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Report on Employee Retention

Why do employees stay with a company?

Prepared for Professor J. Vogel

St. Joseph’s College

Patchogue, New York

Prepared by John F. Rossi

Table of Contents

Summary 1

Introduction 3

Methods Used 6

Analysis 8

Limitations of Study 11

Conclusions and Recommendations 14

Appendix A - Employee Retention Survey and Response Percentiles 19

Appendix B - Summary of Collected Data 22

Appendix C - Scoring Profiles 26

Appendix D - Weighted index of scores by all respondents for all statements 32

Appendix E - Top Responses for Each Analysis Group 33

THE INFORMATION CONTAINED HEREIN IS THE INTELLECTUAL PROPERTY OF THE AUTHOR. NO PORTION OF THIS DOCUMENT MAY BE

REPRODUCED, COPIED OR CONVEYED IN ANY FORM OR MEDIA TYPE ; KNOWN OR UNKNOWN WITHOUT THE EXPRESS WRITTEN CONSENT

OF JOHN F. ROSSI.

COPYRIGHT 2000 - JOHN F. ROSSI

THE INFORMATION CONTAINED HEREIN IS NOT INTENDED FOR GENERAL RELEASE .

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John F. Rossi

Professor Vogel

Business 471 - Research Seminar in Organizational Management

April 1, 2000

Employee Retention: Why do employees stay with a company?

Summary

During the Spring of 2000, a study was undertaken to determine the reasons

why workers desire to remain employed by an organization. Without regard to sex,

race, education or economic status, the researcher endeavored to discover those

other types of satisfaction that are most often sought by employees. If people seek

more than pure economic reward from the working environment, it might then be

possible to create a profile that could be used to reduce or eliminate undesired

employee turnover.

To accomplish this research, a one page survey was distributed to capture the

feelings of workers concerning twenty dimensions of their work environment. Some of

these dimensions being under the total or partial control of the employee. Still others

would find the employee having little or no control. Next, each individual responding

to the survey would be asked whether they expected to be employed by their

current organization in three years. Finally, each respondent is asked to clarify how

long they had already served with the organization, whether it had been profitable

in the prior year, how many people are employed by the organization and if they

managed or supervised other employees.

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Responses were collected from individuals in various settings. To broaden the

scope of responses the researcher developed the survey in both paper and

electronic formats. Using traditional collection methods and the Internet, one hundred

and fourteen surveys were assembled and analyzed.

Indeed the results of this analysis reveal support for the theory of profiling as a

method of lowering undesired employee attrition. With continued study, this theory

could become a beneficial reality in the workplace.

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Introduction

As the ‘Bull Market’ of the 1990’s continues to rage into the next millennium,

employers across the United States are finding it increasingly difficult to attract the

qualified employees necessary to occupy the plentiful positions available in their

individual corporations. To cope with this shortage, some employers have developed

creative employment incentive programs. Others have cultivated labor in new and

sometimes foreign markets. Many have resorted to the use of technology as a means

of diminishing the severity of the shortage on their individual organization.

Perhaps the best method of filling important vacancies is to insure that current

qualified employees remain a part of the corporation. After all, current employees

are a known factor. They a familiar with the internal workings of the organization.

They have been previously trained in the use of the many methods and systems

used by the organization and they have established the formal and informal

networks that are required to help them remain productive within the context of the

organization. Further, there are no recruitment costs associated with retaining a

current employee.

The research conducted for this report endeavors to discover those personal

internal factors that motivate the employee to remain with an organization. A

customized survey was created to accomplish this research. Each person taking the

survey was asked to rank how true certain statements where in their individual

circumstance. The survey then made specific queries concerning the number of

employees in the respondents company, the number of years that the respondent

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was employed by the company, the profitability of the company during the previous

year and whether the respondent functioned in a managerial or supervisory

capacity. The answers provided by the many respondents where then analyzed in

an attempt to develop a motivational profile which could be adapted to assist a

corporation in determining which employees are at risk for departure within the

following three years.

