High staff turnover in Namibian Banks
Background
The utilizing of logistic regression to analyze staff turnover at a Namibian bank, upon testing in various hypotheses that tenure, performance, education and remuneration affect be used to predict banking staff turnover as employee turnover can involve substantial costs, only some of which may be readily apparent to Namibian banks, there probably has major recruitment, selection and training costs associated with hiring replacement employees. Less obviously, the organization may lose important clients if the employees had performed critical marketing functions (, 1997). In some cases, it can take several years for innovative sales staff to build the kind of client base established by predecessors. For the research study, the ample need to examine variety of factors to determine why employees left Namibian bank from the year 2007 up to 2008 by means of such logistic regression to analyze employee information from Namibian bank’s HRM information center.
Research Objectives
- Identify valid reasons for the high staff turnover in Namibian Banks
- Determine what adheres to the high level of staff turnover
- Understand and apply cases of staff turnover in Namibian banks
- Recognize comprehensive research through literature assimilation and executing valid and reliable research methods
Research Questions
The central research question implies as to what are the reasons for the high staff turnover in Namibian Banks?
- From the known hypotheses, how such process support areas of literature studies?
- What are several effects of staff turnover placed into the banking operations? How can Namibian banks avoid high turnover on staff? Provide options and ways for the bank to follow
- Does logistic regression effective for such interim analysis? Discuss
Literature Overview
There was , and (1983), arguing that higher turnover among newer staff reflects the incongruities between expectations of work roles and the organization before joining and experiences of work roles and the organization after joining. These incongruities subsequently produce lower job satisfaction, make outside jobs and organizations appear more attractive, and thereby encourage the employee to leave. Thus, and (1973, ) found that increased tenure “appeared to strengthen the propensity for staffs to remain.” Aside, and (1989), have suggested that older non-performers are less likely to leave than younger non-performers due to difficulties in obtaining alternative employment. As there maybe highly paid staffs may have firm-specific skills which are much more valuable to their present employer than to prospective employers.
Research Methods
The information will come from computerized records of 15 staff employed at the Namibian bank on February 2007 up to November 2008 as included to be a part of the research due to enough data on work performance by the staff but, contract staff are to be excluded as they different nature of employment and connection to the banking firm. The dependent variable is, resign indicating whether or not these permanent staff member voluntarily resigned after the above dates. The independent variables were service, measuring length of service with the bank in years. The performer allowing staff’s performance to be rated as either commendable and or outstanding. The age refers to the staffs’ age in years, to measure any effects of increasing age on turnover. Thus, salary measures the staff 2007 to 2008 salary in Namibian currency. However, several control variables are to be included in logistic regression, the management implying the bank staff is a manager, fulltime recognizing that the bank staff has a full time status. The main method will have to be utilizing a case study approach relating to Namibian banks as pertained to the above details put in research assimilation.
References
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