HUMAN RESOURCE PRACTICES AND EMPLOYEE TURNOVER

AT SONAS IN BENI CITY, DEMOCRATIC REPUBLIC OF CONGO

BY

KAVIRA KALONDERO

MPA139849/13 1/DF

A DISSERTATION SUBMITTED TO THE COLLEGE OF HIGHER DEGREES AND RESEARCH IN PARTIAL FULFILMENT OF THE REQUIREMENTS

FOR THE AWARD OF DEGREE OF MASTER OF PUBLIC

ADMINISTRATION OF KAMPALA INTERNATIONAL

UNIVERSITY, UGANDA.

OCTOBER, 2014 DECLARATION

I Kavira Kalondero, hereby declare that this dissertation is original and has not been submitted for any other award to any other academic institution.

Signed

/ / /,~__fp I Kavira Kalondero APPROVAL This dissertation proposal has been submitted for examination with the approval of the under signed supervisor;

Signature -~ Dr. Kibuuka Muhammad ~upervisor Date Signed f ~—e DEDICATION

I dedicate my dissertation work to my husband Mr. Emmanuel Ngong Ngwa, to my children Emmanuela NENG NGWA and Martino NGONG NGWA, to my parents Mr. and Mrs. KOMBI ZAY NDERYA and to my brother Mr. KASEREKA KASISIVAHWA PATRICK.

My Husband, I thank you for your unconditional support. I am honored to have you as husband. Thank you for giving me chance to prove and improve myself through masters studies. Please do not ever change. I love you

My children thanks for the encouragement and love you have shown me. I love you so much

My parents thank you for believing in me for allowing me to further my studies. Please do not ever doubt my dedication and my love for you.

My brother, hopping that with this research I have proven to you that there is no mountain higher as long as God is on our side. Hoping that you will continue encouraging me in all I still have to do. Thanks for all your help and advises.

III ACKNOWLEDGEMENT

I wish to acknowledge the courage and advises given by my friends and colleagues Mr. Alex and Mr. Allan. I thank them for their uncountable hours of reflecting, reading, and most of all patience throughout the entire process.

I am also grateful to my course Mets who participate in this study.

I thank my lectures of MPA at KIU for their contribution in making me aware of current

issues in education. Their input proved to be very helpful when writing the report.

Lastly I wish to humbly acknowledge with sincere gratitude, my supervisor Doctor Kibuuka Muhammad for his advises and guidance during the writing of this report. It is his persistence criticism that brought hope and confidence in me, even at the most depressing moment. He was truly a source of inspiration.

iv TABLE OF CONTENTS

DECLARATION.

APPROVAL .

DEDICATION

ACKNOWLEDGEMENT iv

TABLE OF CONTENTS v

LIST OF TABLES viii

ABSTRACT ix

CHAPTER ONE 1

INTRODUCTION 1

1.0 Introduction 1

1.1 Background of the study 1

1.1.1 Historical Perspective 1

1.1.2 Theoretical Perspective 2

1.1.3 Conceptual Perspective 3

1.1.4 Contextual Perspective 4

1.2 Problem statement 4

1.3 Purpose 5

1.4 Objectives 5

1.5 Research questions 5

1.6 Hypothesis 5

1.7 Scope 6

1.7.1 Geographical scope 6

V 1.7.2 Content scope .6

1.7.3 Theoretical scope 6

1.8 Significance of the study 7

CHAPTER TWO 8

LITERATURE REVIEW 8

2.0 Introduction 8

2.1 Theoretical review 8

2.2 Conceptual Review io

2.3 Related studies 21

CHAPTER THREE 22

METHODOLOGY 22

3.0 Introduction 22

3.1 Design 22

3.2 Population 22

3.3 Sample size 23

3.4 Sampling strategies 23

3.5 Research Instruments 23

3.6 Validity and reliability of the instruments 24

3.7 Data Collection Procedure 24

3.8 Data analysis 24

3.9 Ethical Consideration 25

3.10 Limitations of the study 25

vi CHAPTER FOUR .27

PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS 27

4.0 Introduction 27

4.1 Profile of respondents 27

CHAPTER FIVE 35

DISCUSSIONS, CONLUSIONS AND RECOMMENDATIONS 35

5.0 Introduction 35

5.1 Discussions 35

5.2 Conclusions 38

5.3 Recommendation 39

5.4 Areas for further research 40

REFERENCES 41

APPEND ICES 44

APPENDIX I: TRANSMITTAL LETTER FROM COLLEGE OF HIGHER DEGREES AND RESEARCH (CHDR) 44

APPENDIX II: TRANSMITTAL LETTER FOR THE RESPONDENTS 45

APPENDIX III: CLEARANCE FROM ETHICS COMMITTEE 46

APPENDIX IV: INFORMED CONSENT 47

APPENDIX V: PROFILE OF RESPONDENTS 48

APPENDIX VI: QUESTIONNAIRE FOR HUMAN RESOURCE PRACTICES 49

APPENDIX VI: QUESTIONNAIRE TO DETERMINE EXTENT OF TURNOVER 51

APPENDIX VII: WORK SCHEDULE 52

APPENDIX VIII: BUDGET ESTIMATED 53

vii LIST OF TABLES

Table 4.1: Profile of respondents 27

Table 4. 2: Human resource practices 29

Table 4.3: Level of employee Turnover 31

Table 4.4: Relationship between Employment contracts and employee Turnover 32

Table 4.5: Relationship between remuneration and employee turnover 33

Table 4.6: Relationship between Job security and employee Turnover 34

Table 4.7: Regression Analysis between the Dependent and Independent Variables..34

VIII ABSTRACT This study aimed at establishing the relationship between human resource practices and employee turnover in Societe Nationale d’Assurance (SONAS) national insurance group located in Beni, North Kivu Region, Eastern part of Democratic Republic of Congo (DRC). The specific objectives were to establish the relationship between; I) type of employment contract and employee turnover; II) remuneration and employee turnover; and III) job security on employee turnover. A descriptive correlational and cross sectional survey design was employed to collect data from 114 insurance staff, selected purposively and randomly. A researcher made questionnaire was used to collect data, which was analysed using means, Pearson’s Linear Correlation coefficient and Multiple Linear Regression. The findings showed that human resource practices were generally satisfactory to the employees (overall mean= 2.89) and the level of employee turnover was generally high (overall rnean=2.68). The level of employee turnover was positively and significantly correlated with employment contracts (r = 0.345, sig. = 0.000), remuneration (r =.689;

SigO.000) and job security (r 0.667 and sig = 0.000) respectively. Of all the three elements, remuneration (13=0.424, Sig=0. 000) had the strongest influence on employee turnover. The researcher concluded that good or satisfactory working terms and conditions can greatly enhance employee retention and reduce employee turnover. The researcher recommends that the management at SONAS should improve on the following terms and conditions if they want to maintain a reduced level of staff turnover and a high level of employee retention; improve the terms of service, give workers opportunities for promotion, increase on the monthly salary of workers and assure workers ofjob security.

ix CHAPTER ONE

INTRODUCTION

1.0 Introduction This chapter shows the background, problem statement, purpose, objectives, research questions, hypothesis, scope and significance of the study.

1.1 Background of the study

1.1.1 Historical Perspective Globally, for over 50 years, personnel managers have sought to move beyond their roles as welfare officers and employment administrators to a more central and strategic position in the running of the business organization (Wright, 2008). Until the 1980s, most organizations used the term personnel management; fiom then on Human Resource Practices (HRP) became popular (Rudman, 2010). In the past, it is argued that human resource practices were about welfare and remuneration, but now it is centered on organizational reaction to changing environments with increases in globalization and the use of technology and knowledge-based workers. This is affecting the technical competency requirements of personnel practitioners and it is also having an impact on where the personnel function fits into the organization as a whole. The literature clearly states that personnel should be taking a more strategic role within organizations, and there is research evidence that this is actually taking place (Brewster et al, 2000).

The UK Chartered Institute of Personnel and Development (CIPD) and the USA Society of Human Resource Management (SHRM) are the oldest professional organizations for HR Professionals founded in 1913 and 1948 respectively and are the largest professional organizations in the world. Canadian Council of Human Resources Associations (CCHRA) is the next largest with 41,000 members established in 1994. The status of Human Resource Practices (HRP) and its standing as a managerial profession has been a recurring concern for practitioners over time. In recent years, a normative discourse has developed which asserts that the path to improved status for HR professionals involved reinvention of their role as business partners and internal consultants promoting enterprise competiveness 1 (Wright, 2008). Another view shared by many authors is that HR professionals need to adopt the characteristics of the professions and be more professional.

In Africa, the South African state, like others during periods of transition, was in a paradoxical position. Weakened during the transition to democracy, the government, the courts, the police services and the public service is, nonetheless, called upon to play a leading role in stabilizing the new societiy and responding to a wide variety of social and economic demands.

