“Factors influencing employees to leave an organization”

Research paper submission end term project for the above-mentioned

topic for module III

Master Of Business Administration

Submitted By

Sidhant Nayyar
Bharti Asrani
Nishant Mann
Payal Kapoor
Tarun Pandey
Prarabdha Sharma

Under the guidance of

Dr. Richa Mishra

Department of School of Management

BML Munjal University
67 Milestone, Kapriwas,Haryana 122413
th
HUMAN RESOURCE MANAGEMENT

“Factors affecting employees decision to leave an

organization”
Siddhant Nayar, Payal Kapoor, Bharti Asrani, Nishant Mann, Tarun Pandey, Prarabdha Sharma, Aditi
Choudhary.
BML MUNJAL UNIVERSITY

Abstract:
When it comes to recruitment, businesses are likely to prioritize employee retention and hiring quality. An
organization suffers from employee turnover, which has a negative impact on efficiency, productivity,
profitability, and innovativeness at work and ultimately slows the company's growth. Poor gender diversity,
job dissatisfaction, low salary, lack of growth opportunities, and lack of motivation are just a few of the
reasons why employees want to leave their jobs. HR professionals say that the days when an employee's pay
was the only factor that made them leave an organization are long gone. According to the Hewitts report,
role stagnation, unequal pay, and a lack of development opportunities are the top three causes of attrition.
Since today's workforce has a lot going for it, many HR professionals agree that simply increasing
compensation won't work to keep good employees. This paper will dispel the myths and explain the other
factors that compelled or influenced an employee's decision to leave the company, keeping in mind these
myths and reasons. aims this paper. Explanatory and qualitative research to comprehend those factors.

Keywords:- Human Resource,Attrition,Retention,Quantitative Analysis

Introduction:
“The great resignation”, the buzz proposed by Professor Anthony Klotz of Texas A&M University
that predicted a large number of people leaving their jobs after the COVID pandemic ends and life
returns to normal, results of which can be witnessed from highest resignation among mid-career
employees and that too in technology and healthcare industries as covered by world economic
forum. The pandemic has brought in changed behavioural aspect of employees with respect to
majority (54%) considering leaving their jobs if not provided with flexibility in where and when they
work according to (EY Work Reimagined Employee Survey,2021). People explored some of the
skills they already had but could not find time to explore while working in a standard 9-5 job
environment while working from home or job loss due to mandatory resignation. During this time,
they have also taken several online courses. This resulted in increased confidence and self-
reliance among working people, whether white-collar or blue-collar.
Employee turnover refers to the frequency with which workers in an organisation are replaced.
This concentrates on market analysis and expenditures incurred as a result of high worker churn.
Many nations have the erroneous idea that because of a labour shortage, employees have
acquired bad behaviours. Despite numerous studies looking into the issue, employee turnover has
not diminished. Employee turnover is still a major issue across the globe. There are three
collections of earlier turnover experiences.
the regulated, uncontrolled, and demographic intentions of businesses. The findings suggested
that regulated turnover is far more prevalent than uncontrolled turnover and that poor
management practises are a major contributor to employee churn.
The scenario of the great resignation is very alarming and looming. According to the U.S.
Department of Labour, from April to June 2021, a total of 11.5 million workers quit their jobs. This

