THE IMPACT OF HRM PRACTICES ON EMPLOYEE RETENTION: A

STUDY OF EDOTCO COMPANY IN MYANMAR.

MRS. SANDI MYINT TUN

LU202303080005

FACULTY OF BUSINESS
LINCOLN UNIVERSITY COLLEGE, MALAYSIA
JULY 2024
 THE IMPACT OF HRM PRACTICES ON EMPLOYEE RETENTION: A
STUDY OF EDOTCO COMPANY IN MYANMAR.

MRS. SANDI MYINT TUN

LU202303080005

THIS THESIS IS SUBMITTED TO FULFILL THE PARTIAL

REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS
ADMINISTRATION
TO
THE FACULTY OF BUSINESS
LINCOLN UNIVERSITY COLLEGE, MALAYSIA
JULY 2024
Supervised by Submitted by

Dr. Sui Reng Liana Mrs. Sandi Myint Tun

 DECLARATION

I hereby declare that this research paper is based on my own independent work, except

for quotations and summaries which have been dully acknowledged. I also declare that

no part of this work has been submitted for any degree to this or any other university.

Date: 16th July 2024

Sign:

Name: Mrs. Sandi Myint Tun

Matric No. LU202303080005

Supervisor: Prof. Dr. Abhijit Ghosh Supervisor: Dr. Sui Reng Liana
Dean Associate Professor
Faculty of Business Faculty of Business
Lincoln University College, Malaysia Lincoln University College, Malaysia
 ACKNOWLEDGMENT

This thesis would not have been possible without the support of many people. I

am thankful to my thesis supervisor, Dr. Sui Reng Liana, for his valuable guidance,

expert advice, and efficient supervision throughout this research preparation process.

Foremost, I would like to express my sincere gratitude to my thesis advisor Professor

Dr. Abhijit Ghosh for his constructive and encouraging feedback, and mentorship. I

also would like to thank Professor Dr. Amiya Bhaumik, President of Lincoln University

College, Malaysia for his motivation and inspiration to achieve this study. I would also

like to express my thanks to the principal and lecturers at International School of

Management, Myanmar for their support during my MBA course.

I do appreciate those who are willingly participating with their valuable time to

complete the survey questionnaires of this study. My sincere gratitude is to my

colleagues and classmates who have supported me a lot. Finally, I am grateful for the

encouragement from my family to study and do this thesis.

 ABSTRACT

This study investigates the impact of selected Human Resource Management (HRM)

practices on employee retention within Edotco Company in Myanmar. In an era where

talent retention is crucial for organizational success, understanding the effectiveness of

HRM strategies is vital. The main objective of this study was to examine the impact of

the selected human resource management practices compensation, training and

development, supervisor support, career development and performance appraisal) on

employee retention. A descriptive research method and a structured questionnaire were

used to collect the needed primary data to achieve the objectives of the study. Data

includes both primary and secondary. A total of 320 respondents were selected for this

study using a simple random sampling technique. Pearson correlation, Regression, and

ANOVA were used to explain the relationship between independent and dependent

variables. Statistical Program for Social Sciences (SPSS) version 23 was used to

perform the statistical analysis. The analysis result revealed that the selected human

resource management practices are positively and significantly correlated with

employee retention in this sample study.

 TABLE OF CONTENTS

CONTENTS PAGES

DECLARATION …………….….……………………………………….…............... i

ACKNOWLEDGMENT …………………………………….………...…………...... ii

ABSTRACT………………………………………………………....………............. iii

TABLE OF CONTENTS ……………………………………………………............ iv

LIST OF TABLES ………………………………………………………………..... vii

LIST OF FIGURES ………………….………………………….……………….... viii

TABLE OF CONTENTS ............................................................................................... 6

CHAPTER ONE INTRODUCTION ............................................................................ 1

1.1 Introduction .............................................................................................................. 1

1.2 Background of the Study ......................................................................................... 2

1.3 Problem Statement of the Study .............................................................................. 5

1.4 Objectives of the Study ............................................................................................ 6

1.5 Research Questions of the Study ............................................................................. 7

1.6 Scope and Limitation of the Study........................................................................... 7

1.7 Significance of the Study ......................................................................................... 8

1.8 Organization of the Study…………………………………………...…………….9

CHAPTER TWO LITERATURE REVIEW ............................................................... 11

2.1 The Concept of Human Resource Management (HRM) ....................................... 11

2.2 Human Resource Practices .................................................................................... 13

2.2.1 Compensation ..................................................................................................... 14

2.2.2 Training and Development ................................................................................. 15

2.2.3 Supervisor Support.............................................................................................. 18

2.2.4 Career Development ........................................................................................... 16

2.2.5 Performance Appraisal........................................................................................ 20

2.3 Employee Retention ............................................................................................... 21

2.4 The Relationship between HR Practices and Employee Retention ....................... 22

2.5 Theoretical Framework of the Study ..................................................................... 25

2.6 A Brief Profile of Edotco Myanmar Company ...................................................... 25

CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY ...................... 27

3.1 Research Method ................................................................................................... 27

3.2 Research Design..................................................................................................... 28

3.3. Population and Sampling ...................................................................................... 29

3.4 Questionaries.......................................................................................................... 30

3.5 Data Collection ...................................................................................................... 31

3.6 Data Analysis ......................................................................................................... 32

CHAPTER FOUR: DATA ANALYSIS AND FINDINGS ........................................ 33

4.1 Descriptive Analysis of Profile of Respondents .................................................... 33

4.1.1 Gender ............................................................................................................. 33

4.1.2 Marital Status .................................................................................................. 34

4.1.3 Age .................................................................................................................. 35

4.1.4 Educational Background ................................................................................. 36

 4.1.5 Position in the Organization ............................................................................ 38

4.2 Reliability Analysis of Variables ........................................................................... 39

4.3 Descriptive Analysis of Variables ......................................................................... 40

4.3.1 Compensation .................................................................................................. 40

4.3.2 Training and Development ............................................................................. 42

4.3.3 Supervisor Support .......................................................................................... 42

4.3.4 Career Development ........................................................................................ 43

4.3.5 Performance Appraisal .................................................................................... 43

4.3.6 Employee Retention ....................................................................................... 44

4.4 Pearson Correlation Analysis of Variables ............................................................ 45

4.5 Regression Analysis ............................................................................................... 47

4.5.1 Model Summary and ANOVA Test ................................................................ 48

4.5.2 Regression Coefficient .................................................................................... 49

CHAPTER FIVE: DISCUSSION AND CONCLUSION ........................................... 51

5.1 Discussion of Findings ........................................................................................... 51

5.2 Conclusion ............................................................................................................. 53

5.3 Recommendations ................................................................................................. 54

5.4 Suggestion for Further Studies............................................................................... 55

REFERENCES ............................................................................................................ 56

APPENDIX: QUESTIONNAIRE ............................................................................... 68

 LIST OF TABLES

Table Description Pages

Table (4.1): Descriptive Analysis of Gender …...………......……….……………..... 33

Table (4.2): Descriptive Analysis of Marital Status ……...………………................. 34

Table (4.3): Descriptive Analysis of Age ……………….......………………………. 35

Table (4.4): Descriptive Analysis of Educational Background .....………………...... 37

Table (4.5): Descriptive Analysis of Position ………………………………………….. 38

Table (4.6): Reliability Analysis of Variables …………………………….…............ 39

Table (4.7): Descriptive Analysis of Compensation…………………………………….. 40

Table (4.8): Descriptive Analysis of Training and Development..………………….. 41

Table (4.9): Descriptive Analysis of Supervisor Support…………...……………..… 42

Table (4.10): Descriptive Analysis of Career Development……….……………...… 43

Table (4.11): Descriptive Analysis of Performance Appraisal.……………….…… 44

Table (4.12): Descriptive Analysis of Employee Retention…… ..………….….…… 45

Table (4.13): Pearson Correlation Analysis of Variables ……...…………………… 46

Table (4.14): Model Summary ……………………………………………………… 48

Table (4.15): ANOVA Test …………..………………………………………..……... 48

Table (4.16): Multiple Regression Results of Dependent and Independent Variables...49

 LIST OF FIGURES

Figures Description Pages

Figure (2.1): Theoretical Framework of the Study ………………………………... 25

Figure (4.1): Gender Comparison ……………………………………………........ 34

Figure (4.2): Comparison of Marital Status ………………………………….......... 35

Figure (4.3): Age Comparison ……………………………………………….......... 36

Figure (4.4): Comparison of Educational Level …………………………………... 37

Figure (4.5): Comparison of Position level ……………………………………….. 38

 1

CHAPTER ONE

INTRODUCTION

1.1 Introduction

Employee retention is crucial for organizations as it directly affects their ability

to keep a skilled and experienced workforce, lower recruitment costs, and boost overall

productivity. High retention rates indicate a stable and satisfied workforce, which can

enhance a positive organizational culture and improve business outcomes (Iqbal, 2017).

It is a significant issue for businesses in all industries, as it directly impacts

organizational stability, performance, and growth. High turnover rates can result in

increased recruitment costs, loss of institutional knowledge, and lowered employee

morale, all of which can harm a company's competitive advantage (Al-Suraihi, 2021).

Thus, understanding the factors that enhance employee retention is crucial for business

success (Goswami, 2021).

Enhancing employee retention can significantly improve various human

resource practices, including training and development, compensation, supervisor

support, career development, and performance appraisal. When an organization

prioritizes retaining employees, it tends to invest more in comprehensive training

programs to enhance skills and knowledge, which in turn increases employee

satisfaction and loyalty (Malik, 2020). Likewise, competitive compensation packages

are designed to reward and motivate employees, thereby reducing turnover. Effective

supervisor support, characterized by mentorship and positive feedback, creates a

supportive work environment that encourages employees to stay (Gordon et al., 2019).

Career development opportunities allow employees to see a long-term future within the

organization, aligning their personal growth with the company’s objectives.