1.1.2 Theoretical Perspective This study was guided by the social exchange theory developed by Gouldner (1960) which states that employees who perceive and feel that the organization values and treats them fairly, will feel obligated to “pay back” or reciprocate these good deeds with positive work attitudes and behaviors (Aryee, 2002). This suggests that employees, who perform enriched jobs devoid of stress, receive attractive pay, job security and fair treatment from the organization, are bound to express their gratitude for the support received by increasing their commitment to their organization. Studies have suggested that the norm of reciprocity is taught as a moral obligation and then internalized by both parties (i.e. employees and employers) in an exchange relationship such that whoever receives a benefit feels obligated to repay it (Gouldner, 1960). The exchange perspective views the employment relationship as consisting of social or economic exchanges (Aryee, Budhwar and Chen, 2002; Cropanzano, Rupp and Bryne, 2003). Economic exchange relationships involve the exchange of economic benefits in return for employees’ effort and are often dependent on formal contracts which are legally enforceable. On the other hand, social exchanges are ‘voluntary actions’ which may be initiated by an organization’s treatment of its employees, with the expectation that the employees will be obligated to reciprocate the good deeds of the organization (Aryee, 2002). In this study, the researcher examines key factors related to staff turnover so as to identify effective strategies for improving their labour market outcomes while enabling the

2 companies to serve the community in a better way. Using data from a survey, the study wanted to assess the importance of various factors that facilitate or hinder job retention among staff in a group of public insurance companies in Beni. It also investigated factors that “force” workers to leave their jobs: are they moving to better jobs? And if so, what helps or prevents their move to better jobs? The major factors to be considered in the study were: type of employment contract, remuneration and job security.

The resource intensive nature of dealing with employee turnover causes tune and effort to be spent advertising, selecting, recruiting and training replacements. It can also cause decline in morale and productivity (Burke, 2002). Undesirable voluntary turnover should be controlled, and organisations need to both understand the phenomenon and find ways to control it. With this in mind, the researcher carries out this study to find how the problem can be averted.

1.1.3 Conceptual Perspective The independent variable in this study was human resource practices and according According to Amstrong (2008), human resource practices are defined as the professional disciplines and business functions that oversee an organization’s human resources. In this study, human resource practices was conceptualized in terms of employment contract, remuneration and job security.

The dependent variable in this study was labor turnover, Abassi & Holirnan (2000) defined employee turnover as the rotation of workers around the labour market; between firms, jobs and occupations; and between the states of employment and unemployment. Also, Price (1977) defined turnover as the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: each time a position is vacated, either voluntarily or involuntarily, a new employee may be hired and trained (Kwarfo, 2012).

3 1.1.4 Contextual Perspective Employee turnover is a part of normal business activity; employees come and go as their life situations change. Employers realize this and, indeed, firms typically have entire departments devoted to the management of human resources in order to make the transition as painless as possible for both management and employees and to minimize the associated hiring and training costs.

Some causes of employee turnover are job-related factors that are somewhat within the direct control of the employer. Examples of such factors would be dissatisfaction with working conditions, supervising conflicts, scheduling conflicts or salary discrepancies, also called the human resource practicesor the terms of service. In contrast, non job-related causes of employee turnover are generally out of the employer’s control. Non job-related causes of employee turnover are those things in the employee’s personal life that impact their performance in the workplace. Examples of these would be relocation, family problems and chemical abuse. Although these causes are not directly within the employer’s control, some organizations have sponsored responsive programs for the non job-related category such as employee assistance programs and stress management training that better prepared employees to deal with personal issues that impact their work performance.

1.2 Problem statement The employees of a company are important stakeholders in the organization, unfortunately after these scarce resources have been properly developed through recruiting, training and development, they leave the company for other companies. Employee turnover has drained scarce resources of the public insurance Company in Beni, as the services of the lost employees are no longer available to be utilized. The problem of employee turnover raises a lot of concern in the company. However, employees leave the organization with reasons. If the needs of employees are properly addressed, labour turnover is not likely to rise. The risen level of labour turnover implies some job dissatisfaction. Despite urgency of the employee turnover problem, few studies have addressed it globally (Manobar, 2012) and apparently none has been done about the public insurance companies in Beni. It is the purpose of this study to establish whether there is any relationship between human

4 resource practicesand employee turnover in public insurance companies in Beni, so as to help the company to avert the situation of high employee turnover. As Shoaib et al. (2009) observe, “no business can enjoy and sustain.., success until it deals with this turnover problem efficiently and successfully” (p. 2). However, there was a need to obtain empirical evidence, by conducting an investigation, as to the nature, causes and effects of employee turnover in the company to reach an appropriate conclusion.

1.3 Purpose The purpose of this study was to establish the relationship between working terms and conditions on staff turnover.

1.4 Objectives The specific objectives of the study were:

(i) To establish the effect of type of employment contract on employee turnover.

(ii) To find out the effect of remuneration on employee turnover.

(iii) To determine the effect ofjob security on employee turnover.

1.5 Research questions This research sought to answer the following questions: (i) What effect does type of employment contract have on employee turnover? (ii) What effect does remuneration has on employee turnover? (iii) ‘What effect does job security has on employee turnover?

1.6 Hypothesis This study sought to test the following hypotheses: (i) Type of employment contracts significantly affect employee turnover (ii) Remuneration significantly affects employee turnover (iii) Job security significantly affects employee turnover.

5 1.7 Scope

1.7.1 Geographical scope The study was conducted from Beni which is a city located in north eastern Democratic Republic of Congo, lying immediately west of the Virunga National Park and the Rwenzori Mountains, on the edge of the Ituri Forest. It is home to a market, an airport and the Christian Bilingual University of Congo (UCBC). As of 2009 it had an estimated population of 102,624. Beni contains four communes, or municipalities: Beni, Bungulu, Ruwenzori and Muhekera. The town was the scene of fierce fighting in the Second Congo War around 2001. Beni also has many MONUC bases; elements of the Indian-led North Kivu Brigade are based in the town.

1.7.2 Content scope In terms of content, human resource practices (independent variable) was conceptualized in terms of employment contract, remuneration and job security. Kwarfo (2012) defined employee turnover as the entire process associated with filling a vacancy: each time a position is vacated, either voluntarily or involuntarily, a new employee may be hired and trained.

1.7.3 Theoretical scope This study was guided by the social exchange theory developed by Gouldner (1960) which states that employees who perceive and feel that the organization values and treats them fairly, will feel obligated to “pay back” or reciprocate these good deeds with positive work attitudes and behaviors. The exchange perspective views the employment relationship as consisting of social or economic exchanges (Aryee, Budhwar and Chen, 2002; Cropanzano, Rupp and Bryne, 2003). Economic exchange relationships involve the exchange of economic benefits in return for employees’ effort and are often dependent on formal contracts which are iegally enforceable.

6 1.8 Significance of the study This study has a number of contributions to SONAS policy makers, managers, present staff and the future ones. The study is helpful to SONAS insurance group top management to understand turn over drivers that affect staff and hence respond accordingly so as to improve on institutional stability. It points out the most influential terms of work for staff and their usefulness.

Furthermore, the study hopes to provide a concrete context for discussions about what can be done to ensure the regeneration of staff capacity and, by extension, intellectual life that will enable this company to discharge its mandates with the requisite levels of quality.

Theoretically, the study prompts more researches in the area having contributed to literature and methodology of such future studies. The study makes useful contributions to the conceptual and theoretical studies for other researchers; and provides insights for employment policy fonnulation processes for SONAS.

The study further adds to the previous researches on the usefulness of attractive terms of work for staff in SONAS. The culTent research also sought to answer questions that are raised above. The current study is valuable both for the theoretical body of knowledge and for managerial practices as it helps to identify factors causing labor turnover specifically for insurance companies like SONAS.

It also attempted to give suggestions with regards to working terms and conditions and on how to influence therefore mentioned factors. This is a new perspective which has not been looked in and sufficiently researched before. Therefore the current study may contribute to the recent theories of HRM for SONAS in relation to the retention of company employees.

7 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction This Chapter presented the conceptual review, theoretical orientation of the study, the Conceptual Framework of the study together with literature related to the variables and objectives of the study.

2.1 Theoretical review The exchange perspective views the employment relationship as consisting of social or economic exchanges (Aryee, Budhwar and Chen, 2002; Cropanzano, Rupp and Bryne, 2003). Economic exchange relationships involve the exchange of economic benefits in return for employees’ effort and are often dependent on formal contracts which are legally enforceable. On the other hand, social exchanges are ‘voluntary actions’ which may be initiated by an organization’s treatment of its employees, with the expectation that the employees will be obligated to reciprocate the good deeds of the organization (Blau, 1964; Aryee et al., 2002; Gould-Williams and Davies, 2005). The exchange approach view of organizational commitment posits that individuals attach themselves to their organizations in return for certain rewards from the organizations (March and Simon, 1958; Hrebiniak and Alutto, 1972; Steers, 1977; Mowday et al., 1982; Farrell and Rusbult, 1981). According to this view, employees enter organizations with specific skills, desires and goals, and expect to find an environment where they can use their skills, satisfy their desires and achieve their goals. Perceptions of favorable exchange/rewards from the employees’ viewpoint are expected to result in increased commitment to the organization. Similarly, the more abundant the perceived rewards in relation to costs, the greater the organizational commitment. On the other hand, failure by the organization to provide sufficient rewards in exchange for the employees’ efforts is likely to result in decreased organizational commitment. This perspective is consistent with Becker’s (1960) idea of calculative commitment where individuals’ commitment to the organization is in part, a function of accumulated investments.

8 From the perspective of the employee-employer relationship, social exchange theory suggests that employees respond to perceived favorable working conditions by behaving in ways that benefit the organization and/or other employees. Equally, employees retaliate against dissatisfying conditions by engaging in negative work attitudes, such as absenteeism, lateness, tardiness or preparing to quit the organization (Haar, 2006; Crede et al., 2007). It is therefore, expected that employees who perceive their working conditions to be negative and distressing, would reciprocate with negative work attitudes such job dissatisfaction, low morale and reduced organizational commitment, while those who perceive the workplace conditions as positive and challenging would reciprocate with positive work attitudes, such as high commitment, job satisfaction and low turnover (Cropanzano et al., 2003; Crede et al., 2007).