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figure stands at 4.3 million for August 2021. This represents 2.9% of the total workforce
nationwide, which is the highest number to date (Cohen & Roeske-Zummer, 2021). A survey of
more than 30,000 workers conducted by Microsoft found that 41% are considering quitting and
that number is expected to jump to 54% among Gen Z workers alone. This is expected not to end
and continue in the future (Kane, 2021). The trend in quitting the job is much higher in low
wageworkers as compared to higher ones and the sectors which are affected the most are
transport, retail, education etc (Patel,2022).
According to a (Goldman Sachs) study, 68% of those who left the labour force at the start of
COVID-19 were over 55 years old - the age at which employees have accumulated a wealth of
professional, specialised knowledge that can be applied and shared with the next generation of
workers. Furthermore, early and natural retirements accounted for 30% and 20% of all
resignations, respectively.
In the Indian IT sector, the hiring of skilled professionals is increasing by 52% indicating high job
changes and the requirement of skilled workforce (Kothari,2022). During and after the pandemic,
there was a start-up boom, with 32% of the people living in United State was leaving their jobs to
work in this field. In India, there was a start-up boom, as in the year 2020 was  witnessing as many
as 1600 start-ups and 12 unicorns, the most in a calendar year with a future of 8-10% year-on-
year growth,
Employees are seen to desire social and interpersonal relationships with their co-workers and
bosses, as well as a rejuvenated and revised sense of purpose in their work. They seek a sense of
collective identity. They do want money, advantages, and privileges, but they also want to feel
appreciated by their employers and bosses. They prefer meaningful relationships over
transactions, even if such interactions are not always face-to-face as stated in McKinsey &
Company (Great Attrition’ or ‘Great Attraction’? The choice is yours, 2021). Once the
pandemic is over, employees want to see businesses place more of an emphasis on flexibility,
competitive pay, and well-being. According to McKinsey, most employees in that hybrid model
want to work from home three days each week and if those demands aren't satisfied, those
employees are ready to leave. More than a fifth of those polled indicated they would think about
changing jobs if their company went back to exclusively on-site labour.
A general attitude, job satisfaction is the outcome of various specific attitudes in three domains,
including I individual traits, (ii) group relationships outside of work, and (iii) particular workplace
variables (Reed et al.1994). For analysis, it is impossible to separate these components from one
another. The theory that should be used is that job satisfaction is determined by how favourably or
unfavourably employees see their employment. It happens when the demands of the workplace
align with the desires and expectations of the workers. However, a more thorough approach
necessitates the inclusion of numerous other criteria before a whole knowledge of job satisfaction
can be attained. Considerations should be made for the employee's age, health, temperament,
desires, and level of aspiration. Factors in job: i. Work Type: The nature of the job is its most
crucial component. According to studies, a job offers better job satisfaction than a job that requires
only routine tasks. Other research has revealed that while a minority of professionals were
dissatisfied, a majority of manufacturing workers were. ii. Skill Required: Where skill is present to a
significant degree, it tends to become the employees' primary source of enjoyment. Only in cases
when skill satisfaction had significantly diminished did satisfaction with the working environment or
remuneration become noteworthy. iii. Occupational Status: The relationship between occupational
status and intellect, income, and year of school is extremely strong.

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According to a survey by (Arizona State University, the World Economic Forum, and the
Rockefeller Foundation), more than three-quarters of respondents said employee mental health is
now a major issue. Employers are responding, with more than half reporting an increase in the
utilization of existing business resources for mental health. Among other problems, anxiety "is
known to diminish work performance, lower job satisfaction, and negatively affect interpersonal
interactions with coworkers.

Literature Review
Let's look at how an employee's job satisfaction affects them.
Job satisfaction is a general attitude that results from a variety of specific attitudes in three
domains: individual traits, group relationships outside of work, and specific workplace variables. It
is impossible to separate these components for the purposes of analysis. The most appropriate
theory is that employees' perceptions of their employment influence their level of job satisfaction. It
occurs when the workplace's demands and workers' desires and expectations coincide.
However, before a complete understanding of job satisfaction can be obtained, a more
comprehensive approach requires the inclusion of numerous additional criteria. The employee's
age, health, temperament, desires, and level of aspiration should all be considered.
Problem Statement:
The majority of employees are leaving organizations to pursue other opportunities, so employee
retention has become a major issue in the global economy. Employees may not even inform their
employers of their intention to leave in some instances. However, in accordance with
organizational norms, some of them are giving advance notice to leave organizations and
businesses in order to pursue better opportunities.
The organization suffers greatly in order to motivate the new employees toward the desired
objectives and goals in order to fill vacant positions and look for new employees appointed
periodically in their place. The IT sector's HR policies will be severely impacted by this. Major
steps must be taken to keep employees in an organization for improved sustainability and
cognitive involvement in order to solve this issue.

Factors in job :
i. Work Type: The nature of the job is its most crucial component. According to studies, a job offers
better job satisfaction than a job that requires only routine tasks. Other research have revealed
that while a minority of professionals were dissatisfied, a majority of manufacturing workers were.
ii. Skill Required: Where skill is present to a significant degree, it tends to become the employees'
primary source of enjoyment. Only in cases when skill satisfaction had significantly diminished did
satisfaction with the working environment or remuneration become noteworthy.
iii. Occupational Status: The relationship between occupational status and intellect, income, and
year of school is extremely strong.
Factors of management :
i. Pay: The most crucial element in determining job happiness is pay. Better money means more
job happiness, but this does not inevitably mean that all employees will be happy. According to
studies, compensation can sometimes be a good predictor of job happiness, but for the highly
educated class of people, stability and prospects for progress are considerably more important
than pay.
ii. Working Conditions: A comfortable workplace is another crucial consideration. More job
satisfaction and reduced weariness will result from better working conditions.
Benefits have also been emphasised as a crucial element (iii). Since research indicates that highly
educated workers with good salary place a higher value on perks and amenities.