 2

Additionally, regular, and constructive performance appraisals help employees

understand their progress and areas for improvement, boosting their overall job

satisfaction and retention (Pandey, 2024).

The relationship between training and development and employee retention is

based on the idea that employees who receive continuous education and skill

enhancement are more likely to feel valued and engaged, making them less likely to

leave the organization. Career development also plays a vital role; when employees see

clear advancement paths within the organization, they are more motivated to stay and

grow with the company (Bhakuni & Saxena, 2023). Compensation is another key factor

in employee retention. Competitive salaries and benefits can significantly influence an

employee’s decision to stay with an organization, as financial rewards are a primary

motivator for many. Supervisor support also affects retention by fostering a positive

work environment where employees feel supported and recognized, leading to higher

job satisfaction and loyalty (Sorn et al., 2023).

Finally, performance appraisals, when conducted fairly and constructively, give

employees a sense of achievement and direction, enhancing their commitment to the

organization. Regular feedback and recognition through appraisals help employees feel

appreciated and motivated to contribute to the company’s success, further promoting

retention (Dangol, 2020).

1.2 Background of the Study

Employee retention is a significant concern for businesses in all sectors, directly

influencing organizational stability, performance, and growth. This issue is a primary

focus for business leaders and HR professionals because high turnover rates can lead to

various problems, including increased recruitment costs, loss of valuable institutional

 3

knowledge, and decreased employee morale. These challenges can significantly

weaken a company's competitive edge. Therefore, understanding the factors that

enhance employee retention is crucial for the long-term success of any business

(Mamun & Hasan, 2017). HRM practices include a broad range of activities such as

recruitment, training and development, performance management, and compensation.

Each of these practices is vital in shaping the employee experience and influencing their

decision to stay with or leave an organization. By exploring the relationship between

HRM practices and employee retention, this study seeks to identify the most effective

strategies that can assist businesses in retaining their valuable workforce (Kiran et al.,

2024).

By understanding how different HRM strategies influence retention rates,

organizations can develop targeted interventions to improve employee satisfaction and

loyalty. Employee retention has become an essential consideration for organizations

seeking to maintain operational efficiency and competitive advantage in today's highly

competitive business environment. Excessive rates of layoffs can negatively impact

overall performance, pose significant financial challenges, and disrupt organizational

knowledge. Therefore, understanding the factors that influence employee retention is

crucial for both researchers and practitioners (Mujtaba & Senathip, 2020). The

fundamental elements of training and development in HRM help employees become

more skilled and capable, fostering individual and organizational progress. Companies

that provide opportunities for professional growth and ongoing learning typically

experience higher employee retention rates, as this fosters a sense of value and career

advancement (Arulsamy et al., 2023). This study will investigate the effectiveness of

Edotco Company's training and development programs in keeping employees engaged

 4

and will shed light on the importance of continuing education in building a loyal

workforce.

Performance appraisal systems aim to evaluate and improve employee

performance by providing consistent feedback and recognition. Effective performance

reviews can significantly impact employee retention and happiness as they foster a

culture of transparency and ongoing development (Lira, Silva, & Viseu, 2016). The

purpose of this study is to identify best practices that can enhance employee loyalty and

engagement by examining how Edotco Company's performance appraisal procedures

affect employee retention. Supportive supervisors can significantly increase job

satisfaction and create a healthy work environment, making them an essential

component of employee retention. Mentoring, open communication, and psychological

encouragement are all elements of effective supervision that help build an employee's

sense of commitment and belonging to the company. To enhance managerial

procedures and increase employee retention, this study will examine the significance of

supervisor support in retaining employees (Malik, Baig, & Manzoor, 2020).

With organizations like Edotco Company playing a critical role in the

development of the nation's digital infrastructure, the telecommunications sector in

Myanmar is rapidly expanding. Given the strategic importance of retaining skilled

employees in this competitive industry, this study utilizes a survey-based methodology

to collect factual data from the workforce of Edotco Company. Focusing on the specific

HRM strategies employed by the organization, this study aims to provide valuable

guidance that can enhance employee retention and, consequently, improve

organizational performance.
 5

1.3 Problem Statement of the Study

Employee retention is a significant concern for businesses across all industries

due to its direct impact on organizational stability, performance, and growth. High

turnover rates can lead to increased recruitment costs, loss of valuable institutional

knowledge, and decreased employee morale, ultimately weakening a company's

competitive edge. Therefore, understanding how to effectively retain employees is

essential for long-term success (Al-Suraihi, 2021). Effective HR practices are crucial

in addressing the employee retention challenge by creating a supportive and engaging

work environment that encourages employees to remain with the organization. Training

and development initiatives are vital for employee retention as they enhance skills,

increase job satisfaction, and provide opportunities for career advancement, making

employees feel valued and invested in the company's future. Similarly, career

development programs contribute to retention by offering clear pathways for

progression, which motivates employees to stay and grow within the organization

(Alajlani & Yesufu, 2022).

Compensation is another critical factor in employee retention, as competitive

and fair remuneration ensures that employees feel adequately rewarded for their

contributions. Supervisor support is equally important, as positive relationships with

supervisors can enhance job satisfaction, provide necessary guidance, and create a more

harmonious work environment. Performance appraisal systems that are fair,

transparent, and constructive also play a significant role in retention by recognizing and

rewarding employee achievements, setting clear expectations, and identifying areas for

growth and improvement (Iqbal, 2017).

This research examines how these HR practices collectively influence employee

retention, with the goal of providing practical insights and recommendations for
 6

businesses to develop effective strategies that enhance employee loyalty and reduce

turnover. By investigating the specific roles of training and development, career

development, compensation, supervisor support, and performance appraisal, this study

will contribute to a deeper understanding of the vital functions that HR practices serve

in fostering a committed and stable workforce, thereby driving organizational success

and sustainability (Alajlani & Yesufu, 2022).

Employee retention is a critical issue for organizations across various sectors,

particularly in the fast-paced and competitive telecommunications industry.

Specifically, it analyzes how compensation, training and development, employee

development, performance appraisal, and supervisor support influence employees'

decisions to remain with the company. Successfully implementing these HRM practices

is vital for sustaining a dedicated workforce and provides a significant competitive edge

in the telecommunications field (Abdulai & Kamara, 2019). Therefore, this study aims

to analyze the impact of selected HR practices on employee retention of Edotco

Company in Myanmar.

1.4 Objectives of the Study

The main purpose of this study is to analyze the impact of the selected HR

practices on employee retention of Edotco Company in Yanog, Myanmar. The specific

objectives of this study are as below:

(1) To analyze the relationship between compensation and employee retention of

Edotco Company in Myanmar.

(2) To investigate the relationship between training development and employee

retention of Edotco Company in Myanmar.

 7

(3) To identify the relationship between supervisor support and employee retention of

Edotco Company in Myanmar.

(4) To investigate the relationship between career development and employee retention

of Edotco Company in Myanmar.

(5) To explore the relationship between performance appraisal and employee retention

of Edotco Company in Myanmar.

1.5 Research Questions of the Study

The questions which are specified in this study are:

(1) Is there any significant relationship between compensation and employee retention

of Edotco Company in Myanmar?

(2) Is there any significant relationship between training development and employee

retention of Edotco Company in Myanmar?

(3) Is there any significant relationship between supervisor support and employee

retention of Edotco Company in Myanmar?

(4) What is the influence of career development on employee retention of Edotco

Company in Myanmar?

(5) What is the influence of performance appraisal and employee retention of Edotco

Company in Myanmar?

1.6 Scope and Limitation of the Study

This study is exclusively designed for Edotco Company, making its relevance

limited to this specific company. The findings and recommendations are tailored

specifically to the corporate culture, policies, and operational practices of Edotco

Company. Consequently, these insights may not apply or be effective for other
 8

organizations, even those within the same industry, due to differing circumstances and

corporate dynamics. Furthermore, since the study conduct solely in Myanmar, the

results are influenced by the local socio-economic, cultural, and regulatory

environment. Local labor laws, economic conditions, and cultural attitudes towards

employment and retention may not be applicable elsewhere, and generalizing these

findings to other regions or countries should be approached with caution.

While focusing primarily on employee retention, the study confines itself to this

aspect of selected human resource management. While retention is crucial for

organizational success, the research does not explore other significant human resource

(HR) areas such as recruitment, training and development, performance management,

or employee engagement.

By focusing exclusively on employee retention, the research deliberately omit

other important organizational aspects such as operational efficiency, financial

performance, customer satisfaction, and innovation capabilities. These excluded

elements are also crucial for the overall success and sustainability of the organization.

1.7 Significance of the Study

The significance of this research for Edotco Company is considerable, focusing

on several key areas. Firstly, by examining the impact of selected human resource

management (HRM) practices on employee retention, the study provides critical

insights essential for addressing the company's unique challenges in talent retention.

Understanding how the selected HRM practices affect retention will help Edotco

Company develop effective strategies to maintain a stable and committed workforce.

Secondly, the research aims to develop operational strategies that improve

HRM practices to enhance employee retention. By identifying the main drivers of

 9

retention, Edotco Company can implement targeted interventions to foster employee

loyalty and reduce turnover, especially among high-performing employees. This focus

is crucial, as retaining top talent directly impacts the company's productivity and

competitiveness.

Furthermore, the study emphasizes improving HRM practices to boost

retention, addressing critical organizational performance metrics within Edotco

Company. By minimizing turnover among top performers, Edotco Company can reduce

costs associated with recruiting, training, and onboarding new employees, resulting in

significant financial savings and more efficient resource utilization.

Ultimately, the research findings will be expected to have a significant impact

on the performance results of Edotco Company. There are HRM practices and

employee retention strategies that will contribute to a more engaged and productive

workforce, enhancing the company's overall performance and its ability to achieve

strategic goals in Myanmar's competitive telecommunications industry.