Another perspective of the social exchange theory is the norm of reciprocity which is based on two assumptions: “(a) people should help those who have helped them, and (b) people should not injure those who have helped them” (Gouldner, 1960, p. 171) Therefore, employees who perceive that the organization values and treats them fairly, will feel obligated to “pay back” or reciprocate these good deeds with positive work attitudes and behaviors (Aryee et al., 2002; Gould-Williams and Davies, 2005; Parzefall, 2008). Studies have suggested that the norm of reciprocity is taught as a moral obligation and then internalized by both parties (i.e. employees and employers) in an exchange relationship such that whoever receives a benefit feels obligated to repay it (Gouldner, 1960; Liden, Wayne, Kraimer and Sparrowe, 2003; Parzefall, 2008). This suggests that employees, who perform enriched jobs devoid of stress, receive attractive pay, job security and fair treatment from the organization, are bound to express their gratitude for the support received by increasing their commitment to their organization. In summary, therefore, the exchange theory posits that commitment develops as a result of an employeets satisfaction with the rewards and inducements the organization offers, rewards that must be sacrificed if the employee leaves the organization.

9 2.2 Conceptual Review

Figurel. Conceptual Frame work showing the relationship between Human resource practices and employee turnover

Human resource practices (IV) Employee turnover

V II Employment contracts 7 AttritionII “ Remuneration V Dismissal V Job security ~iation

Intervening variable

Economic climate ~ Government policy

The independent variable in this study was human resource practices and according to NT Working Women’s Centre (2008), terms and conditions of work, also called terms of service refer to what is provided to an employee in return to the labour services he or she provides to the organisation. According to Amutuhaire (2010), human resource practices refer to the different conditions offered, demanded or accepted by employees or employers when making a contract or an arrangement of employment. In this study, human resource practiceswas defined as employment contract, remuneration and job security.

Employment contract According to a Dictionary of Human Resource Management (Heery & Noon, 2001), an employment contract, is an agreement that an employee will work for an employer in return for wages, which comes into effect as soon as an offer of employment is accepted.

10 The contract, according to Heery and Noon must cover issues such as the rate of pay, the hours of work, holiday entitlement and disciplinary rules. ‘While there are several ways of classifying contracts, perhaps the commonest one in the literature is to dichotomize a contract as either permanent or temporary. A permanent contract is one binding an employer and employee in a long-term relationship, while a short-term contract is for a short time (Taylor, 2002).

According to the UK National Statistics Authority (2004), a contract of employment is a written agreement between the employer and employee which is enforceable by law. Wikipedia (2008) defines employment contract as an agreement entered into between an employer and an employee at the commencement of the period of employment, stating the exact nature of their business relationship, specifically what compensation the employee will receive in exchange for specific work performed. The above definitions imply that an employment contract is an agreement between an employer and the employee, but they ignore the different types of employment contracts and their implications to turnover for insurance staff which are considered important ingredients.

According to the Business Dictionary.com (2008), an employment contract is regarded as an oral or written, express or implied, agreement specifying terms and conditions under which a person consents to perform certain duties as directed and controlled by an employer in return for an agreed upon wage or salary. Both the employee and the employer owe the duty of mutual confidence and trust, and to make only lawful and reasonable demands on each other and this can only be solved through the use of employment contracts which was considered important in this study due to its influence on job retention (Amutuhaire, 2010).

In view of the above definitions, the definition of employment contract that was adopted for this study was derived from Business Dictionary (2008). An employment contract is a written agreement between an employer and an employee that details workplace duties and responsibilities of employees and the compensation the employer provides in return. This definition was considered appropriate because it shows that employment contracts are an

11 obligation for both employees and employers so as to specify the worker-employer arrangement, the authority of the employee, ownership of intellectual property, and dispute resolution mechanisms. Employment contracts typically lay out the length of employment relationship, wages, bonuses, vacations, medical leaves (including maternity/paternity), and other benefits and compensation that the worker receives for fulfilling work obligations to the employer. Several types of employment contracts may exist but for purposes of this study, only temporary and permanent employment contracts will be considered.

Remuneration According to Heery & Noon (2001), remuneration is “payment for work, which can assume a number of different forms, including a basic wage or salary, supplementary cash payments, such as overtime pay, and benefits in kind” (p.306). The same authors (Heery & Noon) define related terms, namely “compensation” and “reward”. According to them, “compensation” is payment for work which “compensates the employee for the ‘disutility’ of labour” (p. 48). The rather negative connotation associated with the term (compensation), according to them has led some specialists to replace it with “reward”. Heery & Noon (2001) define “reward” as “benefits which employees receive in return for working on behalf of an employing organization” (p. 311).

According to the UK Statistics Authority (2004) the term remuneration refers to earnings and pay (wages and salaries) provided directly by employers to employees in return for their supplied labour while Security Staffing (2008) defines remuneration as the aggregate gross annual emoluments payable to the worker pursuant to the engagement, including salary, payments, bonuses, housing allowance and profit related pay. These definitions both agree that remuneration is any payment for labour from the employer to the employee though they ignore non monetary forms of remuneration given to employees yet they are also important.

According to Business Dictionary.com (2009), remuneration is a reward of employment as pay, salary, or wage, including allowances, benefits (such as company car, medical plan

12 and pension plan), bonuses, cash incentives, and monetary value of the non-cash incentives. All these are important forms of remuneration which are of particular interest to this study since they are believed to have an impact on employee turnover. In this study, the definition of remuneration that was adopted was derived from Safeco Insurance Company of America (2008), in which remuneration is defined as the form of payment that includes wages, commissions, bonuses, overtime pay, pay for holidays, vacations and sickness, payment for piece work, value of meals and lodging.

Job security According to Herzberg (2002), job security is among the hygiene factors of motivation. Herzberg (2002) asserts that absence ofjob security can bring dissatisfaction to employees, although he continues to say that their presence does not motivate. Based on Mullin’s (2002) research, motivation is all about creating an environment in which employees enjoy their work. Contrary to Herberg’s assertion that presence ofjob security does not motivate, although its absence creates dissatisfaction.

Mullins (2002) point out that many employees are motivated by job security. Employees need to feel freedom of fear, to feel safe in the workplace and not daily anxiety for what is going to happen the next day. Based on Maslow’ s theory, job security is termed as safety needs and is in the second level in the hierarchy of needs. In we translate the Maslow’s hierarchy of needs into the company’s demands, safety needs has to do with safe jobs and job security as perceived by an individual employee. As such, Maslow imply that employees are motivated by job security. They need to feel freedom of fear, to feel safe in the workplace and free from daily anxiety for what is going to happen next day. Employees need to feel that they belong to the company and that they are part of it, so they will work harder as they feel that they are part of the organisation (Papazisi, 2003).

The findings of Papazisi (2003) revealed that job security is not the most important need for employees, although it was revealed as quite important, almost concurring with the Herzberg’ s two factor theory, which asserts that job security is not a motivator, but a dissatisfier. However, results differed slightly from Herzberg’s two factor theory because

13 there were some employees who showed that to them job security is a motivator. One can therefore deduce that job security can be a motivator to some and not to others, a stand which agrees with Maslow’s hierarchy of needs explained above, that there is a level in one’s work life when job security is a motivator and there is a time when it is no longer a motivator.

According to Heery & Noon (2001), job security or “security of employment” is “the policy of guaranteeing continuity of employment for employees as long as they meet performance expectations and show loyalty to the organization” (p.32O). Nosse, Friber, Kovacek and Lewis (2004) suggested that absence of job security can result in disenchantment with a job. This suggests that job security is a prerequisite to job retention. Past studies directly related to job security are rather few, suggesting that the observation made by Greenhaigh and Rosenblatt (1984) to the effect that “job insecurity has yet to receive significant attention from organizational researchers” (p. 438) still holds much water (Arnutuhaire, 2010).

Employee Turnover According to Garrett (2005), employee turnover is “a ratio of number of employees that leave a firm through attrition, dismissal, or resignation during a period to the number of employees on payroll during the same period”

The process of employee turnover is one of the most fascinating and perplexing areas of management (Lee & Rwigema, 2005) and is an inevitable phenomenon in the labour market. The lack of employee continuity and organisational stability together with the high costs of recruitment and training of new staff are some of the consequences of employee turnover. It is not surprising then that researchers and psychologists have made concerted efforts to identify the antecedent factors that cause employee turnover in order to assist managers to institute preventive measures (Siong, 2006).

According to Abassi & Hoilman (2000) employee turnover is the rotation of workers around the labour market; between firms, jobs and occupations; and between the states of employment and unemployment. Also, Price (1977) defined turnover as the ratio of the

14 number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. In a human resources context, employee turnover or labour turnover is the rate at which an employer gains and losses employees. The simple ways to describe it are “how long employees tend to stay” or “the rate of traffic through the revolving door.” Turnover is measured for individual companies and for their industry as a whole. If an employer is said to have a high turnover relative to its competitors, it means that employees of that company have a shorter average tenure than those of other companies in the same industry (Kwarfo, 2012).