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iv. Security: All research indicate that employees desire stable employment. When there is job
security, job happiness will be higher, and vice versa. However, studies also suggest that people
with higher levels of education place less value on security.
v. Promotional Opportunities: According to studies, after a certain number of years on the job,
employees will prioritise progress over pay. Where there are many prospects for career
progression, job satisfaction is higher

Types of Employee Turnover:

Two categories of employee turnover have been identified: voluntarily and unknowingly
Resignation is referred to as voluntary turnover, while dismissal is referred to as involuntary
turnover. Employees who leave on their own often work for competitors, where they could be used
as intellectual property against the company. Depending on who leaves, turnover can be either
functional for the company (reducing low-performing employees) or dysfunctional (retaining top
performers).
Numerous studies have shown that a variety of factors influence employee turnover and
absenteeism at work. Personal, job-related, immediate work environment-related, and
organizational variables are all possible classifications for these variables. The atmosphere of the
workplace, opportunities for training and development, job enrichment, and work-life balance are
all factors that influence retention. Others have looked into the idea that employees leave their
jobs because of job unhappiness, a lack of commitment to the company, and a variety of causes
of stress at work.
When they have some responsibility for making decisions, employees are more likely to stay with
the company for a longer period.

HOBO Phenomenon:
The "hobo phenomenon," in addition to these "conventional" criteria, aims to classify the enigmatic
causes of voluntary turnover, even when they appear to be addressed. A lack of challenging work,
other opportunities for advancement, colleagues leaving the company, a move across the country,
or simply the desire to try something new are all potential explanations. Despite the unpredictable
nature of this behavior, managers must be aware of the motivations behind voluntary employee
departures. This information can be gleaned from responses to employee surveys and annual
evaluations or from exit interviews.

Post COVID Review:

Businesses all over the world are reevaluating their policies and working arrangements as a result
of the COVID-19 outbreak's disruption of conventional working practices. In 2020, resignation
rates had fallen to their lowest level in a decade. Because of the widespread dread, uncertainty,
and skepticism surrounding the pandemic, businesses shut down, business slowed down, and
individuals remained at home.
Because the success of a healthcare response to a disaster depends on having a workforce that is
readily available, skilled, and motivated, it is essential to comprehend and address any potential
barriers to and reasons for the intentions of medical staff to leave or stay in their profession. A
qualitative study was carried out using the conventional method of content analysis. Some of the
people who took part in the COVID-19 epidemic were nurses who had previously quit their jobs or
taken long breaks from their jobs. During the epidemic, a nurse's decision to leave their position or
continue working can be affected by personal and organizational factors. In times of pandemics,
nurses' dedication and sense of duty are among the main factors that keep them in the field. (Ian
Cook,2021)
In July 2021, the American Bureau of Labor Statistics estimated that 4 million people would lose
their jobs. With a record-breaking 10.9 million open positions at the end of July, resignations
reached their highest point in April and have remained abnormally high for the past few months.

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When the pandemic began, Melissa Villareal was a middle school history teacher at a private
school in a wealthy California suburb. She was happy in both the industry and her job. After a little
over a year, she completely stopped teaching and now works for a large cosmetics company in
industrial design. Like Villareal, many people are quitting their jobs or are thinking about doing so.
In a survey of employees in the UK and Ireland conducted by the HR software company
Personae, 38% indicated that they planned to quit within the next six to twelve months. In a survey
of more than 30,000 global employees conducted by Microsoft, 41% indicated that they were
considering quitting or switching careers this year. In April, the Department of Labor reported in a
summary that the highest monthly number ever was almost four million employees who left their
jobs in the United States alone (Kate Morgan,2021).