There were a total of twenty-one statements listed on the survey. These

included seventeen affirmative statements, such as, ‘I work for a great company’

and ‘There is room to grow’. Three non-affirmative statements that are intermingled

with the affirmative statements, so as to maintain a more even tone in the total

survey. Finally, the respondent must react to the statement, ‘I will be with this

company in three years’. An analysis of the percentile responses to this survey are

presented in Appendix A of this report.

The individual completing the survey is at first instructed to consider why they

stay with a company. They are then asked to rank each statement on a scale of 1

to 5. Where 1 means that the statement is less true in their case and 5 indicates

that the statement is more true. Together the statements listed on the survey are

intended to capture the respondents reaction to different dimensions of their

individual working environment. These dimensions include items over which the

respondent will exercise most, some or little control.

A job dimension for which a respondent is likely to have the most control is

found in the statement, ‘The commute is easy’. In this instance a respondent faced

with an undesirable commute can choose to cope with the commute, relocate,

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change the method of commuting or perhaps find a different job closer to home.

Consider the statement, ‘My job matches what I do best’. Here the company and

the respondent must interact to determine how this person can use their natural

strengths to be most productive within the current context of the organization. A job

dimension over which the majority of respondents will normally have little control is

noted in the statement, ‘This company has a clear mission and positive values’.

The dimensions viewed by the survey touch upon many aspects of the

employment environment. When classed together they group into the larger

categories of compensation and benefits, interpersonal relationships, personal growth

and external factors. While each individual will have a customized mix among the

dimensions, individuals having like intentions to stay with or leave the corporation,

would be expected to exhibit similar behaviors in their individual responses to the

survey.

If this is true, an organization would have the ability to positively intervene

with those essential employees exhibiting behaviors that tend to indicate that they

are contemplating a jobs change. It may also be possible to determine those

employees who are too far gone to retain. In these cases, the organization might

determine to minimize any negative impact these individuals are having on other

employees in the organization.

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Methods Used

This study relies entirely on primary data collected in the form of a single page

self directed survey distributed using traditional collection methods as well as being

collected via the Internet in an electronic format. It is a cross-sectional study,

attempting to capture responses from several demographic groups of employed

American workers.

All survey responses were tabulated and entered separately into spreadsheet

and database programs. These entries were cross referenced to capture and

eliminate systematic recording errors. After having been cross referenced all entries

were then again audited to ensure the accurate recording of the collected data

and to eliminate the possibility of analysis errors resulting from this type of system

fault.

It is important to note that due to time and budget constraints, random

sampling techniques could not be utilized. For the same reasons, non-respondents

have not been accounted for in this study.

The survey itself is designed to be highly structured and self directed. This was

considered to be the best method of obtaining and recording the honest

perceptions of respondents. Additionally, statements appearing on the survey were

designed to take an extreme position to which the respondent would react. The

researcher aspired to mitigate the effect of respondents who might otherwise

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themselves take the extreme position and skew the scoring of their individual

perceptions relative to one another.

All responses were collected with the intention of providing absolute anonymity

for the respondents. This was a simple manner when using the paper form of the

survey. However, the electronic form of the survey relied on e-mail to deliver

responses to the researcher. To maintain the anonymous nature of the study for these

individuals, electronic responses were recorded onto paper forms. The transcription of

responses was verified for accuracy. The original e-mail was then deleted to protect

the privacy of the respondent.

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Analysis

In analyzing the results of the survey, the researcher first grouped all surveys

based on how each respondent reacted to the statement, “I will be with this

company in three years”. Respondents scoring either 4 or 5, More True, became one

group (4/5 Group). Those scoring 1 or 2, Less True, became a second (1/2 Group).

Finally surveys scoring 3 were assembled into a third analysis group (3 Group). A

summary of the collected data for the three analysis groups appears in Appendix B.