Employee turnover can be caused through an employee being dismissed from the organization, an employee resigning from the organization or an employing retiring. Reasons for turnover can be due to both internal and external factors and will vary between different groups of employees and the individual employees themselves. Employee turnover is affected by the organizations external and internal environmental factors. Increase in demand and better working conditions for particular skilled labour in the industry, the social and cultural factors of the environment within which the organization operates are all external factors that influence employee turnover. Internal factors such as the organizations structure, reward packages and policies also affect the employee turnover.

In view of human resources management and organizational behaviour, the classical labour turnover is the rotation of employees around the labour market between firms, jobs and occupations, and between the states of employment and unemployment (Abassi & Hollman, 2000). The term turnover is defined by Price (1977) as the ratio of the number of organizational members who have left and divided by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: each time a position is vacated, either voluntarily or involuntarily, a new employee may be hired and trained (Kwarfo, 2012). This term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason. Because people have paid more attention to employee voluntary turnover or loss influencing organization in treatment of staff movement, the 15 organization employee turnover defined by Mobley (1982) has been widely used, namely employee turnover is regarded as the termination of the process of an individual obtaining material income from the organization. This definition does not include the movement status of the possibly existing staff in an organization instead it adopts the wage labor contract to stipulate the relations among organization members, which easily distinguishes the shareholder status turnover transformation. The narrowed meaning and serviceability on the organization employee voluntary turnover concept defined by Mobley may become the foundation for most organizational turnover studies (McEvoy, 1985). Kwarfo (2012) defined this kind of employee turnover or loss based on Mobley’s definition as: the process in which the individual obtaining the material income from an organization should terminate their organization labour contracts, therefore this definition may be suitable for the reality of there being a massive number remaining at post without wage and laid-off.

For voluntary turnover, a conception often used, is the voluntary Turnover Intent, whose connotation generally may be involved with the individual work selection opportunities and job-hunting behaviour, but may lack the direct connection with staff performance, and was considered as the most direct independent variable to employee turnover behaviour, and also the dependent variable of numerous predetermined variables which affect employee voluntary turnover factors (Allen, 1999; Price, 1977). However, withdraw tendency, which is closely related with turnover intent and has an equal status put forward by Mobley (1978) at first in the construction turnover model, may be considered to include process variables in the different periods from thinking of quitting to job searching, intention of turnover and voluntary turnover behaviour occurring. Turnover in this study was defined as the intention to leave the current job, years worked and percentage of workers retained for more years.

Employment contract and employee turnover Rousseau (1995) had earlier indicated that employment contracts help employees to develop their personal psychological contracts. Psychological contracts are explained as the individual beliefs shaped by the organisation regarding terms of exchange agreement between employees and their employers. Thus as employment modes differ, so does the 16 nature of the psychological contracts among employees (Chew, 2004) and hence a difference in their intentions to retain jobs. With this in mind, it raises the question: does

SONAS “best treatment fit all” or differential treatment for the different types of employees basing on the nature of their employment contracts? How does this affect insurance staff’s intentions to retain their jobs? It was in attempt to answer such questions that this study was undertaken.

Chew (2004) reports that employers have made employment relationships more contingent and flexible since the 1 980s. This has led to continued cost pressures and need for fast market responses forcing employers to build work forces that are extremely flexible and cost effective (Houseman, 1997). A key result for this structural change has been increased staff turnover and employment uncertainty (Abraham, 1999). Increasingly, employees are being told that it is unrealistic to expect a guarantee of long term security (Allan and Seiko, 1997). Rather, contingent and market mediated employment such as temporary employments have replaced the traditional long term relationship (Cappeli, 1999). These propositions agree with the findings of Mamdan (2007) that Makerere has a large percentage of temporary staff among its academic staff. It was thus the intention of the researcher to establish the effect of use of different employment contract on insurance staff’s intentions to retain their jobs.

Taylor (2002) argues that a pennanent contract makes a job attractive hence it would take a hard decision for an employee to leave a permanent job. Taylor goes on to say that flexible staffing alTangements such as the use of temporary contracts makes a work place look insecure and as a result employees quit leading to high employee turnover. Other studies on this subject include, include that of Ssesanga et al. (2005), who investigated job satisfaction of university academics in Uganda and found out that tenure of employment (permanent or temporary) determines the level of job satisfaction and hence intentions to retain a job since workers who are not satisfied with their working environment definitely quit their jobs. These findings agree with theoretical assertions of Boyle (2000) that employment contracts help to strengthen partnerships between employees and employers

17 though none of the studies so far mentioned shows how the different the different employment contracts affect lecturers’ intentions to retain their jobs in Makerere as it was intended in this study.

In another study, Boyle (2000) highlights the role of contracting as one of the main mechanisms through which partnership arrangements between organizations and employees are implemented. Torrington & Hall (1995) theorized that a contract of employment governs the relationship between an employer and the employee; it can determine whether one of the parties involved is entitled to terminate the contract and on what grounds; making an employment contract a crucial instrument in the lives of employers and employees. The assertions of Torrington and Hall (1995) and the findings of Boyle (2000) suggest that employment contracts have a binding effect to employers and employees.

In relation to the above discussion, Taylor (2002) argued that permanent contracts are attractive to employees and such employees would most likely retain their jobs. It takes a very hard decision for an employee to leave a permanent job. Flexible staffing arrangements such as use of temporary contracts on the other hand make a work place look insecure and as a result employees quit leading to high staff turnover argued Taylor. In addition, employees on temporary employment contracts are much less likely to receive fringe benefits such as paid sick leave and pensions than those on permanent contracts (Houseman, 1997; Kaguhangire, 2006). While studying about workers and the law in Uganda, Barya (1994) found out that workers on temporary contracts have a perception of inequitable treatment and are usually unsatisfied with their jobs. The large gap in benefits occurs because employers distinguish between permanent and temporary employees in determining benefits eligibility. This differential treatment is often interpreted as a mistreatment by employees on temporary contracts who later choose to quit their jobs (Houseman, 1997).

According to the National Council for Higher Education Report on Higher Education (2004), over dependence on part time academic staff in institutions invariably

18 compromises delivery of quality education. This confirmed the words of Mamdan (2007) who asserted that reliance on temporary and part-time staff led to a decline in the level of formal training of teaching staff in Makerere University which is in its self not supportive towards the achievement of the universities mission.

Remuneration and employee turnover Several scholars have theorized about the relationship between remuneration and job retention. According to Shoaib etal. (2009), an attractive remuneration package is an important factor of retention because it not only fulfils financial and material desires of an employee, but it also provides means of enhancing the employee’s social status and power in an organization. Ng’ethe, Iravo and Namusonge (2012) use Expectancy Theory to explain turnover in an organization, observing that the basic idea of Expectancy Theory is the notion that employees join an organization with expectations and if these expectations are not met, they seek to fulfill the expectations by changing employers and jobs, which increases staff turnover. Ng’ethe eta!. (2012) also see Equity Theory as a possible theory underpinning turnover in an organization. In particular, they point out that employees seek to maintain equity between the input they bring into a job (education. time, experience, commitment and effort) and the outcome they receive from it (promotion, recognition and increased pay) against the perceived inputs and outcomes of other employees. Failure to find equity leads to various actions, one of which may be to leave the organisation.

Thus according to Ng’ethe eta!. (2012), both theories underscore the importance of remuneration to job retention. However, while acknowledging the importance of remuneration, Stacey (2011) argues that it is not enough to retain staff. She points out that we need to compensate employees fairly in order to ensure that we retain them. But salary alone will not keep top performers around. In fact the cost of employee turnover would go even higher if top performers are not given the opportunity to learn and grow within their job. Top perfonners want to work in jobs where they add value to the organization and are rewarded for doing good work. These employee rewards can take many forms, including increased responsibility, a flexible schedule and opportunities to attend conferences and networking events. 19 Past studies relating remuneration and job retention are many, although they have conflicting results. Some have established that remuneration is a key variable in job retention; for example Hong, Hao, Kumar, Ramendran and Kadiresan (2012) studied 278 human resource practices and staff turnover among Academic Staff in Makerere University. They established that compensation was significant to employee retention. Similar positive correlation between remuneration and turnover were registered by other researchers (e.g. Shoaib etal., 2009). Others like James Cook University (2010) have established that remuneration was an important but not foremost correlate, of job retention. Yet other studies (e.g. Kapur, 2011) dismissed remuneration as a correlate of job retention. Thus it was not clear whether remuneration significantly influences turnover, more so in an insurance company context such as SONASO staff.

Job security and employee turnover Several studies have been done to describe how job security and turnover relate. Nosse, Friber, Kovacek and Lewis (2004) for example suggested that absence of job security can result in disenchantment with a job, leading to reduced job retention. These propositions suggest that job security is a prerequisite to job retention. Past studies directly relating job security and staff turnover are rather few, which leaves a research gap for this study to fill. Only two studies (Kagaari & Munene, 2007; Samuel & Chipunza, 2009) are being cited. Kagaari & Munene (2007) concluded that without job security, employees feel less committed to the institutional objectives which results in low job retention. Samuel and Chipunza (2009) investigated the extent to which motivational variables influenced retention among employees of two pubic and two private sector organizations in South Africa. Basing on data collected from 145 respondents, they established that job security was among “motivational variables found to significantly influence employee retention. Despite the two past study findings pointing at job security as a positive correlate of job retention, it is not yet clear whether the hypothesis held true for the insurance staff SONAS.