The Great Resignation:

An organization must comprehend the factors that contributed to the "Great Resignation" to
develop efficient retention strategies that will lessen it. We categorized the contributing causes into
three main categories for the purposes of this study: the pandemic, the current labor market that is
driven by employees, and the absence of strong worker support from organizations.
Even though employees are a company's greatest asset and determine its success or failure
(Gerhart & Feng, 2021), the rate at which they quit their jobs in 2021 is shocking. At work, there
has been a lot of rapid change and uncertainty since the pandemic started about two years ago.
Given that the United States experienced a record loss of employment in March 2020, an
unprecedented mass migration to remote work after March 2020, and "the Great Resignation," it is
possible that the epidemic has disrupted the normal work order. People's perceptions of rigid,
conventional work schedules have changed because of the pandemic. Additionally, it has a
significant impact on employees' work habits, perceptions of the traditional workplace, and
motivations for employment. Organizations have two options in this "new, normal" environment:
changing or slipping behind. Understanding who is quitting, why they are quitting, and correctly
accommodating and responding to the employee's expectations can help organizations compete
and succeed during the epidemic and beyond. (Tessema, Faircloth, Mussie Tesfagiorgis, 
Teckle,2018)

Attrition Rate Post Pandemic Analysis:

The attrition rate is the rate at which employees leave an organization. The number of people who
leave, either voluntarily or unintentionally, is basically what the attrition rate measures. It is one of
the most important data points that HR monitors to learn more about a company's state and is
frequently reported as a percentage.

Considering the two years of lockdown caused by the Covid epidemic, India experienced an
attrition rate of 20.3% in the first half of 2022, according to the most recent survey conducted by
the multinational professional services company Aon Plc. The topic of the widespread resignations
that businesses around the world experienced is brought back up by the attrition rate. The study
also shows that salaries in India are expected to rise by 10.4% across all industries in 2023, which
is slightly higher than the 9.9% increase that was predicted in February. This is compared to the
actual growth of 10.6% in 2022. Michael Page, a recruitment firm, estimates that employee
turnover will reach 86% in India by 2022. Over 60% of Indian workers, according to the survey,
would be willing to accept a lower wage in exchange for improved work-life balance. "We must be
prepared for it to increase," the research stated. The vast majority asserts that a significant talent
migration event will occur within the next few months. Notably, the study had also shown that the
most workers planned to leave their current jobs were in India, Indonesia, the Philippines, and
Malaysia.

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UPWORK reviews on attrition:

71% of hiring managers plan to maintain or increase their reliance on freelancers in the next six
months, and 53% believe that the COVID-19 pandemic has influenced this trend, according to a
recent Upwork report (Ozimek, 2021). Employees have been forced to reevaluate their careers,
particularly how they fit into their lives as a whole, as a result of the pandemic (Geisler, 2021).
Numerous workers acknowledged that they were dissatisfied with their jobs. Consequently, when
many employees made the decision to spend their time in a different way than they had before the
pandemic, their perceptions of the risk of resignation changed (Agovino, 2021). Workloads and
working hours for employees increased because of the labor shortage. Additionally, childcare
services were not operating at full capacity, making it difficult for employees to receive daycare
services (Seth, 2021).
Aon Plc, a global professional services firm, recently conducted a survey; From 6% in 2020,
India's first half of 2022 saw an attrition rate of 20.3%. From pre-covid to post-covid periods,
employee attrition as a result of external and internal inequity decreased. Additionally, employees were
observed quitting their jobs due to a lack of job security in their respective businesses (Biswas, 2022).

Relationship with superiors and its impact:

The organization formally establishes the primary, and sometimes the only, relationship between
superiors and subordinates. It is the one depicted on the standard organizational chart. It
consumes more time than any other type of contact and is a crucial relationship for the majority of
managers. According to (Dr. Mahesh VJ 2020), employee retention in the IT industry is positively
impacted by career opportunities and supervisor support. Any supervisor must be extremely wary
of how they manage relationships with their subordinates in a fast-paced work environment.
Relationships with superiors appear to be the most important factor in retention, according to
previous research. In his article, William D. Frye states that the relationships employees have with
their managers are crucial to their retention in 2019. According to Dr. S R Sharma (2017), one of
the most crucial aspects of an IT professional's job transition is their relationship with superiors.
Consequently, we suggest that achieving organizational objectives and completing work effectively
require a productive and positive peer connection. It is essential for successful managers to
comprehend it, possess the necessary skills, and successfully apply them in order to establish a
robust internal network in order to achieve personal, team, and organizational goals. (Krishna
Prakash M)

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Employee Retention Model Flow:

(krishna Prakash m (paper 1))

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Analysis from around the globe for the factors influencing employee retention:

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Data Presentation, Analysis & Findings:

Gender
Frequency Percent
Female 23 46.0
Male 27 54.0
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Total 50 100.0
HUMAN RESOURCE MANAGEMENT

INTERPRETATION
The analysis of gender frequency in this research shows that the male participants outnumbered
the female participants by a slight margin. Out of the total 50 participants, there were 27 males
representing 46% and 23 females representing 54% of total respondents. This indicates that the
sample size for this research was relatively equal for both male and female participants.