Each survey statement was analyzed and response percentiles were calculated

for each analysis group. The five statements answered most often as being either

more true or less true in each group were separated from the total responses. These

statements are listed for each group in Tables 1 through 6 of Appendix E. Surprisingly

three statements consistently appear among the top five, More True, responses for all

three groups. These statements are:

• (S4) I need the benefits

• (S6) I control how my work is accomplished, and,

• (S14) What I do is important to the company.

Of the 54 respondents in the 4/5 group, 49 (90%) also scored at least two of

these three statements as a 4 or 5. In the 3 group 19 of the 23 (82.6%) scored in

this manner. Among the 1/2 group only 40% of the 37 respondents scored at least

two of these three statements at the 4 or 5 level.

Among all three groups two statements appear consistently in the top five

responses for statements ranked as, Less True, by respondents. These include:

• (S18) I cannot earn this much elsewhere, and,

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• (S20) The atmosphere is relaxed.

As there seemed to be minimal like patterning among all response scoring in

each analysis group, it was decided to analyze the number of times that each

respondent scored 1,2,3,4 or 5 for each statement on the survey form. When the

survey responses are analyzed in this manner, it is discovered that individual

respondents in each group tended to have similar response patterns.

Individuals in the 4/5 Group tended to respond to more statements with a 4

or 5 and less with a 1,2 or 3. Among the 3 Group, these individuals tended to have

a relatively equal number of statements scored as 3,4 or 5 and fewer scored 1 or 2.

Within the 1/2 group, more statements were scored as 1 or 2 and less were scored

as 3, 4 or 5. Scoring Profiles based on the respondents scoring of statement 21, have

been graphed and appear in Appendix C.

A combined weighted analysis of scoring for all survey statements appears in

Appendix D. Weighting of responses was desired to ascertain the relative importance

of each statement across all responses.

Having completed the rudimentary analysis of the survey statements, attention

was next given to the questions appearing on the survey. The questions,

“Approximately how many people work for this company?” and “Was the company

profitable last year?” , did not appear to affect how the respondent reacted to the

statement, “I will be with this company in three years”. In the case of the question,

“How many years have you worked for this company?”, there appears a correlation

between time with a company and appearance in any of the three analysis groups.

The greater the number of years with a company, the more likely that a respondent

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would be in the 4/5 group. Indeed respondents in the 1/2 group tended to have

the least time with the organization.

The population in the 4/5 and 3 analysis groups tended to be evenly split on

the question, “Do you manage or supervise others?” However in the 1/2 group, 70.3%

of the respondents answered “Yes”.

AnalysisGroup

Approximate #of employees

# of years withthis company

Profitable lastyear

Manage orSupervise others

4/5 10659 (Average) 300 (Mode) 400 (Median)

8.7 (Average) 5.0 (Mode) 8.0 (Median)

68.5% (Yes) 13.0% (No) 18.5% (N/A)

53.7% (Yes) 46.3% (No)

3 8519 (Average) 3000 (Mode) 500 (Median)


78.3% (Yes) 13.0% (No) 8.7% (N/A)

52.2% (Yes) 47.8% (No)

½ 11428 (Average) 300 (Mode) 350 (Median)


83.8% (Yes) 16.2% (No) 0.0% (N/A)

70.3% (Yes) 29.7% (No)

Table 1 - Question responses for each analysis group

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Limitations of Study

While every attempt has been made to compile and validate the collected

data, certain limitations exist which must now be examined.

The single greatest limitation placed on this project has been the restricted

period available for data collection and continued study. For this reason only 114

completed surveys have been collected for this project. This constitutes a limited

sample size from which to perform analysis.

The surveys themselves were collected from three sources. These include:

• Students of the St. Joseph's College New York Accelerated Weekend

Bachelors of Organizational Management program. These students tend to

be more career oriented and are likely more motivated than would be

members of the general population. A large percentage of individuals in this

group manage or supervise others. This group accounts for 60 of the 114

(~55.26%) responses collected.

