ROLE OF LEADERSHIP ON EMPLOYEE RETENTION A STUDY ON ... · Leadership style is said to be an...

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International Journal of Mechanical Engineering and Technology (IJMET)

Volume 9, Issue 2, February 2018, pp. 161–172 Article ID: IJMET_09_02_016

Available online at http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=9&IType=2

ISSN Print: 0976-6340 and ISSN Online: 0976-6359

© IAEME Publication Scopus Indexed

ROLE OF LEADERSHIP ON EMPLOYEE

RETENTION –A STUDY ON CORPORATE

HOSPITALS

Dr. K.S.Sekhara Rao

Associate Professor, KLU Business School, Koneru Lakshmaiah Education Foundation,

Vaddeswaram, Guntur, Andhra Pradesh, India

Ch. Sahyaja

Research Scholar, KLU Business School, Koneru Lakshmaiah Education Foundation,


P.Akhil

MBA student, KLU Business School, Koneru Lakshmaiah Education Foundation,


N.Lakshmi Narasimha

MBA student, KLU Business School, Koneru Lakshmaiah Education Foundation,


ABSTRACT

The study aims to link the concepts of rewards and recognition, career

enhancement, performance appraisal and it empirically demonstrated the factors

affecting employee retention. The study is conducted in the context of factors affecting

employee retention with reference to Ramesh Hospitals in Vijayawada. Based on

theoretical aspects, 200 employees were surveyed and took their opinion pertaining to

retention of employees. Further Chi-Square test is used to establish the relationship

between various factors and employee retention. The study shows that, rewards and

recognition, career enhancement, performance appraisal is directly influence

retention of employees which is proved by the results of the hypotheses testing

presented in the study. Finally, the study suggested that, effective rewarded system,

proper career advancement plan required for the organisation to retain the

employees.

Keywords: Rewards and Recognition, Career Enhancement, Performance Appraisal,

Employee Retention, Hospital.

Dr. K.S.Sekhara Rao, Ch. Sahyaja, P.Akhil and N.Lakshmi Narasimha


Cite this Article: Dr. K.S.Sekhara Rao, Ch. Sahyaja, P.Akhil and N.Lakshmi

Narasimha, Role of Leadership on Employee Retention –A study on Corporate

Hospitals, International Journal of Mechanical Engineering and Technology 9(2),

2018. pp. 161–172.

http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=9&IType=2

1. INTRODUCTION

Employee retention is one of the most critical issues that every organisation and its managers

are struggling with and looking for a solution. Every year large amount of money is spend by

IT firms for hiring, training and developing their employees to keep pace with demand of new

skills in the market. National Association of Software and Services Companies says that,

training cost is increasing at a rate of 3-4% every year. Thus it is vital for organisations to

engage employee‟s right from the point they step into their organisation. Also crucial for

managers to develop strategies by means of which retention of the talented employees in the

service of their organisations is possible. Some underlining facts for retention are:

Employee turnover is costly. Replacement of an average employee costs 20% more

than the annual salary of the employee, whereas, replacement of a crucial position can

fetch organisation up to 213% of the employee's annual salary, which is a huge cost.

Increased hiring and on-boarding cost of the new employee as management has to re-

invest time and money in the process.

Loss of productivity as the new person would take time to get adjusted in the new

culture, learn the new job and perform proficiently.

Cultural impact. Direct leaders and their leadership styles, play a vital role in

employee retention. They are the one who drives organisations through various

challenges and hardships and help business to succeed in the competitive environment.

The skills and styles they use are inimitable and therefore, it's time that organisations

understand the role of direct leaders and their characteristics in retention of employees.

According to Jim Collins, Employee retention is “The organizations want to hold the

valued employees. Many approaches are used in this regard. The one approach sees

success in rewards the second in making jobs more valuable (training and

advancement)”. The cultural effects were stronger than the combined influences of the

labour market and the new employees‟ demographic characteristics”. Anderson

(2015), the findings revealed that, retention is positively correlated with leadership

(transformational and transactional). Nair & Malewar (2013) revelled that, the

association between leadership and its impact on employee work-life and employee

retention

2. REVIEW OF LITERATURE

According to Hedberg, Lisa (2007), Leaders and their skill in creating a culture of retention,

has becoming a key in why people stay and what usually drives them away from a company.

