In today’s business world, employee retention is an important element of success to

many organisations. Different studies have been done in the field, as researchers hope to
figure out what retention factors are truly important to keep employees content and also
to reduce turnover in organisations. In the engineering consultancy sector in Nigeria,
companies strive to get the best and experienced employees; this competition has made
it tougher to retain employees. This study’s primarily focus is to understand the
employees’ perception in regards to the retention strategies employed by Gauff
consultants and also to suggest recommendations so as to hold on to its employees. The
researcher developed and tested the hypothesis that employee retention strategies
prevent employee turnover in Gauff consultants.

The population for the study were 18 out of 35 taken from the company. Non –statistical
and statistical data methods were also used to analyse the data. This study contains
mainly 6 chapters. The first chapter is the introduction where the topic is introduced and
the objectives were stated. The second chapter reviews the works, studies and also
models which are relevant to this study. These were then reviewed and analysed. The
third chapter is based on the research methodology and how the researcher collected
data so as to carry out the research. The gathered data were then analysed and
discussed in chapter 4. The results provided the researcher data which was then
processed and analysed to spring up suggestions and recommendations which were
discussed in chapter 5. The final chapter includes the discussion of the researchers’ skill
development throughout the phase of the dissertation and the MBA program.
This research study was conducted to explore the issue of employee turnover and
retention of front line employees in the Irish retail sector, using Tesco Ireland as the
context. The data was collected from front line employees of Tesco to ensure results
were precise and adequate. The author conducted examined a list of different theories
relating to turnover and retention to provide a foundation for the research. To explore
the main issue, sub research questions were devised based on the literature and these
related to effects of turnover, career advancement, communication,
supervisor/employee relationship and workplace stress. The research was carried out
using the mixed methods approach – questionnaire (44 respondents) and structured
interview (6 interviewees). The findings revealed that Tesco have the capabilities to deal
with turnover and retention with regards to the effects of turnover, career advancement,
communication, supervisor/employee relationship and workplace stress however there
are minor flaws that can be addressed.

INTRODUCTION

Employees are always an asset to any organisation; employee retention can be a factor
to organisational success. The more experienced an employee is, the more valuable he is
to the organisation. This is a reason why organisations ought to take retention of its
employees as a top priority. When it comes to investment in hiring an employee, the
process is quite expensive and time consuming. As noted by Finnegan (2010), the
expenses of recruitment involves advertisements for the job vacancies, the expense of
paying recruiters, the time and effort spent for interviews and selection and so on.
Retaining employees is one of the biggest problems that plague companies in the
competitive marketplace regardless of the business cycle or economic condition today
(Terera and Ngirande, 2014). Employee retention is a very important aspect of HRM
(Human resource management). Employee retention needs to be implemented in order
to ensure growth in the organisations, irrespective of the type of organisation be it
capital intensive or labour intensive. The importance of employees cannot be over
emphasized regardless of the type of product being produced be it a tangible product or
an intangible product (services). Some firms which are more involved in the production
of services need the brains of their staffs, as this is a resource which can’t be easily
replicated. Some of these are labour intensive while others are capital intensive; some of
these organisations produce documents, reports and data which are generated by the
staffs (Banfield and Kay, 2008). An example of this is a company that deals with
innovation which relies heavily on the capabilities of its employees to come up with
creative and savvy ideas which are later transformed to products or services. Staff
retention in modern times has become more of an important strategic issue especially in
the service industries as high staff turnover is becoming more of a problem as
organisations now have a challenge of keeping their employers satisfied. Lack of
employee satisfaction may result to companies losing these workers to competitors
offering better working terms and conditions. The problem of turnover has various
effects on organisations; these could lead to high organisational costs and also a
reduction in organisational performance and productivity. According to fortune (2015)
the top organisations to work for are Google, the Boston consulting group, Acuity, SAS
institute and Robert W. Braid just to mention a few. These companies realise the
importance of their staffs and their relevance to organisations’ output and productivity
and they ensure that proper strategies are put in place so as to keep their employees
content. The top organisations are there because they value their employees. Intelligent
employers realise this and set policies to keep them glued to their organisation.