• Internet based employment bulletin boards and randomly selected e-mail

addresses. Typical internet users tend to be from middle & upper economic

groups. They are also more often from White(non-Hispanic) segments of the

general population. The bulletin boards available on the internet site,

‘www.iVillage.com’ were used to solicit responses for this project. This site is

designed to attract mostly women. Also, one of the bulletin board forums

on this site was selected precisely because it catered to Black Females. 33

(~28.94%) responses where generated by individuals in these groups. The

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geographic region of the these respondents is unknown. It is taken for

granted that at least some of these responses arrived from geographic areas

other than New York and the Northeast U.S. but this cannot be verified.

• A sampling of residents of the town of Central Islip, New York. This town has

a population that is predominantly upper lower and lower middle economic

blue and white collar workers. However only 18 (~15.78%) responses were

received from this group.

• A minimum of 78 (68.42%) of the 114 responses were generated in the Long

Island, New York area. Long Island is a generally affluent suburb of New York

City in the Northeast of the United States.

• There is a high probability that the majority of responses are from individuals

having a middle class and white collar status.

The survey used for this project made no attempt to distinguish the age, sex,

education, location, or economic status of any of the respondents. It is possible that

the sample may not be reflective of the demographics of the general U.S.

population.

Due to the limited time, scope and budget of this research effort, it will not

be possible to track respondents over the next several years. As this is the case, the

researcher will have no opportunity to determine whether respondents have remained

with or departed from their current company during the next three years.

Finally, the unusual state of the U.S. economy may have a euphoric effect on

answers provided by respondents. As the unemployment rate in the United States is

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at historic lows, many people may for the first time have the opportunity to be less

concerned with the pure economics of working. Therefore, their responses might be

atypical during less advantaged economic periods. Without the ability to survey

similar groups during other economic cycles, it will not be possible to determine if the

current conditions are stimulating respondents higher order needs and desires.

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Conclusions and Recommendations

The research performed for this report indicates that factors beyond mere

economic reward, do indeed influence the decision of an employee to remain with

an organization. There is also evidence to support the theory of profiling as a

practical device in determining which employees are at risk for departure from the

organization.

In reviewing the responses of those who participated in the survey, several

themes were consistent among the various analysis groups. Many respondents

believed that they could earn more by joining other organizations. Despite this, they

still responded favorably to the notion that they would remain with their current

employer.

There seemed a strong need in all analysis groups to feel that what they did

at work was important to the organization. Also, personal autonomy in accomplishing

tasks was very significant. In a practical sense, properly training managers to promote

these beliefs, should have a significant impact on the psyche of every employee.

A considerable number of respondents felt that the workplace was not relaxed.

Maybe this meant that the pace was too furious, or that the work space was

somehow lacking. Perhaps they had an overbearing co-worker or supervisor.

Considering the number of hours most people spend in the workplace, it seems

obvious that this would be an important dimension for many, if not, most people.

From a practical standpoint, every company can take simple steps to create an

environment that is more favorable to the employees ability to perform well.

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Most surprising in this study, was the fact that the majority of those indicating

the strongest desire to leave the organization were individuals who manage or

supervise others? Respondents in this group were least likely to think that they work

for a great company. Many indicated that their company was less likely to have a

clear mission and positive values. These are factors over which the organization

exercises significant control. Most respondents in this group felt they could earn more

elsewhere. They also felt it less true that there was room for them to grow in the

organization. A person in this group was the least likely to feel that their work

matched their best abilities. In viewing these responses, it seems more obvious why

people fall into this analysis group. Most of those in this group seem fixated on

fulfilling their personal higher order needs. This group clearly had the most muted

unenthusiastic responses.

This study confirms that the longer a person is with an organization, the more

likely they are to want to stay with that organization. The number of years with the

company dropped in order from the highest scoring analysis group to the lowest. This

characteristic of each group may explain why respondents desire to remain with an

organization over the long term. It stands to reason that the longer someone is with

a company the more competent they are likely to be in their position. This alone

could permit individuals to focus on more personal than economic needs. Driving

down the time required for an individual to feel most competent in their job would

seem to be in the best interests of both employee and employer.

