
process where the researcher had to personally visit the textiles
personally and handover the Internet textiles Survey questionnaire to the
respective Internet textiles staff
One month's time the process of research process to issued questionnaire
and received response of questionnaire. This research considered 100
employees in specific divisions.


Data collection approaches are a vital part of any research. There are
numerous ways of data gathering approaches, each one with its own
advantages and disadvantages. Problems investigated with the use of
suitable methods greatly improve the value of the study. Data can be
together in a variability of ways, in different settings-fields different
sources. The data collection methods contain questionnaires, interviews,
observation of individuals and projective tests.



In carrying out the research author has taken the sample of questionnaires
prepared by the author. For that author collected information through
discussions with employees and other publications as well. In selected
sample I deliberated the company as EAM Maliban Textiles and there are 100
employees been selected for the data finding in the specific research
study.




4.3 Sample

Sampling is the process of choosing an enough number of components from the
employees. Therefore the study is based on if the sample and an
understanding of its possessions of characteristics would make a possible
for the outcome of the research. The data obtained through face to face
interview, email surveys were analysed with MS-Excel spread sheets and
gathered at first.

Quantitative data obtained from interview and it provided a significant
insight of several factors like primary reasons for motivational level in
EAM Maliban Textiles.

Qualitative data was obtained through the interviews. It was analysed using
the grounded theory approach which helped to identify and determine the top
level management to lower level management employee's performance of EAM
Maliban Textiles.

Altogether both quantitative and qualitative data will be analysed in this
chapter.




4.4 Participation of employees

The selected employees are working in the EAM Maliban Textiles at Colombo.
The study on "Factors of Employee Turnover in EAM Maliban Textiles" is
conducted at two levels, namely top level and middle level in the company.
There were 20 questionnaires distributed among the employee in EAM Maliban
Textiles.

Employees of participating EAM Maliban Garments were asked to indicate
there, age, gender, years of experience, highest educational
qualifications, and participated professional development programmes in
last five years.


4.4.1 Participation by age

The below graph is given analysis of sample gathered which based on the age
category.



Figure 4.4.1: Participants by Age

Figure 5

Source: Survey Data

The figure 4.4.1 shows respondents categorized according to their age. It
can be observed that a significant 52 % of the respondents were from the
age group of less than age 35. There are 30% respondents were from the age
group of less than 45. As mentioned the 18% employees are under age 25.


4.4.2 Measurement of satisfaction



Perceived level of satisfaction of the employees in EAM Maliban Textiles is
measured through the questionnaire with the five point scale method,
ranging from very satisfy to very dissatisfy.






1 2 2.5 3 3.5 4
5




Low Average High




The total score of a respondent may be in the range of 1-5 and then this
score is divided as below 2 is low (below 2), Medium (2.1-3.5) and High
(above 3.6-5) for the research purpose.


4.5 Job satisfaction

The employee job satisfaction analysis exhibits the below graph. The
researcher targeted top-level and middle level positions EAM Maliban
Textiles in Sri Lanka with survey. Researcher received responses from 45%
they are not satisfying of their position. The percentage of responses is
given below. Only 4% are satisfying of their job. They are in top level
management of EAM Maliban Textiles.





Figure 4.5.1: Job satisfaction

Figure 6

Source: Survey Data

The responses received from the employees who answered the questions as EAM
Maliban Textiles regarding pay, I feel the organization does a good job
matching pay to performance. According the statement there were 40%
answered with strongly agree. No one answered as strongly disagree.


4.6 Work environment

Working environment is the important factor for the motivation and it
reduces employee turnover. There were responses received from the employees
who responded 35% strongly agree for the working environment flexible in
the EAM Maliban Textiles. Further 30% responses are agreed for the
flexible working environment, only 10% do not agree with the flexible
working environment.



Figure 4.6.1: Working environment

Figure 7

Source: Survey Data





4.7 Salaries and benefits

The highest percentage of responses which 35% was received from employees
and lowest percentage of 0% was recorded as overall salaries and benefits
of employees regarding their perception on EAM Maliban Garments.



Figure 4.7.1: Salary of the employees

Figure 8

Source: Survey Data

The highest percentages of responses 40% was strongly agree to the
promotion according their skills and experience. There were 50% agree to
the promotion and 0% of disagree.

