Age
Frequency Percent
18 - 30 31 62.0
30-45 9 18.0
Above 45 7 14.0
Below 18 3 6.0
Total 50 100.0

INTERPRETATION
The results of the Age Frequency analysis show that the majority of our sample (9 participants) fall
into the 18-30 age group. This suggests that the population we studied is relatively young. The
second largest group (7 participants) was aged 45 and above, indicating that there is also an older
population represented in our sample. The smallest group (3 participants) was younger than 18,
which may suggest that this is not the target demographic for our study.

What is your occupation?

Frequency Percent
Government Job 6 12.0

House maker 1 2.0

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Private Job 23 46.0

Self Employed 13 26.0
Student 7 14.0
Total 50 100.0

INTERPRETATION
The analysis of the occupation of 50 people suggests that the majority of them (46%) were
employed in private jobs. Self-employed people accounted for 26% of the sample, while 6% had a
government job. Only 2% reported being a housemaker and 14% were students.

INTERPRETATION
The marital status frequency of a sample of 50 people shows that 22 of them are married and 28
are unmarried. This indicates that the majority of the sample (56%) was unmarried while the
minority (44%) was married.

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Income (in thousand/month)

Frequency Percent
₹30,000 - ₹50000 17 34.0

Above ₹50,000 20 40.0

Below ₹30,000 13 26.0
Total 50 100.0

INTERPRETATION

The research analysis of income indicates that out of the 50 participants, 17 individuals earn
between ₹30,000 and ₹50,000, while 20 participants earn above ₹50,000 and 13 participants
earned below ₹30,000. This suggests that a significant portion of the participants, 40%, earn
above ₹50,000. However, there is also a significant portion of participants, 26%, who earn below
₹30,000.

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I had been considering leaving my job post COVID-19.

Frequency Percent
Strongly Disagree 18 36.0

Disagree 9 18.0
Neutral 10 20.0
Agree 7 14.0
Strongly Agree 6 12.0
Total 50 100.0

INTERPRETATION

The survey results indicate that 36% of people strongly disagree with the idea of leaving their job
post COVID-19, while 18% disagree, 20% are neutral, 14% agree and 12% strongly agree. The
majority of respondents appear to be leaning towards the idea of staying in the same job and it
appears that the impact of the pandemic on the job market has caused them to be cautious about
switching employment.

The pandemic caused you to reconsider your career goals

Frequency Percent
Strongly Disagree 14 28.0
Disagree 8 16.0
Neutral 7 14.0
Agree 10 20.0
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Total 50 100.0
HUMAN RESOURCE MANAGEMENT

INTERPRETATION

This research analysis examines the impact of the pandemic on people's career goals. The results
indicate that the majority of respondents (50) agree or strongly agree that the pandemic caused
them to reconsider their career goals. 28% strongly disagreed, 16% disagreed, 14% were neutral,
20% agreed and 22% strongly agreed.

I am satisfied with my company's communication and

support during the pandemic
Frequency Percent
Strongly Disagree 6 12.0
Disagree 10 20.0
Neutral 9 18.0
Agree 17 34.0
Strongly Agree 8 16.0
Total 50 100.0

INTERPRETATION

Based on the data collected, it appears that the majority of respondents are generally satisfied
with their company's communication and support during the pandemic. Of the 50 respondents, 17
agreed that they were satisfied while 8 strongly agreed. Meanwhile, 10 respondents disagreed and
6 strongly disagreed. This indicates that overall, employees have a positive view of the company's
communication and support during this time.

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The pandemic has changed my opinion of current employer

Frequency Percent
Strongly Disagree 5 10.0
Disagree 9 18.0
Neutral 12 24.0
Agree 11 22.0
Strongly Agree 13 26.0
Total 50 100.0

INTERPRETATION

This analysis provides insight into employees' opinions of their current employer in light of the
pandemic. 10% of the respondents strongly disagreed that their opinion of their current employer
had changed, while 18% disagreed, 24% were neutral, 22% agreed and 26% strongly agreed.
This indicates that the majority of employees either had not changed their opinion of their current
employer or had changed it in a positive direction.