The researcher found it most alarming that nearly 3/4 of respondents felt that

they needed the benefits supplied to them by their organization. There was an

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almost manic reaction by respondents to this statement. Only about twenty percent

of the individuals indicated that this was less true for them. Why this particular

perception exists, should be thoroughly studied. This is particularly the case in the

small business setting where an organization may not have the resources required to

present a robust benefit package to current or prospective employee. This is also very

troubling as it speaks to the dependence individuals feel with regard to benefits. It

would seem from these responses that benefits such as medical insurance, are well

beyond the reach of most workers. This has great potential to harm employers,

because the group scoring highest on the statement "I need the benefits" was also

the group most likely to indicate a desire to stay with the organization. It is possible

that a change or reduction in benefits could have a tremendous effect on the

perceptions of these employees. The cost implications of this are disturbing.

When considering the twenty dimensions of the workplace examined in this

research study, it is safe to conclude that altering even a few of an employees

perceptions can help increase the desire to stay with the organization. The proper

training of managers and supervisors to recognize the profile of each individual,

coupled with training in how to turn around perceptions that the organization

controls can considerably improve retention efforts.

It is very unlikely that a current employee would honestly complete the survey

used for this report for their current employer. However, understanding the dimensions

which motivate retention, it is possible for an organization to create mechanisms to

help each manager capture this important information while there is still time to

positively intervene.

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Appendixes

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Appendix A - Employee Retention Survey and Response Percentiles

Please take a moment to consider why you stay with a company. Next, read eachstatement and indicate how true the statement is in your case. Place an XX in the box tothe right of the statement which best describes how the statement applies to you.

All survey responses will be kept in the strictest confidence.

Statement Less True<<<

More True>>>

(S1) I work for a great company. 6.1% 14.9% 32.5% 30.7% 15.8%

(S2) This company has a clear mission and positivevalues.

7.0% 14.0% 25.4% 32.5% 21.1%

(S3) My job is exciting. 10.5% 14.9% 32.5% 27.2% 14.9%

(S4) I need the benefits. 13.3% 8.0% 13.3% 22.1% 43.4%

(S5) My effort is appreciated. 11.4% 8.8% 27.2% 30.7% 21.9%

(S6) I control how my work is accomplished. 4.4% 7.0% 18.4% 36.0% 34.2%

(S7) Work life and home life are easily balanced. 11.4% 15.8% 34.2% 23.7% 14.9%

(S8) My job matches what I do best. 11.4% 19.3% 21.1% 25.4% 22.8%

(S9) The people I work with are very professional. 8.8% 23.0% 29.2% 24.8% 14.2%

(S10) My coworkers are wonderful. 4.4% 13.2% 34.2% 31.6% 16.7%

(S11) I really like my boss. 14.9% 12.3% 25.4% 36.0% 11.4%

(S12) I live paycheck to paycheck. 17.5% 24.6% 20.2% 14.9% 22.8%

(S13) There is room to grow. 19.3% 21.1% 12.3% 28.1% 19.3%

(S14) What I do is important to the company. 3.5% 5.3% 19.3% 38.6% 33.3%

(S15) The commute is easy. 13.2% 8.8% 17.5% 22.8% 37.7%

(S16) My compensation is fair and reflects my efforts. 16.7% 15.8% 27.2% 28.9% 11.4%