20 2.3 Related studies Huselid’s (1995) found that perceptions of HR practices such as job security and compensation level are important determinants of employee turnover. Similarly, the negative relationship between working conditions and voluntary turnover has received attention from many researchers (Gupta & Jenkins, 1991; Saiyadain & Abmad, 1997) indicating the propensity of employees quitting their jobs when working conditions are not conducive.

The study conducted by Saiyadain and Ahmad (1997) on Malaysia found that 90% and 68% of workers in the private and public estates, respectively, indicated that what they hated most is poor working conditions in their estates. This is confirmed by the response of the estate managers.

In a study carried out by Madrian (1994), also indicates that HR practices such as pay, benefits and training are negatively related to turnover because they motivate employees and “lock” them to their jobs. Training can define roles more clearly to employees, thereby reducing job stress. Organizations with substantial training opportunities should thus have lower involuntary turnover rates.

21 CHAPTER THREE

METHODOLOGY

3.0 Introduction This Chapter presented the research design, target population, sample size, sampling methods, research instruments, validity and reliability of the instruments, data collection procedures, data analysis, ethical considerations and limitations of the study.

3.1 Design The study employed a descriptive correlational and a cross sectional survey design. It was a correlational in that it is interested in relating human resource practiceswith staff turnover. The study was a survey in that it involved a large number of respondents (Barribeau et aL, 2005), and was a cross-sectional since it involved collection of data at once to reduce on time and costs involved (Wagner, 2008). In addition, this study took a quantitative approach but also had aspects of the qualitative approach, The qualitative aspects of the study aimed at obtaining data expressed in non numerical terms while the quantitative aspects aimed at measuring and analyzing variables with statistical procedures.

3.2 Population In this study, the target population involved all the insurance staff in SONASO in Beni City Democratic Republic of Congo. The company has four branches and each branch has a total of about 39 to 40 persons, giving a total target population of about 160 workers. The study targeted all the staff fi’om the different departments. Each branch has four departments: the management department has over 5 persons; the technical department also has 5 persons; the financial department has 9 persons and the logistics department has over 21 persons.

22 3.3 Sample size Out of the target population of 160 insurance staff, the Slovene’s formula of Sample Size Determination, suggests a minimum sample size of 114 respondents and that is what was considered in this study.

3.4 Sampling strategies Purposive sampling was used to select respondents based on the following inclusion criteria; the respondents had to be (1) a staff in one of the branches of SONAS; (2) either male or female; (3) at least one year of service experience in SONAS and (4) must not be a causal worker. From a list of qualified respondents, systematic random sampling method was used in order to select the required sample sizes. With systematic random sampling, a list of all concerned staff were secured from the human resource offices and then a systematic random number was computed and then respondents were selected using the list, after which they were approached accordingly.

3.5 Research Instruments In this study the researcher used two sets of self made questionnaires (SMQ) as the main tools for collecting data plus one section of staff bio data. The choice of this tool was guided by the nature of the data that was collected, the time available as well as the objectives of the study. One set of the self administered questionnaire (SMQ) was used for soliciting respondents’ perceptions on human resource practicesin SONAS. The second set of the self administered questionnaire (SMQ) was used for soliciting respondents’ perceptions on staff turnover in SONAS. Most questions in the instrument were closed ended that was having options given so as to ease the administration task, make it easy for respondents to fill and save time, but most importantly, to keep the respondents on the subject and relevant objective. Also, most of the questions in set one and two are based on a four point Likert scale ranging from 1= strongly disagree, 2= disagree, 3= agree and 4= strongly agree.

23 3.6 Validity and reliability of the instruments The researcher ensured content validity of the said research instruments by ensuring that questions or items in it conformed to the study’s concepts and that they are properly derived from the conceptual and theoretical literature review sections. Relevance, wording and clarity of the questions or items in the instrument were also evaluated by both the researcher and the supervisors. The questionnaire was given to at least two experts to rate the relevancy of the items or questions in it. After the experts’ ratings, the Content Validity Index (CVI) was computed to determine the extent of instrument validity. A CVI of 0.70 was used as the minimum level to declare the instrument valid.

Reliability of the instrument was tested using Cronbach’s Alpha and this was computed using SPSS. This method was widely applied in the fields of social science research (Amin, 2005) and it was easy for determining a reliability coefficient since it required less procedures and yet its interpretation was also very clear and easy. A Cronbach’s Coefficient Alpha of 0.70 was used as the minimum level to declare the instrument reliable.

3.7 Data Collection Procedure After authorization from the university, the researcher took and sent questionnaires and interview guide to the SONAS staff for answering the set questions. Research assistants were selected from the different departments from which the respondents were to be selected to help in distribution and delivery of questionnaires to and from respondents. After around one week the collected data was entered into the Statistical Package for Social Scientists (SPSS), then edited and tabulated to answer the research questions.

3.8 Data analysis Data on profile of respondents was analysed using frequencies and percentage distributions. Means and standard deviations were used to determine the human resource practicesas perceived by the staff and the extent of staff turnover. An item analysis of means was used to identify the strengths and weaknesses in the human resource practicesas

24 well as turnover in SONAS. The following numerical values and response modes were used to interpret the means;

Mean range Response range Interpretation

3.26 - 4.00 Strongly agree Very good

2.51 - 3.25 Agree Good

1.76 - 2.50 Disagree Poor

1.00 - 1.75 Strongly disagree Very poor

The Pearson’s Linear Correlation Coefficient (PLCC) and linear regression analysis was used to determine the relationship and the effect between the human resource practicesand turnover, and to test the study null hypotheses. The 0.05 level of significance was used to accept or reject the null hypotheses of the study.

3.9 Ethical Consideration Ethics relating to correspondents were enhanced by keeping information given confidential. Self esteem and dignity was maintained to eliminate fear and anxiety among respondents. Subjects were told the truth about the research in order to give reliable information. Letters seeking approval to carry out research were obtained from relevant institutions and consent of respondents was acknowledged by requesting them to sign the informed consent letter. All authors whose works and ideas were used in this study were fully recognised through proper referencing.

3.10 Limitations of the study In view of the following threats to validity of the study findings, the researcher claimed an allowable 5% margin of error at 0.05 level of significance. Measures also indicated in order to minimize the threats to the validity of the findings of this study.

1. Extraneous variables were beyond the researcher’s control such as respondents’ honesty, personal biases and uncontrolled environment of the study.

25 2. Instrumentation: The research instruments on human resource practicesand one on staff turnover was not standardized. Therefore a validity and reliability test was done to produce a credible measurement of the research variables.

3. Testing: The use of research assistants may bring inconsistencies in terms of time of administration, understanding of questions due to different explanations given. To minimize this threat, the research assistants will be oriented and briefed on the procedures to be done in data collection.

4. Dishonesty and personal biases of respondents: The researcher did not have control over honesty of respondents and personal biases. in this case, the researcher requested respondents and reminded them to be very honesty and avoid personal biases as there would be no wrong answers.

26 CHAPTER FOUR

PRESENTATION, ANALYSIS AN]) INTERPRETATION OF RESULTS

4.0 Introduction This chapter presents the background information of respondents, the extent of terms and conditions of work, level of turnover, significant relationship between Employment contracts and Turnover, significant relationship between remuneration and Turnover and the significant relationship between Significant relationship between remuneration and turnover in public insurance company in Beni City, Democratic Republic of Congo.

4.1 Profile of respondents Respondents were asked to provide information regarding their gender, age, education level and number of years worked in SONAS. Their responses were ar’ alyzed using frequencies and percentage distributions as indicated in table 4.1;

Table 4.1: Profile of respondents

Category Frequency Percent Gender Male 64 57.9 Female 49 42.1 Total 114 100 Age Less than 40 years 18 15.7 40-49 years 65 57.2 50-59 years 28 23.9 60 years and above 4 3.1 Total 114 100 Highest academic qualification Bachelors 70 61.0 Masters 40 35.8 PhD 4 3.1 Total 114 100 Number of years spent in SONAS 1-5 Years 34 29.6 6-10 Years 72 63.5 10 Years 8 6.9 Total 114 100

27 The results in Table 4.1 indicate that concerning gender, most of the respondents in the sample were male (57.9%) as compared to 42.1% who were female, implying a relatively smaller gender gap in Public Insurance Companies in Beni City, Democratic Republic of Congo.

Still results in Table 4.1 revealed that majority (57.2%) of the respondents in this study’s sample were aged between 40-49 years, followed by those in the age bracket of 50-59 (23.9%). These were followed by those less than 40 years of age constituting 15.7% and those in 60 years and above making 3.1%. These results implied that majority of

respondents in this sample were in their middle adulthood age of 40 — 59 years, constituting over 70%. Regarding respondents’ highest education qualification, the study findings in Table 4.1 showed that Bachelors degree holders (6 1%) dominated the study sample, followed by Masters’ degree holders (35.8%) and only 3.1% were PhD holders. This implied that most workers in Public Insurance Company in Beni City, Democratic Republic of Congo are generally educated academically.