This chapter explains the overall view of the study which contains the background to the
topic, importance of study, highlights of significant ideas, issues and also problems.
According to Bersin (2013), as the economy is beginning to improve, employee
retention issues are beginning to arise and this very issue highlights that company’s
employee turnover and retention strategies will be tested again. The perception of the
retail sector wasn’t particularly inviting to potential employees due to various factors
including low wages, the work is tough with bad work shifts, and it is general regarded
as a dead end job with little chance of career development. However, Jones (1994) says
that retail sector offers an early opportunity to experience responsibility without having
the need to have years of experience that is normally required for such management
jobs. Jones (1994) stated that graduates were recruited for management positions and
believed that the one thing that their company pushes when they go to college
campuses, is that retail is a good career path that offers early responsibility and are hired
for the potential of their contribution. Similarly, Wrice (2004) believes that the retail
sector is beginning to shed the negative perception that plagues it, however it will be
difficult to have a completely positive image. He believes that companies have now
started to realise that retailing calls for people with special skills, including high people
skills leading to higher salary. Secondly, companies in the retail sector have introduced
career development training, including traineeships. With this perception changing to a
more positive view, this will attract more highly skilled employees interested in joining
the company. This brings about the question of how do we satisfy their needs and
ensure that they remain with us. As this perception is changing, this will increase the
chance of attracting potential employees and lead to the next challenge of retaining
them. This involves dealing with a whole new set of problems including morale, career
advancement, communication, supervisor/employee relationship and workplace stress
(Nikravin and Frauenheim, 2014), (Werbel and Bedeian, 1989), (Burton 2006),
(Buckingham, 2000), (Blaug, Kenyon and Lekhi, 2007).

The main aim of this study will be to explore the issue of employee turnover and
retention of front line employees in the Irish retail sector, using Tesco Ireland as the
context, and discover whether Tesco have sufficient retention policies that allow them to
retain their front line employees. This will be achieved through the use of both
quantitative and qualitative research methods, the questionnaire and structured
interview, which will provide a broad range of data which can be analysed to decide
whether Tesco can deal with turnover and retention. These methods will be conducted
with assistance from selected members of the Tesco Ireland workforce to ensure data is
precise and adequate.

What helps to make this a worthy topic is that it is not always the same factors relating
to each company. Compensation may be the main factor that hinders employee
retention in one company, whereas poor career development could be the main factor
in another. This in itself provides gaps in research as each company is judged on an
individual basis, making them unique.

RATIONALE
According to the CIPD (2014) Employee turnover refers to “the proportion of employees
who leave an organisation over a set period (often on a year-on year basis), expressed as
a percentage of total workforce numbers” and that “employee retention relates to the
extent to which an employer retains its employees and may be measured as the
proportion of employees with a specified length of service (typically one year or more)
expressed as a percentage of overall workforce numbers”.

Figuring out turnover rates can be simple but by focusing on the turnover aspect, this
can lessen the ability to gain more prominent information. There is a formula that can be
used by companies to accurately measure the turnover rate amongst their workforce
which is: Turnover rate = Number of terminations per year ÷ Average active employees
same year * 100 (O’Connell and Kung, 2007).
Likewise, a stability index can be used to measure the retention rate of employees who
are deemed experienced, with one or more years with the company. This can be
calculated by: Retention rate = Number of staff with service of one or more year’s ÷ Total
number of staff in post one year ago * 100 (CIPD, 2014).

According to Taylor (2002), the reason that employee turnover occurs, falls into four
sections which are pull factors, push factors, unavoidable factors and organisational
influence. Pull type turnover happens due to the employee being enticed by an
alternative job elsewhere. This is not down to such reasons such as job satisfaction as
the employee may be happy with the company, but this new opportunity could lead to
better salary and benefits. Push type turnover happens because of how the employee
views their employer. This can lead to employees leaving the company to find, by their
own views, a better working environment. Unavoidable turnover happens because of
reasons that are beyond the control of the company. The factors involved in this has
nothing to do with the previous push and pull factors, but more so to do with factors
that aren’t work relate that includes retirements, illnesses and maternity leave, should
they choose not to return to their jobs. Involuntary turnover occurs due to direct
company involvement. The company asks employees to leave or decides not to renew
their contracts.

Significance of the Study

The relevance of this study was to establish that employee retention has a significant role
on job performance. Thus, there is the need to provide career counseling, training,
career advancement and development for employees in the Brewery Industry.

