Identifying Factors Playing Important Role in the Increasing Employees’ Turnover Rate: A Case of Telecom Industry in Pakistan

Tariq Rana, M. Rashid Salaria, Gobind Herani () and Mohammad Amin

MPRA Paper from University Library of Munich, Germany

Abstract: The objective of this study is to know about the practices of Telecom industry, regarding their employees and to know how they keep up with the intense competition in the industry. The study focuses on factors effecting employees’ turnover and those that factors play an important role in retaining the employees of Telecom industry. The universe of this study was all the employees of Telecom industry in Islamabad, Karachi and Lahore. For this purpose survey method was used by using questionnaire as a tool for data collection. The results have shown that Salary, Working environment and Benefits are three significant factors effecting employees’ turnover and correlated with each other. The study was faced by certain limitations, which include time constraints and resources constraints, which limit this research to only Islamabad, Karachi and Lahore offices of the organizations in telecom industry of Pakistan. The present study found support for an independent variable with Employees turnover. Significant negative correlations have been found for the Salary, Work environment and Benefits. Therefore, organizations need to focus on how to develop better Salary plan and reduce strain in the workplace. If staff voluntarily leaves, it is a great loss to the telecom industry. It is expensive to hire, train, and “bring up to speed” new replacements. It is, therefore, important to understand the antecedents of turnover intent of employees before they decide to quit.

Keywords: Employee’s Turnover, Telecom Industry; Pakistan; Factors. (search for similar items in EconPapers)
JEL-codes: I28 J63 (search for similar items in EconPapers)
Date: 2009-12-31
New Economics Papers: this item is included in nep-cwa
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Citations: View citations in EconPapers (1)

Published in Indus Journal of Management & Social Sciences 2.3(2009): pp. 80-89

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