1.8 Organization of the Study

This work is comprised of five chapters. The first chapter is the introductory

chapter and it comprises; an introduction, the background to the study, a statement of

the problem, and research questions that raise research objectives. It also covers the

significance of the study, the limitation and scope of this study, and the sequential

arrangement of the study. Chapter two provides a broad background for the subsequent

chapters and an extensive review of existing research works on the concepts and

theories which give a better understanding of the subject matter. Chapter three

encompasses the methodology of the study. It provides for research design; procedure

and method, the population covered by the study, description of the study area,
 10

sampling techniques, instruments, questionnaire construction, data collection

procedure, and analysis. A review of the methodology is provided in this chapter.

Chapter four focuses on data analysis and interpretation of the results and discussions

while Chapter five embodies the conclusions drawn based on the findings of the study

upon which recommendations are made as well as directions for future research on the

subject matter.
 11

CHAPTER TWO

LITERATURE REVIEW

This chapter offers a literature review, focusing on secondary data from

journals, websites, and other articles pertinent to the study topic. It examines recent

research and references to provide an overview of how other scholars in the field assess

the impact of HRM practices on employee retention. The chapter reviews relevant

studies on HRM practices such as training development, supervisor support, career

development, performance appraisal, and compensation, and their effects on employee

retention. Additionally, it presents a proposed theoretical framework for this research,

based on the literature reviewed.

2.1 The Concept of Human Resource Management (HRM)

Human Resource Management (HRM) is a strategic and comprehensive

approach to managing an organization's most asset its people. It encompasses a wide

array of activities and responsibilities aimed at optimizing employee performance to

align with the organization's goals (Pattanayak, 2020). Human resources management

is tasked with identifying, selecting, and onboarding capable individuals, training them,

encouraging, and motivating them to achieve high performance, and implementing

measures to ensure they remain committed to the organization (Wilton, 2022). The core

functions of HRM include recruiting and selecting the right talent, providing training

and development opportunities, and managing performance through regular evaluations

and feedback. Human resources management is also the art of developing individuals

and their potential for personal and organizational growth. It involves integrating HR
 12

and organizational objectives to ensure alignment of their goals (Kramar, 2014). People

have always been viewed as a crucial element in an organizational structure. Unlike

other resources like technology, finance, and materials, which can be acquired, human

resources are essential and must be managed with care (Abdeldayem & Saeed, 2020).

Organizations often focus not only on employee productivity but also on fostering

employee commitment and enhancing their capabilities for optimal utilization and

growth (Wood & Christine, 2022).

Additionally, HRM involves designing competitive compensation and benefits

packages, fostering positive employee relations, and ensuring compliance with labor

laws and regulations. By creating a supportive and motivating work environment, HRM

aims to enhance job satisfaction and employee engagement (Saks, 2022). Human

Resource Management (HRM) is the process of aligning individuals and organizations

to ensure both parties achieve their goals. As a key aspect of the management process,

HRM focuses on managing an organization's human resources (Warner,

Malcolm,2022). It seeks to obtain the best performance from employees by gaining

their full cooperation. Essentially, HRM can be defined as the art of acquiring,

developing, and retaining a skilled workforce to meet the organization’s objectives

efficiently and effectively (Margherita, Alessandro, 2022).

Furthermore, HRM plays a critical role in strategic planning, helping to align

human resource strategies with the organization's long-term objectives. Overall,

effective HRM is essential for building a skilled, motivated, and productive workforce,

which is crucial for the sustained success and growth of any organization (Saks, 2022).
 13

2.2 Human Resource Practices

HRM practices are crucial for enhancing a company's performance.

Organizations utilize human resource strategies to improve their performance,

especially in terms of employee retention (Cohen, 2015). HR practices are crucial tools

for any organization, enabling it to achieve most of its goals by enhancing the job

performance of its employees (Ceylan, 2013). In addition, HRM practices generally

establish an environment that encourages employees to become deeply engaged with

the organization and work diligently towards achieving its goals (Muchhal, 2014).

Human Resource Practices involve managing people within an organization's internal

environment, including activities, policies, and practices related to planning, acquiring,

developing, utilizing, evaluating, maintaining, and retaining the right number and skill

mix of employees to meet the organization's goals (Mira, M., Choong, Y., & Thim, C.,

2019). These practices are designed to achieve organizational objectives, foster positive

employer-employee relationships, and add value to the organization. The current study

examines five main HR practices: Training and Development, supervisor support,

Performance Appraisal, Compensation, and Career Development, which have been the

focus of past research (Anthonisamy, 2013).

Human Resource Management (HRM) practice encompasses a range of

systematic activities and strategies designed to manage an organization's human capital

effectively (Das & Jaiswal, 2016). There are five components of HRM practice are

training and development, supervisor support, career development, performance

appraisal, and compensation (Cheng & Hackett, 2021). HRM practices improve

organizational effectiveness and performance by attracting, identifying, and retaining

employees who possess the necessary knowledge, skills, and abilities, and by

encouraging behaviors that align with the organization’s mission and objectives
 14

(Sheeba & Latha, 2019). Therefore, the success of HRM practices relies on how well

they foster the right attitudes and behaviors in employees, as well as their

implementation (Muchhal, 2014). In essence, effective HRM practice is essential for

cultivating a motivated, skilled, and productive workforce, which is critical for the

sustained success and growth of any organization (Ceylan, 2013).

2.2.1 Compensation

Compensation is crucial for employees because it provides a sense of security,

independence, and enhanced self-worth, which can lead to increased commitment and

productivity (Rubel & Kee, 2015). Compensation” and “benefits” refer to the package

of rewards provided by employers to their employees in exchange for their services.

Compensation and benefits are an important part of the employee experience (Goel,

2023). Compensation encompasses all forms of remuneration provided to employees,

which aim to satisfy them for the work they have completed. Compensation is

categorized into two types: financial compensation and non-financial compensation

(Fatimah, 2013).

Compensation is the payment given to an employee in return for their services

or individual contributions to your business. These contributions can include their time,

knowledge, skills, abilities, and dedication to your company or a specific project

(Onuorah & Okeke, 2023). Compensation plays a significant role in employee retention

by directly influencing job satisfaction and organizational commitment. Competitive

pay and benefits can attract top talent and incentivize them to stay with the company,

reducing turnover rates (Omuya, 2018). Adequate compensation not only meets

employees' financial needs but also serves as a recognition of their efforts and
 15

contributions, fostering loyalty and motivation (Fitri, 2024). Compensation can be

categorized into several types, including:

1. Base Salary: Fixed amount paid regularly, usually monthly, or annually, for the

work performed.

2. Bonuses and Incentives: Additional payments based on performance, goals

achieved, or company profitability.

3. Stock Options and Equity: Ownership stakes in the company offered as part

of compensation.

4. Benefits: Non-cash perks such as health insurance, retirement plans, paid time

off, etc.

5. Commissions: Payments based on sales or revenue generated by an individual.

6. Profit Sharing: Distribution of company profits among employees.

These types of compensation can vary widely depending on the organization,

industry, and specific job roles (Roschk & Gelbrich, 2014). Straight pay, salary and

commission, commission solely, team commissions, profit margin or revenue-based,

and residual commission are examples of common compensation strategies. Bonuses

and other incentives, together with employee benefits, can further customize each pay

plan (Milkovich, Newman & Gerhart, 2014).

2.2.2 Training and Development

Training and development is essential elements of HRM that improve

employees' skills and abilities, promoting both individual and organizational growth.

Further research indicates that training and development are learning practices that can

help employees enhance their skills and knowledge for better performance (Dermol et

al., 2013). Training and development is processes aimed at enhancing an employee's

 16

performance and improving their behavior. Companies that prioritize continuous

learning and professional development often see higher retention rates, as employees

feel appreciated and perceive opportunities for career progression (Mohammed,

Mohammed & Gana, 2022).

Training and development is regarded as rapid indicators that influence

efficiency and employee performance (Tahir et. al., 2014). Job training is identified as

a key factor in retaining employees within organizations (Ashraf & Mahmoud, 2022).

Training and development is crucial processes for enhancing employee skills and

performance. They play a significant role in increasing organizational effectiveness and

retaining key employees (Maqsood Haider et., al, 2015). Training equips employees

with the specific skills and knowledge required to perform their current roles

effectively, covering areas such as technical abilities, safety protocols, and operational

procedures. On the other hand, development offers more comprehensive educational

experiences designed to prepare employees for future challenges and career progression

(Tangthong, Trimetsoontorn & Rojniruntikul, 2014). This includes leadership training,

personal development opportunities, and professional growth programs. Combined,

training and development work to enhance both individual and organizational

performance, encourage ongoing learning, and facilitate career advancement (Kulkarni,

2013).

2.2.3 Supervisor Support

Supervisor support involves involving a training participant's supervisor to

assist and encourage the learner before and after the training, ensuring that the new

skills are effectively applied in their job (Kang & Kang, 2016). Supervisor support plays

a crucial role in shaping employee retention rates within organizations (Holland,

 17

Cooper & Sheehan, 2017). When supervisors actively engage with their team members,

provide guidance, and offer support, employees feel valued and motivated to remain in

their roles (Kalidass & Bahron, 2015). Effective supervisors foster a positive work

environment where employees are encouraged to voice concerns, seek professional

development opportunities, and contribute meaningfully to team goals (Boonparkob,

2019). This supportive relationship often leads to increased job satisfaction and loyalty

among employees, reducing turnover rates (Astuti & Helmi, 2021). Furthermore,

supervisors who demonstrate empathy, fairness, and trustworthiness establish strong

bonds with their teams, contributing to a sense of belonging and commitment that

enhances overall retention efforts (Sekhar & Patwardhan, 2023). In essence, the quality

of supervisor support can profoundly impact an organization's ability to retain talented

employees and sustain a productive workforce over time. (Kang & Kang, 2016).

Building a trusting relationship between supervisors and employees is

foundational. Trust is developed through consistent and fair treatment, reliability, and

open communication. When employees trust their supervisors, they are more likely to

feel secure and valued in their roles. Effective supervisors communicate clearly and

frequently with their employees (Kalidass & Bahron, 2015). This includes setting clear

expectations, providing regular feedback, and keeping employees informed about

organizational changes and goals. Clear communication helps prevent

misunderstandings and ensures employees know what is expected of them (Sekhar &

Patwardhan, 2023).