Furthermore, the study generates interest from the wider perspective of employee
retention and is of particular interest to those concerned with job performance in Accra
Brewery Limited. The findings of this study will help to provide a foundational basis for
the work in the area of developing competitive pay and benefits package for the
employees of Accra Brewery Ghana Limited.( developing retention strategies that will
have positive effect on job performance )

The study will help employers to implement programmes such as flexible working
arrangements and manager training initiatives to reduce turnover.
The findings of this study could be of value for business practitioners to gain ideas on
effective retention strategies. The research and findings on retention strategies may help
leaders improve employee retention in their business. Managers must focus on retention
strategies to thrive in this competitive business environment (Shekhawat & Sandhu,
2016). Retention strategies may help leaders maintain their human capital by increasing
employment stability. The findings from this study could contribute to improving
business practices by providing business leaders practical strategies on how to
successfully retain employees and avoid recruitment and hiring costs. Small business
leaders can benefit by having a better understanding of employee retention strategies.
Understanding the effective retention strategies that small businesses use to address
retention issues can be financially beneficial for the organization in the long term.
Instead of spending more money on developing human resources, managers can focus
on flourishing the business.

The implications for positive social change could include helping small business leaders
improve business practices. The result of a robust small business is stable employment. A
sense of stability in employment enriches families within a community. When an
organization is profitable, leaders are more willing to contribute resources and local
community support. Profitable organizations provide the possibility to support charities,
community centers, parks, and recreational centers for the youth. Contributions through
donations and assistance highlight and inspire positive social changes within the
community. Community events lead to a positive environment for individuals to
1.2 BACKGROUND OF STUDY

As noted by Bhatti et al (pg 127, 2013) human resource is an inventory of human

skills, talent and education which are important in today’s dynamic world. Effective
utilization of human capital through processes such as identifying, recruiting and
channelling of competent human resources into their business operations can
significantly assist in improving functional efficiency and productivity. In today’s
globalised economy, qualified, motivated and experienced employees are very essential
to survive in a tough business environment. HRM is one of the most important and
critical specialised area in organisational management as it involves the management of
one of the most valuable assets which is the people. Solomon, Brza and mateescu (pg.
186, 2013) defined HRM as a comprehensive and strategic management area which
involves establishing practises, policies and administrative structures which main aim or
focus is on an organisation’s most valuable asset which is it’s people. In order to
maximize the productivity of an organisation, optimization of strategies effectiveness has
to be put in place. HRM also involves developing certain practices which helps to boost
flexibility and teamwork, it also aims at making the employees feel valued and also make
them realise that their contribution is important to the growth and development of the
organisation. The key or talented employees are the heart of the organisation because
employees are “appreciating and valuable assets”. The longer they stay with an
organization the more productive they get - they learn the organizational culture, they
learn the products, and they learn how to work together.

As analysed by Van Eeden (2014), the rate of retention has an inverse relationship to
staff turnover and it is expected that if a generally a high number of staffs stay in an
organisation for a specified period then the retention rate is high and the turnover rate is
low i.e. (retention rate =1/turnover rate). Holding on to employees is an essential
objective of each company. It aids in diminishing wastage as far as the time, effort and
cash spent in contracting and training new workers and incorporating them into the
organisation is concerned. Analysis by Moynihan and Pandey (2007) called staff turnover
as an organisation's loss of memory. Holding on to all the staffs may not be the craving
of all businesses. The vast majority of the companies are concerned with holding the
best performers, the individuals who have key knowledge and expertise required to run
the company are the individuals who the companies may find it hard to replace.
Greenberg & Sweeney (2010) insinuated that organisations ought to make endeavours
to keep their best workers notwithstanding tricky times. They further analysed that it is
the top talents that differentiates one business from another. Cardy and Lengnick-
Corridor (2011) likewise emphasized that if the best performers are not Held on to, an
organisation can be affected negatively from the operational to the more vital and
strategic level also, human capital stays one of the few resources that can give a
supportable upper hand to any organisation. They however propose that staffs ought to
be named platinum, gold, iron and lead, and that companies ought to spend more time
and effort to hold on to platinum staffs in contrast with the lead employees. It merits
specifying here that staffs' exit from a job has various measurements. Then again, the
issue which is of importance here is that some elements of staff's exit may be controlled
by the administration while there are other elements in which the management has
practically zero bearing. For instance a worker may leave his employment in light of
family circumstances, other occupational offers and quest for new prospects. It was
further stressed by Cardy and Lengnick-Corridor (2011) that endeavours to amplify
retention are in line with a concern towards the workers and a yearning to make
organisational environment as "sticky" as could be so as to keep employees. Endeavours
to minimize turnover, then again, can be seen as a way to diminish or dodge an
expense.