I am satisfied with the job security provided by the company

Frequency Percent
Strongly Disagree 5 10.0

Disagree 8 16.0
Neutral 13 26.0
Agree 14 28.0
Strongly Agree 10 20.0
Total 50 100.0

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INTERPRETATION

This analysis indicates that a majority of the respondents feel satisfied with the job security
provided by the company. Out of the 50 respondents, 14 agreed and 10 strongly agreed that they
are satisfied with the job security provided by the company, whilst 8 disagreed and 5 strongly
disagreed. This could mean that job security is something that is highly valued by the respondents
and that the majority feel that the job security provided by the company meets their expectations.

I had been given proper training to perform well in the job.

Frequency Percent
Strongly Disagree 4 8.0

Disagree 3 6.0
Neutral 17 34.0
Agree 13 26.0
Strongly Agree 13 26.0
Total 50 100.0

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INTERPRETATION

a relatively large proportion (26 out of 50) Ain totality agree and strongly agree that they had the
training they needed. This suggests a high level of confidence in the training they received. 17
were neutral, 3 disagreed, and 4 strongly disagreed indicating less people disagreeing on given
statement.

I am satisfied with my Work Life balance

Frequency Percent
Strongly Disagree 5 10.0

Disagree 3 6.0
Neutral 14 28.0
Agree 15 30.0
Strongly Agree 13 26.0
Total 50 100.0

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INTERPRETATION

Majority of the respondents i.e., 56% or 28 respondents agree to good work life balance with 28%
being neutral and only 16% or 18 respondents disagreeing to it.

Frequency Percent
Strongly Disagree 5 10.0

Disagree 6 12.0
Neutral 12 24.0
Agree 15 30.0
Strongly Agree 12 24.0
Total 50 100.0

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INTERPRETATION
The analysis suggests that majority of the respondents are satisfied with the company’s
work culture. Out of 50 respondents 15 agreed and 12 strongly agreed about the work
culture while 6 disagreed ,5 strongly disagreed, and 12 respondents were neutral about
the same. This could mean that company’s work culture has a significant role in the
employee’s productivity

I am satisfied with the communication within the company.

Frequency Percent
Strongly Disagree 5 10.0

Disagree 7 14.0
Neutral 13 26.0
Agree 15 30.0
Strongly Agree 10 20.0
Total 50 100.0

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INTERPRETATION

Based on the data , it appears that overall satisfaction with communication within the company is
mixed. 30% of respondents agreed or strongly agreed that they are satisfied with communication
within the company, while 14% disagreed or strongly disagreed. However, 26% of respondents
Were neutral on this topic.

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HUMAN RESOURCE MANAGEMENT I got laid off

Frequency Percent
Valid Strongly Disagree 19 38.0

Disagree 9 18.0
Neutral 11 22.0
Agree 6 12.0
Strongly Agree 5 10.0
Total 50 100.0

INTERPRETATION
Based on the data provided, it appears that the majority of respondents (38%) strongly
disagree with the statement "I got laid off", indicating that they have not been laid off.
However, 18% of respondents disagreed with the statement, indicating that they were
laid off. 12% of respondents agreed and 10% strongly agreed with the statement,
confirming that they were laid off.

I quit my job due to low pay

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Frequency Percent
Strongly Disagree 20 40.0

Disagree 6 12.0
Neutral 9 18.0
Agree 5 10.0
Strongly Agree 10 20.0
Total 50 100.0

INTERPRETATION

The data provided shows that 20% of respondents strongly agreed and 10% agreed
that they quit their job due to low pay, which indicates that low pay was a factor in their
decision to leave the company. However, 40% of respondents strongly disagreed that
I was
they quit their job duenot satisfied
to low with
pay, which the working
suggests conditions
that low pay may not have been the
primary reason for their quitting and 18% of respondents were neutral on this topic,
Frequency Percent
indicating that they may not have a strong opinion on whether or not low pay was a
Strongly
factor in theirDisagree
decision to quit the company. 16 32.0

Disagree 8 16.0
Neutral 9 18.0
Agree 6 12.0
Strongly Agree 11 22.0
Total 50 100.0

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INTERPRETATION

I was unsatisfied with long working hours

Frequency (54%) eitherPercent

Based on the data provided the majority of respondents disagree or
strongly disagree with Disagree
Strongly the statement "I am satisfied with the working
13 conditions." Only
26.0
12% of respondents agree with the statement, and 22% strongly agree which indicated
that they wereDisagree
satisfied with the working conditions . 8 16.0
Neutral 9 18.0
Agree 7 14.0
Strongly Agree 13 26.0
Total 50 100.0
Frequency Percent
Valid Strongly Disagree 18 36.0

Disagree 7 14.0
Neutral 8 16.0
Agree 7 14.0
Strongly Agree 10 20.0
Total 50 100.0

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INTERPRETATION
This data suggests that a significant proportion of the surveyed population
26%strongly disagreed,16% disagreed with the long working hours while , 18% are
neutral , 14% agree, and 26% strongly agree for the same.