A supportive supervisor is readily available to assist employees with their tasks,

challenges, and professional development. This can include offering advice, providing

resources, and helping employees navigate difficulties (Kalidass & Bahron, 2015).

Demonstrating a willingness to help fosters a supportive and cooperative work

 18

environment. Recognizing and appreciating employees' efforts and achievements is a

crucial aspect of supervisor support (Rathi & Lee, 2017). Acknowledging hard work

and accomplishments boosts morale and motivates employees to maintain high

performance. This can be done through verbal praise, awards, or other forms of

recognition (Boonparkob, 2019).

2.2.4 Career Development

Career development is the continuous process of managing and planning an

individual’s career path to foster both personal and professional growth. This process

encompasses various activities and initiatives aimed at helping individuals explore

career options, establish career goals, and gain the necessary skills and experiences to

advance in their chosen field (Mok, Mackenzie & Thomson, 2021). Key elements of

career development include career planning, where individuals identify their career

goals and outline a path to achieve them, setting both short-term and long-term

objectives (Thwin, Janarthanan & Bhaumik, 2023). Skill development involves

acquiring and enhancing the skills and qualifications required for career progression

through education, training, and practical experience (McDonald & Hite, 2023). Career

counseling provides guidance from mentors, coaches, or career advisors to help

individuals make informed decisions about their career choices and development

strategies. Networking is essential for building and maintaining professional

relationships that offer support, advice, and opportunities for career advancement.

Regular performance evaluations allow individuals to assess their progress towards

career goals and make necessary adjustments. Additionally, professional growth

focuses on seeking advancement opportunities, such as promotions, new roles, or

increased responsibilities within the organization or industry. Overall, career

 19

development aims to help individuals reach their full potential, improve job

satisfaction, and achieve their career aspirations while aligning with organizational

goals and opportunities.

Career development opportunities are crucial for retaining employees, as they

provide clear paths for advancement and personal growth. Organizations with strong

career development programs are more likely to retain top talent, as employees are

driven by the potential for upward mobility and professional growth. The career

development significantly and positively influenced employee retention in telecom

industry (Sitati et al. 2016). Career development is the assistance an organization offers

to facilitate the professional growth of its employees, particularly in their transition to

new roles or projects within the company (Kunal & John, 2023). This support typically

involves coaching, mentoring, skill enhancement, networking opportunities, and the

career path planning. Additionally, the career development opportunities positively

encourage employees to remain with their organization (Herachwati & Rachma 2018).

Career development is the ongoing process of acquiring and applying short-term

skills to achieve long-term professional objectives. This lifelong journey involves

consistently achieving milestones aligned with your chosen career path (Dumitru &

Voinea, 2015). This study will specifically examine the impact of career development

practices on employee retention and explore whether these practices are effective in the

real world (Singh, S., 2023). Career development is crucial for employees as it aims to

holistically develop them, preparing them for the next step in their careers. The

practices involved in career development are customized for everyone based on their

abilities, needs, skills, performance, and productivity (Semwal & Dhyani, 2017). While

some career development practices are common for most employees, many are

customized to fit the unique needs of everyone. Everyone plans for responsibilities,
 20

work-life balance, expenses, investments, and retirement savings, but executing these

plans can present obstacles and uncertainties (Chetana & Mohapatra, 2017). To address

this, companies are now actively involved in helping employees identify their career

goals and long-term plans. These activities reinforce employees' trust in the

organization (Mazlan & Jambulingam, 2023).

2.2.5 Performance Appraisal

Performance appraisal, also known as performance review or evaluation, is a

systematic process through which an organization assesses and provides feedback on

an employee’s job performance (Ahmad & Bujang, 2013). It is a crucial component of

performance management systems and serves several purposes, including informing

decisions about promotions, salary adjustments, and professional development

(Farndale & Kelliher, 2013). A performance appraisal is a scheduled, formal process

designed to assess an employee’s overall performance and contributions to the

company, to enhance that performance. This process is also known as a performance

review, performance evaluation, or employee appraisal (Javidmehr & Ebrahimpour,

2015).

Performance appraisals serve as a structured opportunity to provide feedback,

formally evaluate job performance, and determine raises and bonuses (Farndale &

Kelliher, 2013). Typically conducted once or twice a year, these evaluations occur at

the beginning of the year and around the mid-year point (Harrington & Lee, 2015).

During these formal meetings, a direct manager or supervisor reviews the employee’s

performance regarding their key tasks and responsibilities (Ahmad & Bujang, 2013).

Performance appraisal involves optimizing organizational achievement through

efficient and effective means. It encompasses various activities like setting shared
 21

goals, ongoing progress assessment, frequent communication, feedback, coaching for

enhancement, implementing employee development initiatives, and recognizing

accomplishments (Stor, 2023).

Performance appraisals are a vital tool for managing employee performance and

development. When implemented effectively, they can enhance communication,

improve performance, and align individual goals with organizational objectives

(Mohrman & Lawler, 2017). However, it is essential to address potential biases and

ensure consistency to maximize the benefits of performance appraisals (Javidmehr &

Ebrahimpour, 2015). Overall, performance appraisal aims to improve employee

performance, support career development, and contribute to the organization’s success

(Soltani & Wilkinson, 2020).

2.3 Employee Retention

Employee retention, as defined as refers to the process of encouraging

employees to stay with the organization for as long as possible or until the completion

of their project (Kaur, 2017). This concept aligns with research indicating that effective

retention strategies positively influence an organization's ability to connect with

employees, thereby enhancing engagement and increasing support for critical

organizational initiatives (Hamadamin & Atan, 2019). To adapt to the growing need for

a sustainable organizational environment, companies must adjust their priorities to

ensure they meet employees' fundamental human needs, creating a work environment

that provides both personal satisfaction and organizational fulfillment (Silva, Carvalho,

& Dias, 2019).

The concept of employee retention emerged during the 1970s and mid-1980s

when individuals and organizations started recognizing the significance of retaining

 22

talented employees and its benefits for the organization (Azeez, 2017). Prior to this

period, employees typically joined companies to fulfill their daily needs and often

remained with the same employer for long periods, even throughout their careers

(Mazlan & Jambulingam, 2023). However, the rise in job mobility and voluntary job

changes led to increased employee turnover across many industries (Moloantoa, &

Dorasamy, 2017). In response, organizational management began to critically evaluate

and implement employee retention strategies as a tool to keep valuable employees

within the company The primary goal of employee retention is to prevent capable

workers from leaving, as their departure can negatively impact the services provided

by the organization (Sawaneh, & Kamara, 2019).

2.4 The Relationship between HR Practices and Employee Retention

The relationship between Human Resource Management (HRM) practices and

employee retention is pivotal in shaping the overall effectiveness and stability of an

organization (Azeez, 2017). HRM practices encompass a wide range of strategies and

policies aimed at attracting, developing, and retaining talent within the workforce

(Hamidi, 2023). Key practices such as competitive compensation packages,

comprehensive benefits, supportive work environments, and opportunities for career

advancement are critical factors influencing employee retention (Rathi & Lee, 2017).

When HRM practices align with the needs and aspirations of employees, they

contribute to higher job satisfaction and increased commitment to the organization

(Hussain & Rehman, 2013).

The relationship between compensation and employee retention is critical and

multifaceted. Competitive compensation packages play a pivotal role in attracting and

retaining top talent, as employees often view their salary and benefits as a reflection of
 23

their value to the organization. Adequate compensation ensures that employees feel

financially secure and fairly rewarded for their contributions, which enhances their job

satisfaction and loyalty (Fitri, 2024). Furthermore, structured compensation systems

that include regular pay reviews, bonuses, and incentives can motivate employees to

perform at their best and stay committed to the company (Chatzoudes & Chatzoglou,

2022). When employees perceive that their compensation aligns with their skills,

experience, and market standards, they are less likely to seek employment elsewhere

(Fulmer, Gerhart & Kim, 2023).

The relationship between training and development programs and employee

retention is crucial for organizational success and sustainability. Investing in

continuous learning opportunities demonstrates a commitment to employees' growth

and professional advancement, which can significantly enhance job satisfaction and

loyalty (Nyathani, 2023). Effective training programs not only equip employees with

the necessary skills and knowledge to perform their jobs effectively but also signal to

them that their development is valued by the organization. This sense of investment in

their career growth fosters a deeper sense of commitment and engagement, reducing

turnover rates (Rodriguez & Walters, 2017).

The relationship between supervisor support and employee retention is deeply

interconnected, as the quality of the supervisory relationship often determines an

employee's decision to stay with or leave an organization (Hussain & Rehman, 2013).

Supervisor support manifests through various actions, such as offering regular and

constructive feedback, recognizing, and rewarding achievements, facilitating career

development, and providing emotional and practical assistance during challenging

times (Hussain & Rehman, 2013). These actions help to cultivate a sense of trust and

loyalty among employees, significantly enhancing their job satisfaction and

 24

organizational commitment. When employees perceive their supervisors as supportive,

they are more likely to feel valued and understood, which boosts their morale and

reduces the likelihood of seeking employment elsewhere (Rathi & Lee, 2017).

The link between career development and employee retention is both profound

and essential for an organization's success. Opportunities for career development,

including skill-building programs, mentorship, and clear advancement pathways, serve

as powerful incentives for employees to stay with their current employer (Chatzoudes

& Chatzoglou, 2022). When employees perceive that their organization is committed

to their growth and provides concrete opportunities for career progression, they are

more likely to feel appreciated and dedicated (Azeez, 2017). This sense of appreciation

and dedication greatly boosts job satisfaction and loyalty, resulting in lower turnover

rates (Thwin, Janarthanan, & Bhaumik, 2023).