Therefore, it is important that employers understand that a motivated and contented

workforce has a positive effect to an organisation specifically in terms of productivity and
success of the company.
1.3 PROBLEM STATEMENT
There are various elements that lead to employee turnover and they are varied and have
been verified by equally diverse theories and models which will be discussed in the
literature review.

High employee turnover ratio is a great loss to an organisation which could be a problem
because of increased recruitment, selection, training costs and also work disruptions. As
proposed by Mark, (2008) many studies have shown that the total cost of losing an
employee can range from tens of thousands to 1.5-2X annual salary. However, it is
important to take into account the indirect costs which insinuate that employee turnover
costs businesses money, time and disrupt the flow of a functioning labour force. A high
turnover or attrition rate has adverse effects on the organization. However, not all
turnovers are negative as it also helps in bringing in new workers and fresh ideas. At
first, most employees are a "cost" to the organization, and that over time, with the right
talent practices, they become more valuable. Employee turnover costs businesses money
and time, and interrupts the flow of operating labour force. There can be a significant
knowledge gap left when an employee leaves an organization, creating more work as
the remaining team members pick up the pieces. Then, there's also the timely and costly
process of recruiting and training a new employee (Cascio and Boudreau, 2008).

It was noted by Cardy and Lengnick (2011) that retaining the best employees can be
critical to whether operations in the organisation run smoothly and efficiently and
whether an organisation can maintain a competitive advantage. For these reasons,
turnover is something which businesses would very much like to avoid, but they don't
always know how. Gauff consultant is an engineering consultancy company which
requires the innovation and expertise on the part of its employees. In its industry, the
major problem is trying to hold on the valuable employees as competition is fierce,
competitors and organisations strive to get and keep the best engineers by offering the
best working terms and conditions.
Today, there is a high demand in the public and private sectors for workers in critical
areas such as health care, information technology, engineering, accounting, and
auditing. The supply of qualified workers is limited and good workforce planning
requires a twofold approach of aggressive recruitment and innovative retention
strategies.

The problem is that, retention policies or strategies are not focused on elimination of
unwanted turnover. It is also believed that the costs to the employer as a result of
management’s inability to retain its employees include separation benefits to the
employee, lost productivity, recruitment costs, training costs, and diminished services as
new employees get up to speed. The study seeks to verify the truth or otherwise in this
statement.

1.2 Objectives of the Study

The objectives of the study are as follows:

1 To determine whether retention practices in Accra Brewery Limited benefit the

employees.
2 To establish the motivational programmes employed by Accra Brewery Limited to
retain its employees.
3 To ascertain if employee retention has a relationship with job performance in
Accra Brewery.

1.3 Research Questions

While monetary considerations continue to be key elements in retaining talent, other,

often intangible, factors can play a significant role in an employee's decision to stay with
or leave an organization. The study seeks to raise the following questions:
1 Will the process of employee retention benefit Accra Brewery Limited?
2 Are motivational programmes strong enough to retain Accra Brewery
employees?
3 Does employee retention have a relationship with job performance in the
brewery industry?

1.4 RESEARCH AIMS AND OBJECTIVES

The purpose of this research is to find out which retention techniques should be
practiced by Gauff consultants (Nigeria) limited so as to retain its employees?

The employees with more experience in an organization are always an asset to the
organisation, the reason being that they are much familiar with the company culture.
Employee retention is beneficial for both the organization and its employees. This
research aims to
1) Study the traditional retention techniques been practiced by Gauff Consultants
(Nigeria) Ltd. 2) To find out the factors that influences the employees towards retention
in Gauff Consultants (Nigeria) Ltd.

3) To examine the role of compensation package in retaining the employees in the

organization.

4) And also to study the feasibility of introducing additional measures to improve

employee retention at Gauff consultants in the future.

While some turnover is inevitable, putting employee retention strategies into place can
help ease an employer's pain. Employee retention is important because if the best
workers are not retained, the organisation will be negatively affected from operational
to the strategic level.