I was asked to resign

Frequency Percent
Strongly Disagree 22 44.0

Disagree 12 24.0
Neutral 5 10.0
Agree 2 4.0
Strongly Agree 9 18.0
Total 50 100.0

INTERPRETATION
This data suggests that a majority of the surveyed population (44%) strongly disagree
with the statement , 24% disagree. Additionally, 10% are neutral on the matter, 4%
agree, and 18% strongly agree. This data suggests that there may be an issue within
the organization related to employees being asked to resign. It could be that the
management is not communicating effectively with the employees, or there is a lack of
transparency in the process of resignation.

How would you score issues of attrition and retention within the
organization.

Frequency Percent
Strongly Disagree 8 16.0

Disagree 6 12.0
Neutral
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Agree 7 14.0
Strongly Agree 14 28.0
Total 50 100.0
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INTERPRETATION
This data suggests that the majority of the surveyed population 28% strongly agrees 14% agrees.
While 30% are neutral on the matter, 12% disagree, and 16% strongly disagree. This data
suggests that there may be a significant problem with employee retention and high turnover rate
within the organization. The company may be facing challenges in retaining employees, which can
lead to increased recruitment and training costs, and can also negatively impact productivity .

ANNOVA SINGLE FACTOR

Anova: Single Factor

SUMMARY
Statements Count Sum Average Vari
ance
I had been considering leaving my job 50 124 2.48 2.00
post COVID-19. 9796
The pandemic caused you to 50 146 2.92 2.40
reconsider your career goals 1633
I am satisfied with my company's 50 161 3.22 1.64
communication and support during the 449
pandemic
The pandemic has changed my 50 168 3.36 1.74
opinion of current employer 5306

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I am satisfied with the job security 50 166 3.32 1.56

provided by the company 898
I had been given proper training to 50 178 3.56 1.39
perform well in the job. 4286
I am satisfied with my Work Life 50 178 3.56 1.51
balance 6735
I am satisfied with company's work 50 173 3.46 1.60
culture . 0408
I am satisfied with the communication 50 168 3.36 1.54
within the company . 1224
I got laid off 50 119 2.38 1.87
3061
I quit my job due to low pay 50 129 2.58 2.49
3469
I was not satisfied with the working 50 138 2.76 2.43
conditions 102
I was uncertain of the job security 50 134 2.68 2.46
6939
I was unsatisfied with long working 50 149 2.98 2.42
hours 8163
I was asked to resign 50 114 2.28 2.28
7347

ANOVA
Source of Variation SS df MS F P- F
val crit
ue
Between Groups 138.2266667 14 9.87333 5.03 0.0 1.70
3333 692 0 524
5 1
Within Groups 1440.74 735 1.96019
0476

Total 1578.966667 749        

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Average
I was asked to resign 2.28
2.98
I was uncertain of the job security 2.68
2.76
I quit my job due to low pay 2.58
2.38
I am satisfied with the communication within the company . 3.36
3.46
I am satisfied with my Work Life balance 3.56
3.56
I am satisfied with the job security provided by the company 3.32
3.36
I am satisfied with my company's communication and support during the
pandemic 3.22
2.92
I had been considering leaving my job post COVID-19. 2.48
0 0.5 1 1.5 2 2.5 3 3.5 4

Anova single factor test is run to find out whether money is the only factor responsible for quitting the job or
not. The p value obtained is 0.00 so null hypothesis is rejected i.e money is not the only factor responsible
for qutting the job. For the statement “I had been given proper training to perform well in the job” the
variance is 1.39 is lowest among all i.e the variability among the data collected for this statement is lowest
which suggest majority of the respondents feels the same . The highest variance is 2.49 for the statement “ I
quit my job due to low pay” which means that the variation is too a great extent and there are mixed reviews
for the same.