The relationship between performance appraisal and employee retention is

crucial for fostering a stable and motivated workforce. Performance appraisals provide

employees with regular feedback on their work, highlighting strengths and identifying

areas for improvement (Fitri, 2024). When conducted effectively, these evaluations

help employees understand how their contributions align with organizational goals and

recognize their achievements, which enhances their sense of value and job satisfaction

(Hamidi, 2023). Moreover, performance appraisals can uncover employees' aspirations

and career development needs, allowing organizations to tailor development programs

and growth opportunities accordingly (Azeez, 2017). This personalized attention to

employees' professional growth fosters loyalty and commitment, reducing the

likelihood of turnover. Additionally, transparent, and fair performance appraisal

processes build trust between employees and management, further strengthening

retention (Nyathani, 2023).

 25

2.5 Conceptual Framework of the Study

reinforcement theory, equity theory, and

Training Development

Supervisor Support

Career Development Employee Retention

Performance Appraisal

Compensation

Figure (2.1): Conceptual Framework of the Study

The framework was formed based on the consideration of the research

questionnaires, objectives of this study, and the literature review, which mainly focused

on HRM practices that the researcher suggested that could have an impact on employee

retention of Edotco Company in Myanmar.

2.6 A Brief Profile of Edotco Myanmar Limited

Edotco Myanmar Limited is a prominent telecommunications infrastructure

services company operating in Myanmar. As a subsidiary of Edotco Group, which is a

leading regional integrated telecommunications infrastructure services company in

Asia, Edotco Myanmar specializes in the construction, ownership, and management of

telecommunications towers and related infrastructure. Founded with a commitment to

enhancing connectivity and supporting the growth of Myanmar's telecommunications

sector, Edotco Myanmar has rapidly expanded its portfolio, becoming a key player in
 26

the industry. The company focuses on providing innovative and sustainable

infrastructure solutions, including tower leasing, co-location services, and energy

solutions, to mobile network operators and other wireless service providers.

Edotco Myanmar's operations are characterized by a strong emphasis on

environmental sustainability and corporate social responsibility. The company adopts

green practices in its operations, such as utilizing renewable energy sources and

implementing energy-efficient technologies in its tower sites. With a dedicated team of

professionals and a customer-centric approach, Edotco Myanmar strives to deliver

high-quality services that meet the evolving needs of the telecommunications industry.

The company's strategic initiatives are aligned with its vision to be the leading regional

telecommunications infrastructure services company, contributing to the advancement

of digital connectivity in Myanmar.

Through continuous investment in technology and innovation, Edotco

Myanmar aims to support the rapid growth of mobile and internet penetration in the

country, thereby enhancing communication and connectivity for businesses and

communities across Myanmar.

 27

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

This chapter outlined the study's research design and methodology. The

research design and methodology section details the general approach and specific

techniques used to tackle the research questions and objectives. This includes details

on the research design and data collection methods. Specifically, the chapter covers the

study's sample, including the respondents' biographical data, the research type,

sampling strategies, the measurement instrument employed, reliability concerns, the

data collection procedure, and the statistical techniques used for data analysis. This part

guarantees that the study is methodically organized and carried out, ensuring clarity and

reproducibility. At this stage, decisions were made regarding the research process,

approach, timing, location, and execution.

3.1 Research Method

Since this study seeks to investigate the impact of HRM practices on employee

retention at Edotco Myanmar, a Telecom company, a descriptive research method was

applied. This approach allows for the characterization of objects, people, groups, and

human resources, explaining current conditions using questionnaires to describe the

phenomenon (Rovai et al. 2013) stated that a descriptive study aims to accurately

document events occurring within a specific situation and population. Consequently, a

descriptive study design was employed to investigate the relationship between the

independent and dependent variables. In descriptive research, the researcher employs

 28

measurement and observation techniques to identify relationships among variables

without intervening in the process (Ingham-Broomfield, 2014).

In the analytical section, the research model is evaluated by studying the

influence of HRM practices on employee retention, focusing on aspects such as

compensation, training and development, supervisor support, career development, and

performance appraisal. A quantitative research approach was also employed, as it

facilitates an analytical methodology (McCusker & Gunaydin, 2015) and enables the

examination of relationships between independent and dependent variables (Field,

2013). This study utilized a 5-point Likert scale, ranging from 1 (Strongly Disagree) to

5 (Strongly Agree), to gather primary data. Primary data were collected from a sample

of 320 employees of Edotco Myanmar Limited using structured questions and the

random sampling technique.

3.2 Research Design

This study aimed to investigate the effect of HRM practices on employee

retention of Edotco Myanmar in Yangon, Myanmar. A research design essentially

serves as a strategic plan for conducting a specific research project, outlining the types

of data to be gathered and the methods used for data collection. In designing research,

it is crucial for researchers to identify the type of evidence needed to address the

research question adequately or interactively (Kline, 2011).

This research aims to explore the impact of HRM practices on employee

retention through a quantitative methods approach. By conducting quantitative surveys

with a sample of 320 employees from Edotco Company, the study seeks to identify

which HRM practices most effectively enhance retention. Statistical analyses will
 29

measure the relationship between the selected HRM practices and employees' intent to

stay.

To evaluate the effect of HRM practices on employee retention of Edotco

Myanmar, this study employed a descriptive research design and utilized descriptive

statistical analysis on both demographic variables and factors influencing employee

retention at Edotco Myanmar. A quantitative research approach was adopted to

examine the relationship between independent and dependent variables (Field, 2013).

The quantitative data collected from participants' survey responses were used to assess

the impact of HRM practices on employee retention. Both primary and secondary data

were used to achieve the study's objectives.

Primary data involves collecting specific information for a unique. In this study,

primary data were obtained through structured questionnaires using a quantitative

approach. A convenience sampling technique was applied within a random sampling

framework to gather this primary data. Secondary data, on the other hand, consists of

information previously collected for other purposes. Secondary data can be beneficial

to researchers as it helps answer research questions, either fully or partially. The main

advantage of using secondary data is the considerable saving of resources such as time

and money. In this study, secondary data were sourced from websites, published

reports, journals, various magazines, and prior research. These materials or electronic

sources offer cost-effective and straightforward methods for obtaining relevant

information (Mazhar, 2021).

3.3. Population and Sampling

This study examines the impact of HRM practice on employee retention of

Edotco Company. The employees of Edotco Myanmar Limited in Myanmar constitute

 30

the population of interest for the research. Thus, the participants in this study were

employees currently employed there. The target population was 1500 employees of

Edotco Company in Myanmar. Primary data for this study were gathered through a

survey approach using questionnaires. The sample size was 306 when the margin of

error is set at 5% and the confidence level at 95%. The basic data for this study were

collected using a simple random sampling technique. Each statement was rated by the

respondents on a Likert scale of 1 to 5, ranging from strongly agree to strongly disagree.

The primary data were gathered through survey questionnaires created using Google

Forms and distributed via email. The instrument was validated through a pilot study

with several respondents, and the reliability of the various factors measured by the

instrument was found to be statistically significant.

3.4 Questionnaires

The study utilized structured questionnaires adapted from prior research to

measure its variables. These variables were constructed using a 5-point Likert scale,

ranging from 1 (strongly disagree) to 5 (strongly agree). The questionnaire was divided

into three sections: the first aimed at gathering demographic data, the second focused

on HRM practices, and the third addressed employee retention.

The selected HRM practices such as training and development was measured

with 5 statements, supervisor support was measured with 5 items while career

development variable consisted of 5 statements. And performance appraisal was

measured in 5 items and compensation consisted of 5 items, dependent variable,

employee retention was measured in 5 items. The questionnaires for all independent

and dependent have been adopted. For all the measures, respondents were asked to rate
 31

on a five-point Likert-type scale ranging from 1 (Strongly Disagree) to 5 (Strongly

Agree).

3.5 Data Collection

A quantitative approach with a survey method is used to collect the primary data

in this study. Research showed that the completion of online surveys increased

drastically between 2012 and 2013 (de Bruijne & Wijnant, 2014). Thus, data collection

consisted of the Google form for an online survey. The use of online surveys allows for

easier and more reliable data collection when compared to traditional paper-and-pen

forms of data collection and can be used to access participants more quickly (Khazaal

et al., 2014). Online surveys allow for a distance between the researcher and the

participant, maintaining the anonymous questionnaire, and for free and honest

responses (Teitcher et al., 2015).

A structured questionnaire with a five-point Likert scale is used for collecting

the primary data. The first part of the questionnaire is concerning the characteristics of

respondents. The second and last part of the questionnaire focuses on selected HR

practices (compensation, training and development, supervisor support, career

development, and performance appraisal) while the third part consists of questions on

employee retention. The secondary data were collected from previous research,

textbooks, websites, and published journals and articles. By applying a simple random

sampling technique, a total of 328 questionnaires were returned. A total of 320

completed questionnaires were usable for this study. Respondents were asked to rate

each statement using Likert scales of 1 to 5 ranging from strongly disagree to strongly

agree.
 32

3.6 Data Analysis

Effective data analysis is crucial for project success as it enables a deeper

understanding of the data. It is a methodical research approach aimed at objectively and

systematically interpreting the explicit content of statements. In this study, primary data

were coded, assigning code numbers to each survey response. Coding serves to

structure and condense research data into manageable summaries. The survey data were

analyzed using SPSS version 25 (Dibekulu, Dawit., 2020).

This study will perform a descriptive analysis of all demographic characteristics

as well as all variables including independent and dependent variables. Then, this study

will perform reliability tests, Pearson’s correlation analysis, and regression analysis to

answer the research questions and objectives. Pearson's correlation coefficient

statistical analysis was conducted to ascertain the relationship between the variables

and to identify any correlations and variances. This coefficient measures the strength

and direction of a linear relationship between two variables. Descriptive statistics,

including means, percentages, and frequency distributions, were employed to

effectively present the study's findings. The results were displayed using tables and

charts.
 33

CHAPTER FOUR

DATA ANALYSIS AND FINDINGS

This chapter details the analysis of the data gathered from respondents. The

findings are shown using tables and figures. The data was analyzed using frequency

distributions and percentages, mean scores, and standard deviations. Additionally,

person correlation and regression analyses are included. The results are presented

following the structure of the questionnaire, with the main findings briefly summarized

and explained.