(S17) The fringe benefits are more than adequate. 11.5% 18.6% 31.9% 21.2% 16.8%

(S18) I can not earn this much elsewhere. 27.2% 23.7% 22.8% 16.7% 9.6%

(S19) My job is secure. 7.9% 14.0% 27.2% 31.6% 19.3%

(S20) The atmosphere is relaxed. 15.8% 22.8% 26.3% 20.2% 14.9%

(S21) I will be with this company in three years. 21.1% 12.3% 19.3% 23.7% 23.7%

Approximately how many people work for this company? Average=10641 Median=400 Mode=300How many years have you worked for this company? Average=8.36 Median=5 Mode=1Was this company profitable last year ? (Y or N) Yes=75.44% No=13.16% N/A=11.4%Do you manage or supervise others? (Y or N) Yes=58.77% No=39.47% N/A=1.75%

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0%

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Per

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e th

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S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21Statement

Percentage responses to each statement based on the score provided

5's 4's 3's 2's 1's

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Average, Standard Deviation, Median and Mode for Statements 1 to 21

0.00

1.00

2.00

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S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21

Statement

Val

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Average Standard Deviation Median Mode

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Appendix B - Summary of Collected Data

Table 1: Indicated below are the percentage of responses for each statement when the respondentanswered either 4 or 5 to the statement ‘I will be with this company in three years’.

S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Size Years Profit Mgmt

Less True(1 or 2)

5.6 9.3 16.7 16.7 9.3 3.7 18.5 22.2 22.2 14.8 14.8 44.4 29.6 5.6 18.5 20.4 20.4 37.0 5.6 25.9 0 10659 8.7 68.5 53.7 % Yes or AVG

3 22.2 27.8 20.4 5.6 24.1 9.3 35.2 16.7 27.8 33.3 22.2 20.4 5.6 13.0 11.1 24.1 29.6 33.3 27.8 25.9 0 300 5.0 13.0 46.3 % No or MODEMore

True (4or 5)

72.2 63.0 63.0 77.8 66.7 87.0 46.3 61.1 50.0 51.9 63.0 35.2 64.8 81.5 70.4 55.6 50.0 29.6 66.7 48.1 100 400 8.0 18.5 0.0 % N/A orMEDIAN

Table 1

Table 2: Indicated below are the percentage of responses for each statement when the respondentanswered 3 to the statement ‘I will be with this company in three years’.


Less True(1 or 2)

21.7 13.0 26.1 30.4 26.1 8.7 21.7 26.1 34.8 17.4 30.4 39.1 30.4 4.3 13.0 34.8 21.7 56.5 21.7 47.8 0 8519 7.8 78.3 52.2 % Yes or AVG

3 43.5 21.7 39.1 13.0 30.4 21.7 26.1 17.4 21.7 34.8 26.1 13.0 17.4 17.4 34.8 30.4 39.1 13.0 26.1 26.1 100 3000 3 13.0 47.8 % No or MODEMore

True (4or 5)

34.8 65.2 34.8 56.5 43.5 69.6 52.2 56.5 43.5 47.8 43.5 47.8 52.2 78.3 52.2 34.8 39.1 30.4 52.2 26.1 0 500 4 8.7 0.0 % N/A orMEDIAN

Table 2

Table 3: Indicated below are the percentage of responses for each statement when the respondentanswered 1 or 2 to the statement ‘I will be with this company in three years’.


Less True(1 or 2)

43.2 43.2 35.1 24.3 32.4 24.3 43.2 45.9 45.9 21.6 40.5 40.5 62.2 16.2 32.4 48.6 48.6 64.9 43.2 51.4 100 11428 5.7 83.8 70.3 % Yes orAVG

3 40.5 24.3 48.6 24.3 29.7 29.7 37.8 29.7 35.1 35.1 32.4 24.3 18.9 29.7 18.9 32.4 32.4 16.2 29.7 27.0 0 300 1 16.2 29.7 % No or MODEMore

True (4or 5)

16.2 32.4 16.2 51.4 37.8 45.9 18.9 24.3 18.9 43.2 27.0 35.1 18.9 54.1 48.6 18.9 18.9 18.9 27.0 21.6 0 350 3 0.0 0.0 % N/A orMEDIAN

Table 3

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Percentage responses for all statements when the respondent scored either 1 or 2 to statement 21