The rationale of this proposed study is to try to understand motivation and satisfaction
factors drive these employees to retention and to know how Gauff consultants Nigeria
limited can reduce employee turnover costs. Proper employee retention strategies are
expected to help manage employee turnover in Gauff consultants and would enable the
company grow from strength to strength. The top organizations in the world today are
there because they know how to keep their employees glued to their organizations.
THEORY AND HYPOTHESES

2.1 | Demographic Factors Impacting Labor Turnover

Demographic factor variables that have been found to have constant relationship with
retention and turnover intentions are age, gender, tenure, education,and income levels.
These have influenced employee retention and turnover overtime. Several studies in
which demographic factors have been employed to investigate job satisfaction and job
attitudes have shown that they are strong predictors of turnover intentions (Furnham et
al. 2009; Kavanaugh et al. 2006; Ng and Sorensen 2008; Schroder, 2008). For this
study, the researchers sought to compare the levels of importance and influence of
determinants of labor turnover between frontliners and supervisors. It is hypothesized as
follows:

Hypothesis: There is no significant difference on the perceived levels of influence and

importance of determinants of the respondents between the frontliners and supervisors

2.2 | Determinants of Labor Turnover

2.2.1 | Compensation and Benefits

Organizations’ pay level is a potentially important direct influence on voluntary turnover.
Employees are satisfied with existing pay system if they believe that rewards or incentives
are paid based on fairness, seniority and performance evaluation of all employees
(Wang, Weng, McElroy, Ashkanasy, & Lievens 2014). According to Ng and Feldman
(2014) companies in highly competitive local labor markets expected to pay highly
competitive rates against their competitors in each of their job classification, either it is
semi-skilled or unskilled position. Merit pay can play in attracting and minimizing
employee turnover.2.2.2 | Rewards and Recognition

A well-rewarded employee feels that he/she is being valued by the company that he/she
is working for (Thomson, 2013). Chang (2014) noted that praise and recognition are the
most efficient intrinsic reward that could enhance employee’s performance. Wynen and
Beeck (2014), see intrinsic reward as a tool that motivates employees to perform as
expected.

Rewards have been categorized into two main categories mainly; tangible and intangible
rewards. Tangible rewards include the base pay or fixed pay for the job performed which
can be determined via a job evaluation or negotiated through collective bargaining.
Employee benefits such as pensions, sick pay, and insurance cover form part of the
tangible rewards to employees. Intangible rewards on the other hand, cannot be directly
quantified since there is no direct financial benefit. These rewards include recognition,
job autonomy, skill development and training opportunities, career development, quality
of life and work life balance. (Torrington,Hall, & Taylor, 2013).

2.2.3 | Recruitment and Selection

A well-structured recruitment and selection process helps retain the employee in the
industry and also lower the turnover rate. The recruiter gives an opportunity to the
candidates to self-select the profession, in case the job is suitable or not for them to
decide. A high volume of employees leaves or get fired by the organization due to
different circumstances and reasons. Therefore, the recruiters must provide all the
information regarding their work and should not give false hopes to the candidates nor
let them built any wrong prospects by themselves (Khrishna, 2014).

According to Smith (2013), the organization’s search for the pre-trained candidates and
generally they hire the trainees who did their training with the same organization. It is a
cost effective and time saving technique. Through this procedure, the HR department
can retain the employee. To retain the employees, the recruiters have to make sure that
they are using the right approach of recruitment required for the effective an operations
of the businesses (Ekwoaba et al., 2015).

2.2.4 | Career Development and Training

Career development is where individual career plans encounter organizational realities
(Penfold, 2016). It is a guarantee for an employee to be promoted. Employee’s
commitment towards achievement of organizational goal will be developed by creating
sense of ownership among the employee of the organization (Ertas, 2015). Ertas (2015)
affirmed that career development programs of an organization helps an individual in the
organization to see himself and develop career potential. It enables employees to cope
up with rapidly changing technology and the organization gain competitive advantage
through its trained or skilled employees. Frank (2013) on his research commented that
the quality of employees and their development through training and education are
major factors in determining organizations long term profitability.

Regardless of their position and title, employees forced to leave their organization due to
the absence of training (Sadra, 2013).