4.1 Descriptive Analysis of Profile of Respondents

This section aims to analyze the demographic characteristics of the respondents,

including gender, marital status, age, income, education, and occupation. The

demographic data has been analyzed and presented in the table below as frequency

distributions and percentages.

4.1.1 Gender

The study aimed to analyze the gender of the respondents, and the findings are

displayed in Table 4.1.

Table (4.1): Descriptive analysis of Gender

No. Gender Frequency Percentage

1. Male 150 46.9%
2. Female 170 53.1%
Total 320 100%
 34

GENDER
Male Female

47%
53%

Figure (4.1): Gender Comparison

The results indicate that 150 respondents are male, and 170 respondents are

female. Thus, the gender distribution is 46.9% male and 53.1% female. The study

shows that the percentage of male respondents is slightly lower than that of female

respondents.

4.1.2 Marital Status

This study aimed to determine the marital status of the respondents to ensure

that perspectives from various marital status groups were considered. The results are

shown in Table 4.2.

Table (4.2): Descriptive analysis of Marital Status

No. Marital Status Frequency Percentage

1. Male 123 38.4%

2. Female 197 61.6%

Total 320 100%

 35

Marital status is categorized into two groups: single and married. The results

reveal that 123 respondents, representing 38.4% of the sample, are single, while the

remaining 197 respondents, or 61.6%, are married as presented in table(4.2) and figure

(4.2).

Marital Status

38%
62%

Married Single

Figure (4.2): Comparison of Marital Status

4.1.3 Age

The respondents' ages have been divided into five groups: "18-25 years old,"

"26-35 years old," "36-40 years old," "41-45 years old," and "46 years old and above."

Table 4.3 shows the results of the age analysis.

Table (4.3): Descriptive analysis of Age

No. Age Frequency Percentage

1. 18-25 years old 6 1.9%
2. 26-35 years old 154 48.1%
3. 36-40 years old 89 27.8%
4. 41-45 years old 48 15.0%
5. 46 years old and above 23 7.2%
Total 320 100%
 36

Age

48.10%

27.80%

15%
7.20%
1.90%

18-25 years 26-35 years 36-40 years 41-45 years 46 years old
old old old old and above

Figure (4.3): Age Comparison

The study findings from Table 4.3 reveal that 1.9% of respondents are in the

"18-25 years old" age group, 48.1% are in the "26-35 years old" group, 27.8% fall

within the "36-40 years old" group, 15% are in the "41-45 years old" group, and 7.2%

are in the "46 years old and above" group. Most respondents are between 26-35 years

old, followed by those aged 36-40, 41-45, and 46 and above, with only 1.9% in the 18-

25 age group.

4.1.4 Educational Background

This study sought to establish the level of education of the respondents. The

level of education encompasses knowledge and skills which enabled the study to

understand the perception levels of the respondents.

The study aimed to determine the educational background of the respondents,

and the findings are presented in Table (4.4) and Figure (4.4) below.
 37

Table (4.4): Descriptive analysis of Educational Background

No. Age Frequency Percentage

1. High School 6 1.9%
2. Diploma 6 1.9%
3. Bachelor Degree 278 86.9%
4. Master’s Degree 30 9.4%
Total 320 100%

Bachelor Degree,
86.90%

High School, Master's Degree,

1.90% 9.40%
Diploma, 1.90%

High School Diploma Bachelor Degree Master's Degree

Education level

Figure (4.4): Comparison of Educational Level

The results are categorized into four education levels: high school, diploma,

bachelor's degree, and master's degree. According to the study, 1.9% of respondents

had a high school education, another 1.9% had a diploma, 86.9% held a bachelor's

degree, and 9.4% had a master's degree. This indicates that the majority of respondents

held a bachelor's degree.

 38

4.1.5 Position in the Organization

The position levels of respondents were divided into five groups, as shown in Table

4.5.

Table (4.5): Descriptive analysis of Position Level

No. Position Level Frequency Percentage

1. Entry-level 18 5.6%
2. Mid-level 82 25.6%
3. Senior-level 78 24.4%
4. Managerial 35 10.9%
5. Executive 107 33.4%
Total 320 100%

Position level

EXECUTIVE 33.40%

MANAGERIAL 10.90%

SENIOR-LEVEL 24.40%

MID-LEVEL 25.60%

ENTRY-LEVEL 5.60%

Position level

Figure (4.5): Comparison of Position level

The analysis reveals that the majority of respondents were at the executive level,

with 33.4% representing the highest proportion. The entry-level had the fewest

participants, at 5.6%. The remaining respondents were distributed as follows: 25.6% at

the mid-level, 24.4% at the senior level, and 10.9% in managerial positions.
 39

4.2 Reliability Analysis of Variables

Construct reliability refers to the extent to which a measurement is free from

errors and consistently yields reliable results. It indicates how stable and consistent an

instrument measures a concept, assessing its reliability or accuracy (Hair et al., 2010).

In quantitative research, reliability is crucial, particularly concerning the consistency of

measurement (Neuman, 2006). Cronbach's alpha is commonly used to measure internal

consistency when constructing scales from multiple Likert scale questions. It evaluates

how well items in a scale correlate with one another, reflecting the reliability of the

measurement (Kline, 2011). Cronbach’s Alpha ranges from 0.0 to 1.0, where higher

values indicate greater internal consistency among the items comprising the scale.

Table (4.6): Reliability Analysis of Variables

Cronbach
Variables Item
's Alpha
Compensation 5 .955
Training and Development Experiences 5 .967
Supervisor Support 5 .959
Career Development 5 .971
Performance Appraisal 5 .968
Employee Retention 5 .957

Cronbach’s alpha exceeding 0.7 indicates good reliability, while values above

0.9 indicate excellent reliability. According to the reliability analysis (Table 4.6), all

variables exhibit Cronbach’s alpha values ranging from 0.955 to 0.971. As these values

approach 1, they indicate highly acceptable reliability. Specifically, for training and

development, Cronbach’s alpha is 0.967 based on five questions. Supervisor Support

shows a Cronbach’s alpha of 0.959 across five indicators. Career development has a
 40

Cronbach’s alpha of 0.971 for its five items. Performance appraisal scores 0.968 with

its five questionnaire items, while Compensation achieves a Cronbach’s alpha of 0.955

across five items. Employee retention has a Cronbach’s alpha of 0.957 with its five

items. These Cronbach’s alpha values indicate that all variables are reliable for data

analysis purposes (Belias et al., 2015).

4.3 Descriptive Analysis of Variables

4.3.1 Compensation

The final independent variable examined in this study is Compensation,

comprising five items aimed at assessing respondents' perceptions regarding this aspect.

Table 4.7 provides the mean values for Compensation. The average mean score for

compensation is 3.79, with an average standard deviation of 0.842. Within the

statements related to Compensation, the mean values range from 3.70 to 3.87. The

statement "I feel that my compensation directly impacts my job performance" has the

highest mean value of 3.87. In contrast, the item measuring satisfaction with

opportunities for salary increases and bonuses within the organization has the lowest

mean value at 3.70.

Table (4.7): Descriptive Analysis of Compensation

No. Compensation Mean S. D

I am very satisfied with my overall compensation

1 3.82 .887
package (salary, bonuses, benefits) provided by the
organization.
2 I feel that my compensation directly impacts my job 3.87 .912
performance.
3 I am satisfied with the opportunity for salary increases 3.70 .933
and bonuses in the organization.
4 My compensation package supports my decision to stay 3.78 .873
with the organization.
 41

5 I feel valued by the organization because of my 3.77 .967

compensation package.
Overall Mean 3.79 .842

4.3.2 Training and Development

The first independent variable examined in this study is training and

development, consisting of five items designed to gauge respondents' perceptions.

Table 4.8 presents the mean values for each item in training and development. The

overall mean for training and development is 4.02, with an average standard deviation

of 0.763. Within the training and development questionnaire statements, mean values

range from 3.93 to 4.10. Among these items, item number 5, which assesses

respondents' encouragement to recommend the organization’s training and

development programs to colleagues, has the highest mean value at 4.10. Conversely,

the item measuring agreement with how training programs contribute to skills and

knowledge improvement has the lowest mean value of 3.93.

Table (4.8): Descriptive Analysis of Training and Development

No. Training and Development Mean S. D

1 I am very satisfied with the quality of the training and 4.02 .847
development programs provided by my current company.
2 I agree that the training programs help me to improve my 3.93 .877
skills and knowledge.
I believe that the training and development opportunities
3 4.03 .779
provided by the organization have enhanced my job
performance.
4 I agree that the training and development programs support 4.03 .779
my career growth within the organization.
5 I strongly recommend the organization’s training and 4.10 .773
development programs to my colleagues.
Overall Mean 4.02 .763
 42

4.3.3 Supervisor Support

Table 4.9 displays the descriptive analysis of supervisor support, the second

independent variable, which comprises 5 items. The average mean score for SS is 4.15,

with an average standard deviation of 0.784. Within the Supervisor Support statements,

the mean values range from 4.02 to 4.25. Among these items, item number 2, focusing

on supervisor recognition and appreciation of contributions to the team, has the highest

mean value at 4.25. Conversely, the item concerning encouragement from supervisors

to pursue additional training and development opportunities has the lowest mean value,

with 4.02.