0%

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per

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Less True (1 or 2) 3 More True (4 or 5)

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Percentage responses for all statements when the respondent scored 3 to statement 21

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Percentage responses for all statements when the respondent scored either 4 or 5 for statement 21

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Appendix C -Scoring Profiles

Average number of responses at each scoring level by score for the statement,"I will be with this company in three years

0.00

1.00

2.00

3.00

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6.00

7.00

8.00

# of 5's # of 4's # of 3's # of 2's # of 1's

Level of statement responses

Num

ber

of s

tate

men

t res

pon

ses

S21=5 S21=4 S21=3 S21=2 S21=1

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Scoring profile when the respondent scored 5 to the statement, 'I will be with this company in three years".

0

2

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6

8

10

12

14

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# of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses

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0

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Appendix D

Weighted index of scores by all respondents for all statements

4.9

5.0

4.6

5.4

5.0

5.6

4.6

4.8

4.5

5.0

4.6

4.4

4.4

5.7

5.3

4.4

4.5

3.7

4.9

4.3

0.0 1.0 2.0 3.0 4.0 5.0 6.0

(S1) I work for a great company.

(S2) This company has a clear mission and positive values.

(S3) My job is exciting.

(S4) I need the benefits.

(S5) My effort is appreciated.

(S6) I control how my work is accomplished.

(S7) Work life and home life are easily balanced.

(S8) My job matches what I do best.

(S9) The people I work with are very professional.

(S10) My coworkers are wonderful.

(S11) I really like my boss.

(S12) I live paycheck to paycheck.

(S13) There is room to grow.

(S14) What I do is important to the company.

(S15) The commute is easy.

(S16) My compensation is fair and reflects my efforts.

(S17) The fringe benefits are more than adequate.

(S18) I can not earn this much elsewhere.

(S19) My job is secure.

(S20) The atmosphere is relaxed.

Que

stio

n

Score

Rossi 33

Appendix E - Top responses for each analysis group

S6 I Control how my work is accomplished. 87.0%

S14 What I do is important to the company. 81.5%

S4 I need the benefits. 77.8%

S1 I work for a great company. 72.2%

S15 The commute is easy. 70.4%

Table 1 - Statements answered most often as Most True among those scoring 4 or 5 to statement 21,"I will be with this company in three years.

S12 I live paycheck to paycheck. 44.4%

S18 I cannot earn this much elsewhere. 37.0%

S13 There is room to grow. 29.6%

S20 The atmosphere is relaxed. 25.9%

S8/

S9

My job matches what I do best.

The people I work with are very professional.

22.2%

Table 2 - Statements answered most often as Less True among those scoring 4 or 5 to statement 21, "Iwill be with this company in three years.



S2 The company has a clear mission and positive values. 65.2%

S8 My job matches what I do best. 56.5%


Table 3 - Statements answered most often as Most True among those scoring 3 to statement 21, "I willbe with this company in three years.

Rossi 34



S12 I live paycheck to paycheck. 39.1%

S16 My compensation is fair and reflects my efforts. 34.8%

S9 The people I work with are very professional. 34.8%

Table 4 - Statements answered most often as Less True among those scoring 3 to statement 21, "I willbe with this company in three years.




S10 My coworkers are wonderful. 43.2%

S5 My effort is appreciated. 37.8%

Table 5 - Statements answered most often as Most True among those scoring 1 or 2 to statement 21,"I will be with this company in three years.


S13 There is room to grow. 62.2%


S17 The fringe benefits are more than adequate. 48.6%

S16 My Compensation is fair and reflects my efforts. 48.6%

Table 6 - Statements answered most often as Less True among those scoring 1 or 2 to statement 21, "Iwill be with this company in three years.

Documents

Report on Employee Retention -- Why do employees stay …users.isp.com/jfrossi/subs/ersr.pdf · Report on Employee Retention Why do employees stay ... Employee Retention: Why do employees