2.2.5 | Performance Management and Evaluation

Performance management is a process for helping both the employer and employee; it is
a tool that influences almost every part of the employment relationship and can be a key
in helping organization retain quality people. Staff will move on to new jobs for a variety
of reasons including factors which are outside control such as location and family
commitments. But the most common reasons are dissatisfaction with the current
situation or a better opportunity where the employer has a lot of influence. An effective
performance management system helps alleviate turnover concerns by focusing on five
key principles: 1) ensuring that personnel understands what is expected of them; 2)
meeting regularly to discuss how things are going and to trouble-shoot problems; 3)
providing employees with opportunities to develop their knowledge and skills and to
achieve personal and career aspirations; 4) evaluating employees’ performance; 5)
rewarding employees for great performance.

2.2.6 | Job Satisfaction

Katsikea, Theodosiou, Morgan (2014) defined job satisfaction as depending on an

evaluation of the employee. Job satisfaction can be divided in two types which are based
on the level of employees' feelings regarding their jobs. They are global job satisfaction
and job facet satisfaction. Global job satisfaction is the overall evaluation on job
satisfaction. It focuses on employees' overall feelings about their jobs. On the other
hand, job facet satisfaction focuses on feelings about specific job aspects, such as salary,
supervisor support, and the quality of relationships with one's co-workers (Kim, 2014).

2.2.7 | Working Environment and Organizational Culture

Irshad (2009), in his finding, stated that, the area of work environment found that it is
key factor in employee retention. It is also found that employee leaves the job due to
work environment and organizational justice (distributive justice and procedural justice).
It also plays pivotal role in employee retention, it is revealed from study that, if
organization want to retain their power employees, organization must follow fairness
formula. In line with this, the overall working environment of the organization should be
favorable to employees and the organization working environment which is not
conducive to most of the employees it contributed to employee turnover (W. W. Guyo,
R. Gakure, B. Mwangi, 2011).

2.2.8 | Job Design and Work Teams

Teamwork is described as a co-operative process that allows ordinary people to achieve
extraordinary results (Scarnati, 2001). Utilizing a team approach can enlarge and enrich
the information, knowledge and power an individual possesses. Employees who work as
a group are more dedicated to the group task and the organization. As such, in a
research by Clark, (2001) personnel tend to remain in the organization because of the
relationship established between and among members of the team (Chew, 2004).
2.2.9 | Management and Leadership Support

Gagnon and Michael (2004) described supervisor support as the degree to which an
employee feels that they are supported by their supervisor. Further, Heery and Noon
(2001) proposed that supervisor is a frontline manager who is responsible for the
supervision of employees. Generally, when employees feel that the supervisors are good
at discovering their value and give them respect, communicate and guidance, they take
it as inner encourage, thus satisfied with the organization then likely to remain with it
(Eisenberger et al., 2002).

2.2.10 | Communication

Walker (as cited by Kyndt, 2009) identified good communications as one of the factors
that develop employee retention. Employee retention tools include Employee retention
tools include communication, involvement of employees in decision making, allowing
team members to share their knowledge with others, shorten feedback loop, balanced
work and personal life, provide opportunities for growth and development, recognize
and appreciate members’ hard work, define what is expected of team members. Factors
affecting employee retention are reward and career programs, bonuses, gifts and good
working environment.

2.2.11 | Employee Engagement

Research confirms that engagement lowers employees' intention to leave. The

Corporate Leadership Council (2004) found that the most engaged employees are 87%
less likely to leave their organization. Similarly, over half of disengaged employees would
consider leaving their current job for another opportunity, while only 25% of highly
engaged employees would consider leaving (Towers Perrin, 2003).

2.2.12 | Psycho-social Factors

The work-life balance is mainly considered to manage and stabilize the personal
necessities such as family, hobbies, community work and other activities Mccormic
(2017). It can be also described as a point where some personnel are able to balance the
time, emotion and performance stress related to work and personal responsibilities at
the same time (Darcy & McCarthy, 2014). Generally, before starting any job the
employee tries to find out whether the organization will offer them suitable work life
balance (Philips & Edwards, 2013). Further, work stress and job commitment has a great
impact on the employee’s work and it also contributes in their decision to leave an
organization (Mccormick, 2017). Having identified the determinants of labor turnover,
the researchers seek to disapprove the following hypothesis:

Hypothesis: There is no significant relationship between the determinants of labor

turnover

For the purpose of this study, the research hypothesis will be that

H1: Retention practices can prevent employee turnover.

HO: Retention practices cannot prevent employee turnover.