With respect to number of years spent in SONAS, results in table 4.1 indicated that majority of respondents had spent 6-10 Years (63.5%), followed by 29.6% who had worked for 1-5 Years and only 6.9% who had worked for 8 years and above, implying that majority of workers are highly experienced. Extent of human resource practices The independent variable in this study was human resource practices, which was broken into three constructs and these were; employment contracts (measured with three questions), remuneration (with nine questions) and job security (with six questions in the questionnaire). All these questions were based on a four point Likert scale, in which respondents were asked to rate the extent to which they were satisfied with their terms and conditions of work, by indicating the extent to which they agree or disagree with each question in the questionnaire. The SPSS software was used to analyse their responses using means and ranks as indicated in table 4.2. To interpret the means in table 4.2, the following mean ranges and their descriptions were used; 28 Key to interpretation of means Mean range Response range Interpretation

3.26 - 4.00 Strongly agree Very satisfactory 2.51 -3.25 Agree Satisfactory

1.76 - 2.50 Disagree Unsatisfactory

1.00 - 1.75 Strongly disagree Very unsatisfactory

Table 4. 2: Human resource practices Items on human resource practices Mean Interpretation Rank

Employment contracts

The contract terms were spelt out clearly to me at the time of employment 3.41 Very satisfactory

SONAS puts a lot of emphasis on quality of contract terms provided to me 2.99 Satisfactory 2

I am happy with my terms of service in SONAS 2.33 Unsatisfactory 3

Average mean 2.91 Satisfactory

Remuneration

I get positive recognition from SONAS when I produce quality work 3.53 Very satisfactory

I am sure of getting pension from this company when I retire. 3.29 Very satisfactory 2

My experience matches with the salary package I get from this company 3.08 Satisfactory 3

With the cun~ent salary package I cannot quit my job in SONAS 2.96 Satisfactory 4

This Company gives me a good benefits package 2.89 Satisfactory 5

My qualification matches with the salary package I get from this company 2.85 Satisfactory 6

The rewards I get from this company in addition to my salary satisfy me. 2.58 Satisfactory 7

SONAS gives me good opportunities for promotion. 2.35 Unsatisfactory 8

My monthly salary from SONAS is enough for my basic needs 1.60 Very unsatisfactory 9

Average mean 2.79 Satisfactory

Job security Technological advancement in SONAS cannot affect my retention 3.65 Very satisfactory 1

I have high chances of keeping my job in SONAS 3.30 Very satisfactory 2

I have never thought of being dismissed from my job in SONAS 2.97 Satisfactory 3

I am happy about my employment growth in this company 2.92 Satisfactory 4

My job security is unaffected by institutional restructuring in SONAS 2.88 Satisfactory 5

My job is very secure in this SONAS 2.16 Unsatisfactory 6

Average mean 2.98 Satisfactory

Overall mean 2.89 Satisfactory

29 Results in table 4.2 indicated that the human resource practices were generally satisfactory to the staff and this was indicated by the overall mean of 2.89, implying that the human resource practices are favourable to workers in Public Insurance Company in Beni City, Democratic Republic of Congo.

Results further denoted that the extent to which workers were satisfied with the human resource practices differs on different items and in different perspectives; for example, regarding employment contracts, the workers rated it generally satisfactory (average mean=2.9 1), implying that the contract terms are always spelt out clearly to the workers at the time of employment. However, this construct (employment contracts) was rated unsatisfactory on only one item and this was on the fact that some workers are not happy with the terms of service in SONAS.

With respect to remuneration, this variable was rated satisfactory on average and this was indicated by the average mean of 2.79, hence implying that the workers always get suitable pay from SONAS commensurate to the work they do. These results in Table 4.2 further indicated that of the nine items used to measure remuneration, only two items were rated very satisfactory, five were rated satisfactory, one was rated unsatisfactory and only one was rated very unsatisfactory.

Concerning job security, six items were used to measure this construct and were rated satisfactory on average which was indicated by the average mean of 2.89, two items were rated as very satisfactory, three items were rated satisfactory and only one item was rated unsatisfactory, hence implying that workers are not much threatened of losing their jobs in SONAS.

Level of Employee Turnover Employee turnover was the dependent variable in this study, which was operationalised using six questions or items in the questionnaire, with each question being Likert scaled between one to four, where lstrongly agree, 2=agree, 3= disagree and 4= strongly disagree. Respondents were required to rate the level of employee turnover whether it is 30 high or low in Public Insurance Company in Beni City, Democratic Republic of Congo by showing the extent to which they agree or disagree with each question. Since all items were stated in a positive way, if a respondent agreed, it meant that their intentions to leave the organisations were low and so the turnover level was low. But if a respondent disagreed with a statement, it meant that their intentions to leave the organisation were high and so turnover was taken to be high. This explains why a high mean score was interpreted as low turnover, while a low mean score was interpreted as a high turnover level. Their responses were analysed using means as summarized in table 4.3;

Table 4.3: Level of employee Turnover Questions on Turnover Mean Interpretation Rank I am very much committed to my job in SONAS 3.38 Very high 1 I have intentions of staying as a worker in SONAS 2.94 High 2 I am motivated to work for many more years in this company 2.84 High 3 I never think that myjob status in SONAS can be unstable 2.80 High 4 I am satisfied with the career development I get from my job in SONAS 2.61 High 5 My job in SONAS is psychologically satisfying to me 1.50 Low 6 Average mean 2.68 High Source: Primary data, 2014 Key to interpretation of means Mean range Response range Interpretation

3.26 - 4.00 Strongly disagree Very high

2.51 - 3.25 Disagree High 1.76-2.50 Agree Low

1.00 - 1.75 Strongly agree Very low Results in table 4.3 indicated that the level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo is generally low and this was indicated by the average mean of 2.68, hence implying that there are very few number of employees who wish to leave this Public Insurance Company in Beni City, DRC. Results further indicated that only one item was rated very low; I am very much committed to my job in SONAS (rnean=3 .38), the following items employee turnover intentions were rated as low; I have intentions of staying as a worker in SONAS (rnean=2.94); I am motivated to work for many more years in this company (mean=2.84); I never think that my job status in SONAS can be unstable (rnean=2.80); I am satisfied with the career development I get

31 from my job in SONAS (mean=2.61). Employee turnover intentions was rated high on only one item and this was; My job in SONAS is psychologically satisfying to me (mean=l .50), hence implying the fact that not being psychologically satisfied with their working jobs, is what is likely to make some of these employees leave this Public Insurance Companies in Beni City, DRC.

Relationship between human resource practices and conditions on employee Turnover

Relationship between Employment contracts and employee Turnover

The first objective in this study was to establish the effect of type of employment contract on employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo, to achieve this objective and to test this null hypothesis, the researcher used the Pearson’s Linear Correlation Coefficient as indicated in table 4.4;

Table 4.4: Relationship between Employment contracts and employee Turnover

Variables correlated r-value Sig Interpretation Decision on Ho Employment contracts Vs .345 .000 Significant correlation Rejected Employee turnover Source: Primary Data, 2014

Table 4.4 results revealed a positive significant correlation between the extent of Employment contracts and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo (r =.345; Sig=0.000). The null hypothesis was rejected meaning that the extent of Employment contracts and employee turnover are significantly related, this also leads to a conclusion that improvement in employment contracts reduces the level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo.

32 Relationship between remuneration and employee Turnover

The second objective in this study was to establish the effect of remuneration on employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo, to achieve this objective and to test this null hypothesis, the researcher used the Pearson!s Linear Correlation Coefficient as indicated in table 4.5;

Table 4.5: Relationship between remuneration and employee turnover Variables correlated r-value Sig Interpretation Decision on Ho Remuneration Vs Employee turnover .689 .000 Significant correlation Rejected Source: Primary Data, 2014

Table 4.5 results denoted a positive significant correlation between the extent of remuneration and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo (r .689; Sig=0.000). The null hypothesis was rejected meaning that remuneration and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo are significantly related, this also leads to a conclusion that improvement in remuneration in terms of provision of basic wage or salary, supplementary cash payments, such as overtime pay, and benefits in kind reduces the level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo.

Relationship between Job security and employee Turnover

The third objective in this study was to establish the effect of job security on employee turnover in Public Jnsurance Company in Beni City, Democratic Republic of Congo, to achieve this objective and to test this null hypothesis, the researcher correlated the average mean on job security and the means on employee turnover using Pearson’s Linear Correlation Coefficient (PLCC) as indicated in table 4.6;

33 Table 4.6: Relationship between Job security and employee Turnover

{~ariab1es correlated r-value Sig Interpretation Decision on Ho ~ Job security Vs Employee turnover .667 .000 Significant correlation Rejected Source: Primary Data, 2014

Table 4.6 further revealed a significant relationship between job security and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo, this

was indicated by the r-value and significant value (r= 0.667 and sig = 0.000) respectively, hence indicating that feeling secure on job by employees reduces employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo.

Regression Analysis

Table 4.7: Regression Analysis between the Dependent and Independent Variables Variables regressed Adjusted r2 F Sig. Interpretation Decision on H0 Employee turnover VS . Significant effect Human resource practices .547 64.510 .000 Rejected Coefficients Beta t-value Sig (Constant) -.403 .687 Significant effect Rejected Employment Contracts .065 1.113 .268 Insignificant effect Accepted Remuneration .424 5.755 .000 Significant effect Rejected Job security .361 4.959 .000 Significant effect Rejected Source: Primary Data, 2014 Regression analysis results in table 7 revealed that the human resource practices accounted for 54.7% on employee turnover and this is indicated by adjusted r squared of 0.547 leading to a conclusion that human resource practices significantly affect the level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo. The coefficients section of this table revealed that of all the aspects on terms and conditions of work, that is remuneration accounted for the biggest influence on employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo (130.424, Sig=0. 000).