CORRELATION

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Correlation analysis is done to find out the relationship between the variables and to decide
whether it is strong correlation , weak correlation , moderate correlation or poor correlation

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LIMITATIONS
Understanding the reasons why an employee could decide to leave a company has some limits.
The following are a few of the most important restrictions:

Self-reported data: Surveys and interviews used to learn why workers leave a company rely on
self-reported data, which can be biassed and may not fully reflect the worker's real reasons for
leaving. Limited viewpoint: Surveys and interviews may only offer a limited viewpoint on why
employees leave a company because they may only concentrate on certain criteria and ignore
other crucial elements that might have influenced the employee's decision. Recency bias: This
phenomenon, which happens when recent events are given greater weight in decision-making
than past ones, may have an impact on surveys and interviews. This may result in a distorted
perception of the factors that cause employees to leave an organisation. Confusing variables:
When attempting to determine why employees leave an organisation, it can be challenging to
account for confounding circumstances. For instance, poor management may cause a worker to

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leave a company, but other elements such as low compensation or a poor work-life balance may
also play a role. Generalization: Depending on the particular company or industry, there may be a
range of reasons why employees leave their employers. As a result, extrapolating results from one
organisation to another can be challenging. Subjectivity: Personal emotions and subjectivity may
have an impact on an employee's decision to leave a company. For instance, one person might
leave a company because of poor management, but another employee might continue working
there despite it if they get along well with their manager.

It may be challenging to draw reliable conclusions due to the limited data that is available to
identify the causes of employees leaving an organisation. As a result of a number of limitations,
including self-reported data, a limited perspective, recency bias, confounding variables,
generalisation, subjectivity, personal reasons, the external job market, the influence of emotions,
and limited data, it can be difficult to understand why employees leave a company. Companies
can use a range of strategies and analytical approaches to collect data and adopt a holistic
perspective when attempting to understand employee turnover in order to get over these
restrictions.

SUGGESTIONS

These Studies can act as a foundation for the further development of the notion of employees'
thinking. The results showed that employee culture can benefit greatly from intention and
openness. Using the conceptual framework put out in the study as a foundation, future research
might concentrate on a more in-depth analysis of Employer goals from which smaller-scale
leaders can benefit.

Paying attention to the employees who stay in order to prevent as many from quitting. Be more
individualised in your recruitment efforts. Knowing what appeals to each category and providing
jobs that are customised for each pool will assist improve retention and reduce attrition.
Researching on new technology and keep up with market developments. On social media sites
like LinkedIn, Facebook, and TikTok, employees frequently express their expectations (a
platform of choice for younger generations of workers). Managers should establish methods for
sharing feedback and responding to suggestions from their staff if they are not expressing their

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demands online. The tumultuous hybrid work experiments at Google and Apple shown that
imposing organisational change from above is ultimately counterproductive.

Making use of technology to enhance employee satisfaction. Data demonstrates that digitally
native businesses were more resilient throughout the epidemic because they had the resources
necessary to stay connected in any situation. An online toolkit that covers  employee experience
requirements, such as a virtual office environment that links staff and lessens workplace
isolation, puts leaders in charge and inspires them to engage with employees creatively.

The pandemic was an eye-opener for many employees that limited their time and the worth of
previously undervalued ideals like health and well-being, family, and purpose. As they
contemplated the meaning of life, workers made significant decisions in their work life such as
quitting their job, switching careers, or abandoning a 9-to-5 job to launch a
business.Organizational leaders can expect nothing less from their teammates and operational
models given the deep personal shift people endured. They should be prepared to dismantle
traditional models in favour of innovation, adaptability, and purpose in order to prevent the Great
Resignation. Although culture formation is more difficult in a predominantly remote or hybrid
setting, communication is a crucial aspect of employee retention. To align teams, transition from
Zoom fatigue to less taxing tools, and highlight the human element in distant teams, innovative
organisation executives employ tools like virtual offices. The Analysis of this issue would provide a
valuable insight into the Great Resignation process.

CITATIONS

Serenko, A. (2022). The Great Resignation: the great knowledge exodus or the onset of the Great
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Tessema, M. T., Tesfom, G., Faircloth, M. A., Tesfagiorgis, M., & Teckle, P. (2022). The “Great
Resignation”: Causes, Consequences, and Creative HR Management Strategies. Journal of
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Biswas, S. (2022, September 26). Attrition rate in India surged to 20.3% in 2022 from 6% in 2020:
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Tessema, M. T., Tesfom, G., Faircloth, M. A., Tesfagiorgis, M., Teckle, P., & Publishing, S. R.
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