Table (4.9): Descriptive Analysis of Supervisor Support (SS)

No. Supervisor Support Mean S. D

1 I agree with the level of support my supervisor provides in 4.19 .838

helping me achieve my work goals.
2 My supervisor recognizes and appreciates my contributions to 4.25 .795
the team.
3 My supervisor supports me by providing opportunities for my 4.19 .865
professional development and growth.
4 My supervisor encourages me to pursue additional training 4.02 .935
and development opportunities to me.
5 I agree that the supervisor’s support has positively impacted 4.08 .792
my work performance and job satisfaction.
Overall Mean 4.15 .784

4.3.4 Career Development

The third independent variable examined in this study is career development,

which includes five items designed to assess respondents' perceptions regarding this

aspect. Table 4.10 presents the mean values of the items for the career development

variable. The average mean score for career development is 3.94, with an average
 43

standard deviation of 0.760. Within the Career Development statements, the mean

values range from 3.89 to 3.97. Items number 2 and 3, which focus on organizational

support for skills and knowledge through career development programs, and the

enhancement of job performance through these opportunities, respectively, have the

highest mean value of 3.97. Conversely, the item measuring satisfaction with the career

development opportunities provided by the organization has the lowest mean value at

3.89.

Table (4.10): Descriptive Analysis of Career Development

No. Career Development Mean S. D

1 I feel very satisfied with the career development 3.89 .835

opportunities provided by the organization.
2 I agree with my organization’s support my skills and 3.97 .820
knowledge by offering career development programs.
I believe that the career development opportunities
3 3.97 .748
provided by the organization have enhanced my job
performance.
4 The career development opportunities have directly 3.93 .767
influenced my decision to stay with the organization.
5 I feel very satisfied with the overall support for career 3.93 .840
development in the organization.
Overall Mean 3.94 .760

4.3.5 Performance Appraisal

The fourth independent variable explored in this study is performance appraisal,

consisting of five items designed to gauge respondents' perceptions regarding this

aspect. Table 4.11 provides the mean values of the items within the Performance

Appraisal variable. The average mean score for performance appraisal is 3.93, with an

average standard deviation of 0.800. Within the performance appraisal statements, the

mean values range from 3.88 to 4.00. The statement "Performance appraisals help me
 44

understand my strengths and areas for improvement" has the highest mean value of

4.00. Conversely, the item measuring satisfaction with the performance appraisal

process in the organization has the lowest mean value at 3.88.

Table (4.11): Descriptive Analysis of Performance Appraisal

No. Performance Appraisal Mean S. D

1 My organization provides a well-constructed format for the 3.91 .826

performance appraisal process.
2 I feel very satisfied with the performance appraisal process 3.88 .864
in the organization.
3 Performance appraisals help me understand my strengths 4.00 .821
and areas for improvement.
4 Performance appraisals align with my career goals and 3.97 .820
aspirations.
5 My decision to stay with the organization because of the 3.90 .919
performance appraisal process.
Overall Mean 3.93 .800

4.3.6 Employee Retention

The focus of this study is on the dependent variable Employee Retention (ER),

which consists of five items designed to gauge respondents' perceptions regarding this

aspect. Table 4.12 presents the mean values for the items within the Employee

Retention (ER) variable. The average mean score for ER is 3.78, with an average

standard deviation of 0.872. Within the ER statements, the mean values range from 3.60

to 3.93. The item "I strongly believe that my performance appraisal will improve due

to the clear paths provided by the organization" has the highest mean value of 3.93.

Conversely, the item measuring intention to remain with the organization in the next

two years due to supervisor support and guidance has the lowest mean value at 3.60.
 45

Table (4.12): Descriptive Analysis of Employee Retention

No. Employee Retention Mean S. D

1 I will remain with the organization for the next two years 3.60 1.042
ahead because of my supervisor's support and guidelines.
2 I feel that the training and development opportunities 3.66 .979
influenced my decision to stay with the organization.
3 I believe that the organization values my professional 3.89 .857
growth and development.
4 I strongly believe that my performance appraisal will 3.93 .923
improve the clear paths provided by the organization.
My decision to stay with the organization because of
5 3.80 .914
organization supports my career development and
compensation package.
Overall Mean 3.78 0.872

4.4 Pearson Correlation Analysis of Variables

This section presents a correlation analysis between HR practices (Training and

Development Experiences, Supervisor Support, Career Development, Performance

Appraisal, and Compensation) and employee retention at Edotco Myanmar. Bivariate

correlation examines the relationships between pairs of variables, determining the

strength and direction of their association. Pearson correlation coefficient was used to

assess whether and to what extent there is a linear relationship between these variables

(Hair et al., 2010). The correlation coefficient ranges from +1 to -1, where a negative

sign indicates a negative relationship and a positive sign indicates a positive

relationship. Higher correlation coefficient values close to 1 indicate a stronger

relationship, whereas values closer to zero suggest a weaker relationship between the

variables.
 46

Table (4.13): Pearson Correlation Analysis of Variables

Variables 1 2 3 4 5 6

1.Training and 1
Development
2.Supervisor Support .759** 1

3.Career Development .889** .785** 1

4.Performance Appraisal .781** .713** .883** 1

5.Compensation .726** .568** .780** .783** 1

6.Employee Retention .821** .731** .881** .883** .867** 1

**Correlation is significant at the 0.01 level (2-tailed)

According to the results of Pearson correlation analysis, Table 4.13, there is a

significant relationship between HR practices (training and development, supervisor

support, career development, performance appraisal, compensation) and employee

retention of Edotco Myanmar. The findings indicate that all correlation coefficients for

HR practices are positive and demonstrate significant associations with employee

retention in this study sample.

According to Pearson correlation analysis, there is a positive correlation

between training and development and employee retention (r=0.821, p< 0.01). The

relationship between supervisor support is tested against employee retention of Edotco

Myanmar Company. The result indicated that there is a significant positive relationship

between supervisor support and employee retention of Edotco Myanmar Company.

This is indicated by a correlation coefficient value of r= 0.731, where P value is less

than 0.01. The relationship between career development is investigated against

employee retention. The result shows that there is a positive correlation between career

development and employee retention (r =0.881, P < 0.01). Also, the findings indicated
 47

that there is a positive correlation between performance appraisal and employee

retention (r = 0.883, p< 0.01), and there is a positive correlation between compensation

and employee retention (r = 0.867, p< 0.01), respectively.

Therefore, the selected HR practice of Edotco Myanmar Company is

significantly and positively correlated to its employee retention in Myanmar. In

conclusion, among the selected HR practices, compensation is highly correlated with

employee retention of Edotco Myanmar Company.

4.5 Regression Analysis

Multiple linear regression is a statistical method used to establish a relationship

between a dependent variable and a linear combination of two or more independent

variables. This predictive analysis aims to assess how changes in independent variables,

whether continuous or categorical, influence a continuous dependent variable (Kline,

2011). There are three primary uses for multiple linear regression analysis. Firstly, it

determines the strength of the impact that independent variables have on the dependent

variable. Secondly, it helps quantify the effects of these variables, showing how much

the dependent variable is expected to change with changes in the independent variables.

Lastly, multiple linear regression provides point estimates (Hair et al., 2010). In this

study, five independent variables (training and development, supervisor support, career

development, performance appraisal, and compensation) are examined for their

potential impact on employee retention of Edotco Myanmar. Multiple regression

analysis is employed to assess how these variables collectively influence employee

retention.
 48

4.5.1 Model Summary and ANOVA Test

The regression model summary in Table (4.14) presents the R and R-squared

values. The R-value indicates a simple correlation, showing a high correlation

coefficient of 0.942. This suggests a strong degree of correlation between the variables.

Table (4.14): Model Summary

R R Square Adjusted R Square Std. Error of the Estimate

.942a .887 .885 .29544

In Table (4.14), the model summary also provides the R-squared value, which indicates

the proportion of variance in the dependent variable (employee retention) explained by

the independent variables (training and development experiences, supervisor support,

career development, performance appraisal, compensation). The R-squared value is

0.887, indicating that 88.7% of the variability in employee retention can be accounted

for by these five independent variables. The ANOVA test results in Table (4.15)

indicate that the model is statistically significant and fits (F=493.952, p<0.001) for this

study.

Table (4.15): ANOVA Test

Sum of
Squares df Mean Square F Sig. (p)
Regression 215.569 5 43.114 493.952 .000b

Residual 27.407 314 .087

Total 242.976 319

 49

4.5.2 Regression Coefficient

Multiple regression coefficients are utilized to assess the impact of independent

variables on employee retention. Table (4.16) displays the outcomes of multiple

regression analysis examining the relationships between independent and dependent

variables. The coefficients table (Table 4.16) provides crucial information for

predicting the dependent variable, employee retention, based on independent variables

such as training and development, supervisor support, career development,

performance appraisal, and compensation. It determines the statistical significance of

each independent variable by examining the "sig." column. Additionally, the values in

the "B" column under "Unstandardized Coefficients" in Table (4.16) are used to

formulate the regression equation as follows:

Y = β0 + β1X1 + β2X2 + β3X3 + β4X4 + β5X5

Table (4.16): Multiple Regression Results of Dependent and Independent Variables

t Sig.
Unstandardized Standardized
Coefficients Coefficients
B Std. Error Beta

Compensation 0.407 0.034 0.393 12.000 .000

Training and
Development 0.105 0.049 0.092 2.137 .033

Supervisor 0.132 0.036 0.118 3.705 .000

Support
Career 0.155 0.067 0.135 2.327 .021
Development
Performance 0.327 0.047 0.300 6.957 .000
Appraisal

As indicated in Table (4.16), training and development (β = 0.092, t = 2.137, p < 0.033),

supervisor support (β = 0.118, t = 3.705, p < 0.001), career development (β = 0.135, t

 50

= 2.327, p < 0.021), and performance appraisal (β = 0.300, t = 6.957, p < 0.001) exhibit

significant and positive impacts on employee retention. Additionally, Compensation

has the highest beta coefficient value (β = 0.393, t = 12.000, p < 0.001), indicating it

has the greatest influence on employee retention among the selected HR practices in

this sample study.

 51

CHAPTER FIVE

DISCUSSION AND CONCLUSION

This chapter provides a condensed overview of the main discoveries from the

research, which examined how HR practices influence employee retention at Edotco

Myanmar. It incorporates conclusions drawn from these findings along with

recommendations. Additionally, the chapter identifies employee retention as a potential

area for future research investigating the effects of HR practices.