34 CHAPTER FIVE

DISCUSSIONS, CONLUSIONS AND RECOMMENDATIONS

5.0 Introduction This chapter focuses on the findings, conclusions, recommendations based on the conclusions of this study and suggested areas that need further research following the study objectives and study hypothesis.

5.1 Discussions This study was set to find out the relationship between extent of human resource practices and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo, tl~iree specific objectives guided this study and these were i) establishing the effect of type of employment contract an employee turnover; ii) to find out the effect of remuneration on employee turnover and (iii) the effect of job security on employee turnover.

Respondents’ profile

The findings of the study indicated that majority of respondents in this sample were male (57.9%), ranging between 40-49 years, 61% had attained Bachelors? degree as their highest academic qualification and had worked for 6-10 years (63.5%).

Extent of human resource practices

Data analysis using means indicated that the extent of human resource practiceswas rated satisfactory on average (mean=2.89), hence confirming that the human resource practicesare favourable to workers in Public Insurance Company in Beni City, Democratic Republic of Congo, this finding is also in line with Amutuhaire (2010), who noted that the human resource practices are the different conditions offered, demanded or accepted by employees or employers when making a contract or an arrangement of employment (Amutuhaire, 2010).

35 The extent of employment contracts as the first construct on the independent variable (IV) was rated satisfactory on average (mean=2. 91), hence confirming that the contract tenns are always spelt out clearly to the workers at the time of employment in Public Insurance Company in Beni City, Democratic Republic of Congo, this also agrees with Heery & Noon (2001) who noted that an employment contract is an agreement that an employee will work for an employer in return for wages, which comes into effect as soon as an offer of employment is accepted, Heery & Noon also added that the contract must cover issues such as the rate of pay, the hours of work, holiday entitlement and disciplinary rules (Heery & Noon, 2001).

Remuneration as the second construct on terms and conditions at work was rated satisfactory (mean=2.79), hence confirming that the workers always get positive recognition from SONAS when they produce quality work. These findings are also in line with Safeco Insurance Company of America (2008) who noted that remuneration is the form of payment that includes wages, commissions, bonuses, overtime pay, pay for holidays, vacations and sickness, payment for piece work, value of meals and lodging.

The extent of job security was rated satisfactory and this was indicated by the average mean of 2.89, hence confirming that the technological advancement in SONAS does not affect workers’ job retention, this finding is also in line with Mullins (2002) who pointed out that many employees are motivated by job security, he also added that employees need to feel freedom of fear, to feel safe in the workplace and not daily anxiety for what is going to happen the next day.

Employee turnover

The level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo is generally high and this was indicated by the average mean of 2.68, hence leading to an implication that there are very few number of employees who leave Public Insurance Company in Beni City, Democratic Republic of Congo, this finding is also in agreement with Lee & Rwigema (2005) who agued that the process of employee

36 turnover is one of the most fascinating and perplexing areas of management and is an inevitable phenomenon in the labour market, Lee & Rwigema also added that the lack of employee continuity and organisational stability together with the high costs of recruitment and training of new staff are some of the consequences of employee turnover (Siong, 2006).

Type of employment contract and employee turnover

The first objective in this study was to determine the effect of type of employment contract on employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo. The findings indicate that there exists a positive and significant relationship between the extent of Employment contracts and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo (r =.345; Sig=0.000), this relationship therefore implies that improvement in employment contracts reduces the level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo.

Remuneration and employee turnover

The second objective in this study was to determine effect of remuneration on employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo, from which the second hypothesis of the study was also stated that; there is no significant relationship between remuneration and employee Turnover. However this study revealed that there is a significant relationship between remuneration and employee Turnover (Table 5, r=0.689, sig=0.000), the null hypothesis was rejected meaning that remuneration and employee turnover are significantly correlated, this also leads to a conclusion that improvement in remuneration in terms of provision of basic wage or salary, supplementary cash payments, such as overtime pay, and benefits in kind reduces the level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo.

Job security and employee turnover

The third objective in this study was to determine the establish the effect ofjob security on employee turnover in Public Insurance Company in Beni City, Democratic Republic of 37 Congo, from which the third hypothesis of the study was also stated that; there is no significant relationship between job security and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo. The findings of this study proved a positive significant relationship between job security and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo (Table 6, r=.667, sig=.000), this therefore implies that feeling secure on job by employees reduces employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo. The study further revealed a that the human resource practicessignificantly affect the level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo, this was also evidenced by the adjusted r squared (0.547) which denoted that the human resource practicescontributed 54.7% on employee turnover, the coefficients section also revealed that of all the aspects on terms and conditions of work, remuneration accounted for the biggest influence on employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo (13=0.424, Sig=0. 000).

5.2 Conclusions From the findings of the study, the researcher concluded that majority of respondents in this sample were male, ranging between 40-49 years, had attained Bachelors’ degree as their highest academic qualification and had worked for 6-10 years.

The extent of human resource practiceswas generally satisfactory, hence concluding that the human resource practicesare favourable to workers in Public Insurance Company in Beni City, Democratic Republic of Congo.

The level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo is generally high and so very few employees leave this Public Insurance Company in Beni City, Democratic Republic of Congo.

There is a positive and significant relationship between the extent of employment contracts and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo, implying that an improvement in employment contracts reduces the level of 38 employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo.

There is a positive and significant relationship between the extent of remuneration and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo, so an improvement in remuneration in terms of provision of basic wage or salary, supplementary cash payments, such as overtime pay, and benefits in kind reduces the level of employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo.

There is a positive and significant relationship between job security and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo, so feeling secure on the job reduces employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo.

Also the researcher concluded that the terms and conditions at work contribute 54.7% towards changes in the level of employee turnover in the case of Public Insurance Company in Beni City, Democratic Republic of Congo.

5.3 Recommendation 1. The researcher recommends to the management of SONAS that they should provide favourable terms of service to their employees and this will make them happy.

2. The researcher recommends to the management of SONAS that they should provide good opportunities for promotion to their employees.

3. The researcher recommends the management of SONAS that they should provide enough monthly salary which will sustain their basic needs.

4. The researcher recommends the management of SONAS that they should make sure that their employees are very secure with their jobs.

39 5.4 Areas for further research Prospective researchers and even students are encouraged to research on the following areas; 1. Employment contracts and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo. 2. Remuneration and employee turnover in Public Insurance Company in Beni City, Democratic Republic of Congo.

40 REFERENCES Lee, G.J. & Rwigema, H. (2007). Mobley Revised, dynamism in the process of employee

turnover. International Journal of Human Resource Management, 16, 1971 — 1690. Siong, Z.M.B., Mellor, D., Moore, K.A. & Firth, I. (2006). Predicting intention to quit in the call centre industry, does the retail model fit? Journal Managerial Psychology, 21(3), 231-243. http://www.businessdictionary.corn!definitionjlabor-turnover.htrni Manobar, E. (2012). Innovative strategies for employee retention in small and medium enterprises: Conceptual study. International Journal’s Research Journal of Social

Science & Management, 1 (9), 43 — 52. Shoaib, M., Noor, A., Tirniizi, S. R., & Bashir, S. (2009). Determinants of employee retention in telecom sector of Pakistan. Proceedings of 2~ CBRC, Lahore. Pakistan. November 14. Ssessanga, K., & Garrett, R. M. (2005). Job satisfaction of university academics: Perspectives from Uganda. Higher Education 50, 33-56. Accessed at http:// www. springerlink. corn! content/ x75 158 3v275 17525. Harting, D. (2008). Employees -your most valuable asset. http ://ezinearticles.corn!expert. Harting, D. (2010). Employees -your most valuable asset. Retrieved September 24, 2013 from http://ezinearticles.corn!?expert=DennisHarting. Kajubi, W.S. 1990. The university and development in sub-Saharan Africa. The case of Makerere in Uganda. The Courier 123, 6 1-64. Musisi, N.B & Muwanga, N.K. (2003). Makerere University in transition, 1993-2000. Kampala: Fountain Publishers. Burke, J. & Watson, J. (2002). Retaining staff employees: the relationship between human resource management strategies and organisational commitment. Innovative Higher Education, 26(3), 75-193. Amutuhaire, T. (2010). Terms of service and job retention among academic staff in Makerere University. Unpublished Master of arts in higher education Studies of Makerere University, Kampala. 41 Herzberg, F. (2002). Frederick Herzberg: Hygiene and motivation. Workforce, Vol. 18 Iss 1, p33. Mullins, L. (2002). Management and Organisational Behaviour. London International Thompson Business Press Papazisi, D. (2003). Motivation and Employee performance of doctors and nurses in Greek public hospitals. Unpublished Master’s Thesis University of Glamorgan. Performance of University Teachers in Pakistan. International Review of Business Heery, E., & Noon, M. (2001). Dictionaiy of Human Resource Management. Oxford: Oxford University Press. Nosse, J., Friber, G. B., Kovacek, R.P., & Lewis, C. D. (2004). Managerial and supervisomy principles of physio- therapists (2nd ed.). New York: Lippincott Williams and Wilkins. Greenhaigh, L., & Rosenblatt, Z. (1984). Job insecurity: Toward conceptual clarity.