Chapter 5


Summary, conclusions, and recommendations


5.1 Summary

The study was carried out to identify the motivation factors which reduce
the employee turnover in EAM Maliban Garments. Further it is aimed to
identify the relationship between personal variables such as age, gender,
work experience, work position, civil status, education qualification, work
experience and the levels of satisfaction of the employees in EAM Maliban
Garments. As well as to identify the relationship between organizational
factors such as job satisfaction, management relationship, salaries and
benefits and working environment of the employees in the company. Also for
the identification of factors that influence broadly to determine the
levels to reduce the employee turnover in EAM Maliban Garments.

In the first chapter, background of the study, statement of problem,
Statement of the problem, Objectives of the study, Conceptual Framework,
Hypotheses of the study, Significance of the study, Scope and Limitation of
the study were included.

The second chapter deals literature review exhibited in the Introduction.
Other concepts such as Employee motivation, Different kind of Motivation,
Theory of Motivation, Maslow Hierarchical needs, Douglas McGregor's X-Y
Theory, Herzberg's two factors Motivation, Theory of Goal Setting, Vroom's
Theory, Employee turnover, Factors Influencing to reduce Employee Turnover,
Management Relationship, Working Environment, Salaries and Benefits, Job
Satisfaction were presented.

In the third chapter, Conceptualization frame work was based on the study
of the problem statement.

The fourth chapter presented with an introduction about the chapter,
Research Design, Exploratory Research Design, Descriptive Research, Sources
of Data collection such as primary and the secondary data, Analytical
Procedures/ Methods of Analysis, Data collection instrument,
Conceptualization model, Independent variable, Dependent variable and
Questionnaire design.

The fifth chapter was carried out to find out the factors influence of the
motivation and reduce the employee turnover at the Maliban Garments.




5.2 Conclusions


These are the final part of the research. In this specific study was
analysed the employee motivation and reduce employee turnover in EAM
Maliban Garments. There were factors suggested for the employee motivation.
They are management relationship, working environment, salaries and
benefits; job Satisfaction which will create the employee motivation in EAM
Maliban Garments. As mentioned the independent variable which elaborated in
the literature review, and also there were motivational theories were
exhibited with the proper evidence. Through the researcher's finding of the
motivation, EAM Maliban Garments should consider the motivation factors of
their employees and it will reduce the employee turnover in the company.
Basically middle level and lower level management should need the
motivation, through the methodological data findings were analysed in that
concept. Further data analysis exhibited that the actual situation of the
EAM Maliban Garments employees. Accordingly the study analysed the
particular gathering factors and the recommendation are suggested to
improve employee performance in EAM Maliban Garments.

5.3 Recommendations

There are recommendations suggested to enhance the employee's better
performance and reduce the employee turnover of EAM Maliban Garments.

1. The organization as EAM Maliban Garments has to guide the employee
vision. In generally the employees in the lower level actually they
don't know their vision, where they want to achieve. Therefore every
employee whether top level or lower level management have to know
about their vision as well as the organization vision.

2. Training and development is the significant motivate factor of the
organization. Therefore they have to provide the training and
development programmes for category of the employees.

3. Communication is the another factor of the motivation, employees top
level management to lower level management should have to communicate
with each other's without any barriers. It will create the employee
motivation of the EAM Maliban Garments. In addition making a culture
of communication in which managers and employees share common goals
and work composed with the organization

4. Reaction is another better motivator factor. Positive response
should be specified right away, to grow more of the same performance.
Negative reaction should also be given that workers have the chance to
self-correct. Therefore both reactions are the motivation factor.
Accordingly, EAM Maliban Garments has to conduct weekly meetings with
individual employees, to deliver a chance to discuss on-going projects
and issues. These meetings don't have to take a lot of time, and they
can form strong working relationships. It's a dominant motivator, and
should be done often in person if possible. Through the employee
reaction, employee turnover can be reduced with positively.






























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Web

Knowledge Management in Human Resources, Motivational Theory, Available
from

http://romeihrknowledgemanagement.weebly.com/motivational-theory.html
[Accessed 13 February 2016]



























-----------------------
Job Satisfaction



1. Work Environment
2. Job Responsibility
3. Work Appreciation
4. Work Pressure
5. Job Security


Training and Career development



1. Effectiveness of the Training school
2. Impact of off the job Training
3. Organization support for Training & Development
4. Promotion and career ladder programs
5. Employee Career commitment




Labour Turnover



1. Leaving to another organization in the same industry
2. Leaving the industry
3. Leaving the employment





H1



H2



Primary Analysis



Quantitative

[?]

(Questionnaire development)



Qualitative

(Interview development)



Data Analysis



Discussion and the development