5.1 Discussion of Findings

The research investigated the HR strategies implemented at Edotco Myanmar

and their influence on employee retention. Specifically, the study focused on the

selected HR practices (compensation, training and development, supervisor support,

career development, and performance appraisal) to assess their impact on retaining

employees at Edotco Myanmar.

This study included a sample of 320 employees from Edotco Myanmar.

Analysis of the respondents' demographics revealed that females constituted a majority

at 53.1%, while males accounted for 46.9% of the participants. In terms of marital

status, 38.4% of respondents were single, while 61.6% were married. Regarding age

distribution, the largest proportion of respondents, 48.1%, fell within the 26-35 years

age group, followed by 27.8% in the 36-40 years range. Those aged 41-45 years

comprised 15%, and 7.2% were over 45 years old, with the youngest age group (18-25

years) representing 1.9% of respondents. Educationally, the majority, 86.9%, held

Bachelor's degrees, followed by 9.4% with Master's degrees, 1.9% with diplomas, and

another 1.9% with a high school education. Regarding job roles, executives constituted
 52

the largest group at 33.4%, followed by mid-level employees at 25.6%, senior-level at

24.4%, managerial-level at 10.9%, and entry-level employees at 5.6%.

The Pearson correlation analysis reveals significant and positive relationships

between HR practices—compensation, training and development experiences,

supervisor support, career development, and performance appraisal—and employee

retention of Edotco Myanmar. Compensation supervisor support, career development,

and performance appraisal all demonstrate significant positive correlations with

employee retention, underscoring their role in fostering a supportive work environment

that enhances retention rates. These findings underscore the critical role of robust HR

practices in creating favorable conditions for retaining employees within the

organization.

The regression analysis results demonstrate that training and development

experiences, supervisor support, career development, performance appraisal, and

compensation significantly and positively impact employee retention at the

organization. Specifically, training and development experiences, supervisor support,

career development, and performance appraisal all show significant beta coefficients,

indicating their individual contributions to enhancing employee retention. Notably,

Compensation stands out with the highest beta coefficient, suggesting it has the most

substantial influence on employee retention among all the factors examined. These

findings underscore the importance of comprehensive HR strategies, particularly in

terms of compensation, in fostering an environment conducive to retaining employees

at Edotco Myanmar.
 53

5.2 Conclusion

This study analyzed the impact of HRM practices on employee retention at

Edotco Myanmar. The first objective was to identify the relationship between training

and development and employee retention. The analysis revealed a positive relationship

between training and development and employee retention (r=0.821, p<0.01).

Regression analysis further demonstrated that training and development significantly

impact employee retention (Beta=0.092, p<0.05). These findings are supported by

Xuecheng, Iqbal, and Saina (2022), who concluded that training and development are

significantly and positively correlated with employee retention.

The second objective was to analyze the relationship between supervisor

support and employee retention. The results indicated a positive and significant

relationship between supervisor support and employee retention (r=0.731, p<0.01), and

that supervisor support influences employee retention (Beta=0.118, p<0.001). This

result aligns with the findings of Bibi, Ahmad, and Majid (2018), which revealed that

supervisor support plays a critical role in influencing employee retention.

The third objective was to investigate the relationship between career

development and employee retention. Pearson’s correlation analysis showed a strong

correlation between career development and employee retention (r=0.881, p<0.01).

Additionally, the beta coefficient for career development (Beta=0.135, p<0.01)

indicates a significant impact on employee retention. These results confirm the findings

of Sitati, Were, and Waititu (2016), who noted the importance of career development

in influencing employee retention.

The fourth objective was to identify the relationship between performance

appraisal and employee retention. The results indicated a positive and significant

relationship between performance appraisal and employee retention (r=0.883, p<0.01),

 54

with performance appraisal significantly impacting employee retention (Beta=0.300,

p<0.001). This finding aligns with Malika et al. (2019), who stated that performance

appraisal directly affects employee retention.

Additionally, there is a significant relationship between compensation and

employee retention (r=0.867, p<0.01), with compensation significantly impacting

employee retention (Beta=0.393, p<0.001). This result supports the findings of Ali, Li,

and Qiu (2024), who found that compensation influences employee retention.

5.3 Recommendations

Based on the analysis findings, several suggestions and recommendations are

proposed. This study investigated how the selected HR practices (compensation,

training and development opportunities, supervisor support, career development, and

performance appraisal) of Edotco Myanmar influence employee retention. The results

indicate that the HR practices at Edotco Myanmar significantly affect employee

retention.

Edotco Myanmar should prioritize enhancing its compensation strategy, as it

plays a crucial role in retaining loyal employees and creating a competitive advantage

in the industry. Additionally, investing in training and development activities is

essential in today's challenging telecom industry to maintain a skilled workforce in the

long term.

To retain and attract talented employees, Edotco Myanmar should also improve

supervisor support and career development opportunities. Emphasizing fair and

effective performance appraisal processes is equally important, as these facilitate

mutual understanding between employers and employees and contribute to achieving

business goals.
 55

The company needs to develop strategies for career advancement. They should

focus more on training and development, as well as offering competitive compensation,

which is crucial for fostering employee retention. To improve communication with

employees, the company should acknowledge employee performance and establish a

structured performance appraisal process.

5.4 Suggestion for Further Studies

This research has several suggestions that should be considered. Firstly, the

study is confined to Edotco Myanmar, limiting the generalizability of findings to other

companies or industries. Secondly, the research focuses exclusively on the telecom

industry, potentially overlooking variations in HR practices and employee retention

dynamics in other sectors. Additionally, the study narrowly examines the impact of

selected HR practices (compensation, Training and development, supervisor support,

career development, and performance appraisal) on employee retention, excluding

other potential influential variables.

Moreover, the research was conducted during a period of instability, which may

have influenced employee perceptions and organizational practices differently than

during stable economic conditions. Lastly, due to its scope, the study cannot address

the practices and challenges pertinent to businesses outside of the telecom sector or

investigate the full spectrum of HR practices that may impact employee retention across

various industries. These suggestions highlight the need for a cautious interpretation of

the findings within the specified context and suggest avenues for future research to

explore broader applications and additional factors affecting employee retention.

 56

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APPENDIX: QUESTIONNAIRE

Dear Sir/Madam,

I am currently pursuing a master’s degree in business administration from

Lincoln University of Malaysia. The following survey data collection is for my final

thesis to fulfill the requirements of the degree. I hereby firmly declare that the collected

data will be used for academic purposes only and will not be used for any other purpose

or elsewhere. Besides, the identity of the respondents will be strictly confidential and

will not be disclosed.

Should you have any concern or question regarding this survey, please feel free to

contact me.

Thank you for your cooperation.

Mrs. Sandi Myint Tun

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Section (A): Demographic Profile of Respondents

1.Gender

2. Marital Status

3.Age

- 25 years old -35 years old

-40 years old -45 years old

46-year-old and above

4.Education

bachelor’s degree

5.Current Position Level

Entry-level -level -level

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Section (B): This section is seeking your opinion regarding HRM practice on employee
retention. For each statement, please indicate to which extent you feel it is agreeable or
disagreeable. Please Tick “√” on one answer.

Disagree
Disagree
Strongly

Strongly
Neutral
Agree

Agree
No. Training and Development Experiences

1. I am very satisfied with the quality of the training and

development programs provided by my current
company.
2. I agree that the training programs help me to improve
my skills and knowledge.

3. I believe that the training and development

opportunities provided by the organization have
enhanced my job performance.

4. I agree that the training and development programs

support my career growth within the organization.

5. I strongly recommend the organization’s training and

development programs to my colleagues.

Disagree
Disagree
Strongly

Strongly
Neutral
Agree

Agree
No. Supervisor Support

1. I agree with the level of support my supervisor provides

in helping me achieve my work goals.

2. My supervisor recognizes and appreciates my

contributions to the team.

3. My supervisor supports me by providing opportunities

for my professional development and growth.

4. My supervisor encourages to pursue additional training

and development opportunities to me.

5. I agree that the supervisor’s support has positively

impacted my work performance and job satisfaction
Disagree
Disagree
Strongly

Strongly
Neutral
Agree

Agree

No. Career Development

 71

1. I feel very satisfied with the career development

opportunities provided by the organization

2. I agree with my organization’s support of my skills and

knowledge by offering career development programs.

3. I believe that the career development opportunities

provided by the organization have enhanced my job
performance.

4. The career development opportunities have directly

influenced my decision to stay with the organization.

5. I feel very satisfied with the overall support for career

development in the organization.

Disagree
Disagree
Strongly

Strongly
Neutral
Agree

Agree
No. Performance Appraisal

1. My organization provides a well-constructed format for

the performance appraisal process.

2. I feel very satisfied with the performance appraisal

process in the organization.

3. Performance appraisals help me understand my

strengths and areas for improvement.

4. Performance appraisals align with my career goals and

aspirations.

5. My decision to stay with the organization because of the

performance appraisal process.
Disagree
Disagree
Strongly

Strongly
Neutral
Agree

Agree

No. Compensation

1. I am very satisfied with my overall compensation

package (salary, bonuses, benefits) provided by the
organization.
2. I feel that my compensation directly impacts to my job
performance.

3. I am satisfied with the opportunity for salary increases

and bonuses in the organization.
 72

4. My compensation package supports my decision to stay

with the organization.

5. I feel valued by the organization because of my

compensation package.

Disagree
Disagree
Strongly

Strongly
Neutral
Agree

Agree
No. Employee Retention

1. I will remain with the organization for the next two

years ahead because of my supervisor's support and
guidelines.
2. I feel that the training and development opportunities
influenced my decision to stay with the organization.

3. I believe that the organization values my professional

growth and development.

4. I strongly believe that my performance appraisal will

improve the clear paths provided by the organization.

5. My decision to stay with the organization because of

organization supports my career development and
compensation package.