Academy of Management Review, 9 (3), 438 — 448. Accessed at ht~://www.j~r. org/ pss/ 258284. UK Statistics Authority, (2004). Contract of Employment Retrieved November 24, 2008 from http ://www.ons. gov.uk/about- statistics/userguidance/lrnguide/concepts/ employment /employees/contracts/index.htnil Wikipedia, (2008). Employment Contract Retrieved November 24, 2008 from en.wikipedia.org/wiki/Employment contract. Business Dictionary. Com (2009). Definition of Job security. Retrieved from http:// www.businessdictionary.cornldefinition!job-security.html on 5th Feb 2009. Taylor, S. (2002). Employee retention handbook. London: Chartered Institute of Personnel and Development. Abassi, S.M & Hollman, K.W. (2000). Turnover: the real bottom line, Public and voluntary turnover in the workplace: a comparison of companies across industries. Thesis prepared for the degree of Master of Science, August, 2007. 1- 49. Available online: httm//www. google. com Price, J.L. (1977). The study of turnover. Iowa: Iowa State University Press.

42 Kwarfo E.K. (2012). Nature and Causes of Labour Turnover Among Senior and Junior Staff of Golden Star Resources Wassa Mines. Unpublished Masters of Business Administration, Commonwealth Executive, Kwame Nkrumah Science and Technology, Kumasi. Dawis, R. (1964). The theory of work adjustment and person-environment correspondence counseling. In D. Brown, L. Brooks, & Associates (Eds.), Career choice and development (3rd ed., pp. 75120). San Francisco: Jossey Bass. Power, P., & Hershenson, D. (2001). Assessment of career development and Maturity. In B. Bolton, Handbook of measurement and evaluation in rehabilitation. Austin, TX: PRO-ED. Dawis, R. V., & Lofquist, L. H.(199l). Essentials of person-environment fit correspondence counseling. Minneapolis: University of Minnesota Press. Gebel, M. (2008). Early Career Consequences of Temporary Employment: Evidences from British and German Panel Data. University of Marntheim, Mannheim centre of European Social Research (MZES). Paper presented at a conference on work, poverty and inequality in the 21st century, Stanford, August 2008. Goodman, J. (1994). Career Adaptability in Adults: A construct whose time has come. Career Development Quarterly, 43, 74-84.

43 APPENDICES

APPENDIX I:

TRANSMITTAL LETTER FROM COLLEGE OF HIGHER DEGREES AND RESEARCH (CHDR)

OFFICE OF THE PRINCIPLE COLLEGE OF HIGHER DEGREES AND RESEARCH (CHDR)

Dear Sir! Madam,

RE: INTRODUCTION LETTER FOR KAVIRA KALONDERO REG. NO. MPA/39849/131IDF TO CONDUCT RESEARCH IN YOUR OFFICE The above mentioned candidate is a bonafide student of Kampala International University pursuing a Masters Degree in Public Administration. She is currently conducting a field research for her thesis entitled Human resource practiceson Employee Turnover at Sonas in Beni City, Democratic Republic of Congo. Your office has been identified as a valuable source of information pertaining to her research project. The purpose of this letter then is to request you to avail her with the pertinent information she may need.

Any data shared with her will be used for academic purposes only and shall be kept with utmost confidentiality. Any assistance rendered to her will be highly appreciated.

Yours truly,

44 APPENDIX II:

TRANSMITTAL LETTER FOR THE RESPONDENTS

Dear Sir Madam,

Greetings!

I am a candidate of Kampala International University. Part of the requirements for the award is a dissertation. My study is entitled Human resource practice son Employee Turnover at Sonas in Beni City, Democratic Republic of Congo.

Within this context, may I request you to participate in this study by answering the questionnaire. Kindly do not leave any option unanswered. Any data you will provide shall be for academic purposes only and no information of such kind shall be disclosed to others.

I request to retrieve the fully answered questionnaire within five days (5).

Thank you very much in advance.

Yours faithfully,

KAVIRA KALONDERO APPENDIX III:

CLEARANCE FROM ETHICS COMMITTEE

Date

Candidate’s Data Name______Reg.# ______Course______Title of Study

Ethical Review Checklist

The study reviewed considered the following:

— Physical Safety of Human Subjects

— Psychological Safety

— Emotional Security

— Privacy

— Written Request for Author of Standardized Instrument

— Coding of Questionnaires/Anonymity/Confidentiality

— Permission to Conduct the Study

— Informed Consent

— Citations/Authors Recognized R Results of Ethical Review

— Approved

— Conditional (to provide the Ethics Committee with corrections)

— Disapproved/ Resubmit Proposal Ethics Committee (Name and Signature)

Chairperson ______Members______

46 APPENDIX IV:

INFORMED CONSENT I am giving my consent to be part of the research study of Kavira Kalondero that will focus on Human resource practiceson Employee Turnover in Public Insurance Company in Beni City, Democratic Republic of Congo. I shall be assured of privacy, anonymity and confidentiality and that I will be given the option to refuse participation and right to withdraw my participation anytime. I have been informed that the research is voluntary and that the results will be given to me if I ask for them. Initials:______Date:

47 APPENDIX V:

PROFILE OF RESPONDENTS To help us classify your responses, please supply us with the following facts about you. 1. Your sex: 1. Male_____ 2. Female_____ 2. Your age: 1. Less than 4Oyears 2. 40-49 3. 50-59 4. 60 years and above 3. Your highest academic qualification: 1. Bachelors 2. Masters~_ 3. PhD_____ 4. Your designationlposition: 5. Number of years spent in SONAS: 1. 1- 5 years____ 2. 6-10 years_____ 3. above 10.

48 APPENDIX VI:

QUESTIONNAIRE FOR HUMAN RESOURCE PRACTICES Direction: The following items indicate the characteristics/practices of good human resource practicesas indicated in literature. Please show your rating on each of them in your own thinking. Do this by indicating the extent o which you agree or disagree with each by ticking the box with a number of your best choice. Kindly use the scoring system below; Rating Response Mode Description 4 Strongly Agree You agree with no doubt at all 3 Agree You agree with some doubt 2 Disagree You disagree with some doubt 1 Strongly disagree You disagree with no doubt at all Employment contracts I am happy with my terms of service in SONAS 1 2 3 4 SONAS puts a lot of emphasis on the quality of contract terms provided to me 1 2 3 4 The contract terms were spelt out clearly to me at the time of employment 1 2 3 What is the type of employment contract under which you are employed? 1. Permanent contract______2.Temporary contract______(If your employment contract is temporary, continue to the next question, otherwise, skip the next question). When your employment contract ends, what are your prospects with SONAS? 1. My contract will not be renewed and I will lose the job 2. I expect to sign a new temporary with SONAS 3. I don’t know 4. I expect to become a permanent employee of SONAS. Please give your views about the nature of your employment contract in SONAS

Remuneration I get positive recognition from SONAS when I produce quality work 1 2 3 4 This Company gives me a good benefits package 1 2 3 4 SONAS gives me good opportunities for promotion. 1 2 3 4 My experience matches with the remuneration package I get from my job in this 1 2 3 4 company *

49 My qualification matches with the remuneration package I get from my job in this 1 2 3 4 company My monthly salary from SONAS is enough for my basic needs 1 2 3 4 With the cunent remuneration package for my job I cannot quit SONAS. 1 2 3 4 The rewards that I get from this company in addition to my salary satisfy me. 1 2 3 4 I am sure of getting pension from this company when I retire. 1 2 3 4 What is your opinion about the remuneration you receive from SONAS

Job security I have high chances of keeping my job in SONAS 1 2 3 4 I have never thought of being dismissed from my job in SONAS 1 2 3 4 My job is very secure in this SONAS 1 2 3 4 Technological advancement in SONAS can not affect my job retention. 1 2 3 4 I am happy about my employment growth in this company 1 2 3 4 My job security cannot be affected by institutional restructuring in SONAS 1 2 3 4 What is your opinion about your job security in SONAS

50 APPENDIX VI:

QUESTIONNAIRE TO DETERMINE EXTENT OF TURNOVER Direction: The following items indicate the aspects of staff turnover in an organisation. Please show your rating on how each of them by indicating the extent to which you agree or disagree with each by ticking the box with a number of your best choice. Kindly use the scoring system below; Rating Response Mode Description 4 Strongly Agree You agree with no doubt at all 3 Agree You agree with some doubt 2 Disagree You disagree with some doubt Strongly disagree You disagree with no doubt at all Turnover I have intentions of staying as a lecturer in SONAS 1 2 3 4 I am satisfied with the career development I get from my job in SONAS 1 2 3 4 My teaching job in SONAS is psychologically satisfying to me 1 2 3 4 I am motivated to work for many more years in this company 1 2 3 4 I am very much committed to my job in SONAS 1 2 3 4 I never think that my job status in SONAS can be unstable 1 2 3 4

Comment on your intentions to stay in your job in this company

51 APPENDIX VII:

WORK SCHEDULE Activity September- October Novem Dece Januar Februar Aprill August-

2013 -2013 ber- mber- y- y - 2014 2014

2013 2013 2014 March - 2014 Topic selection Literature & search review

Proposal writing

Finalizing of the proposal &submittin g

Data collection

Data analysis

Report writing & submission

Oral dissertation defense APPENDIX VIII:

BUDGET ESTIMATED Particulars Quantity Amount Development of the proposal 500,000/=

Stationary 3 5 0,000/= Research Assistants 3,100,000 300,000/= Transport costs and Data 1,000,000/= collection Data Analysis 400,000/= Upkeep 3 00,000/= Miscellaneous 200,000/= GRAND TOTAL 3,050,000

- —‘i-’~