The leader has become the main factor in what motivates people‟s decision to stay or leave.

For organizations to keep its key employees their number one priority should be to look at

their management, because people leave managers and not companies. Characteristics in a

leader that are of importance, as the leader plays a key role in retention management is: trust

builder, esteem builder, communicator, talent developer and coach, and talent finder. The

leader‟s relation to the employees plays a central role in retaining employees, because

employees need to feel involvement, and that their presence count. When retention is a core

value, good things happen for customers, employees, and the company. The reasons why

employees voluntary leave organizations are many, in accordance with Mitchell et al (2001:

Role of Leadership on Employee Retention –A study on Corporate Hospitals


96), people often leave for reasons unrelated to their jobs: Personal risk, Desire to learn a new

skill, Trade, An unsolicited job offer, Unexpected events or shocks: - unfair treatment of a co-

worker being passed over for promotion being asked to do something against one‟s beliefs.

On both the individual level and the organizational level, turnover imposes extensive costs

according to Mitchell et al (2001). According to researchers in Taylor‟s (2002) article, there is

one particular factor that motivates people‟s decision to stay or leave. Leaders and their skill

in creating a culture of retention are emerging as the key in why people stay and what usually

drives them away.

Knowledge retention is an issue that is challenging organizations all over the world

according to Young (2006). Knowledge retention takes time, skill, and resources. To ensure

effective knowledge retention in an organization is crucial, so that valuable knowledge assets

do not disappear. Seven hidden reasons why employees leave are according to Branham

(2005): lack of recognition (including low pay), unfulfilling jobs, limited career advancement,

poor management practices, untrustworthy leadership, and dysfunctional work cultures. The

job or workplace was not as expected, the mismatch between job and person, too little

coaching and feed-back, too few growth and advancement, Feeling devaluated and

unrecognized, Stress from overwork and work-life, Loss of trust and confidence in senior.

The work market and work tasks changes fast nowadays (Capotondi, 2002). Therefore it is

important to think in the long-term when it comes to recruitment, find the right employees,

recruit them, and motivate them to stay in the company. Boëthius & Ehdin (1993) discuss the

internal and external motivation. The external motivation gives the possibility to push from

behind, and at the same time entice from the front with rewards. This motivation will increase

the expectations of bigger rewards. The internal motivation is firmly rooted in the person and

what he/she find meaningful. According to Dr. Puja Sareen(2016), Research highly

recommends to explore other factors of human resource management practices such as

compensation scheme, general policy, training and development opportunities. These factors

will affect the level of satisfaction of employees that may trigger employees‟ turnover. Thus,

it concludes that leadership styles have no significant effect on turnover intention.

Adedamola Adekanbi Favour(2016),the study revealed that leadership style has a moderate

significance on employee retention and that the transactional leadership style best encourages

employee retention. Leadership style is said to be an important factor of employee retention

amongst other factors such as career growth, interpersonal relationships with co-workers and

pay (Bhatnagar, 2007) and previous research has found that a relationship exists between

leadership style and employee retention (Kleinman, 2004; Masibigiri and Nienaber, 2011).

Kyndt, Dochy & Baert (2010), takes into account both organisational and employee

factors that influence employee retention and aims at investigating these factors. Oladapo

(2014) said that, a thorough research on talent management programs and the reasons behind

their success had been done. The study revealed various other variables that affect the

retention of talent and why some of the companies feel investing in talent management

programs is worthless. A well planned career path and opportunities for advancement at work

when given to an employee, helps retaining him. Thus it is important for organisations to

understand the basic need of each and every individual which acts as a motivating force and

through fulfilment of this need they can engage employees in a better way. Management

support plays a crucial role in all this. Caldwell & Dixon (2010), study is based on three

variables which are ownership, commitment and initiative. The front-line leaders play a major

role in inspiring and motivating their immediate subordinates. These leaders provide an

extended help to employees so that they grow and develop themselves to be the best in the

organisation.



According to Chully & Sandhya (2012) found that, transformational leadership style

significantly influences many individual and organizational variables like job satisfaction,

organizational commitment, psychological well-being etc., towards positive organizational

outcomes irrespective of the location of the study. It implies that, leaders in today‟s

organizations have to consider imbibing transformational leadership behaviours in order to

become more effective in their trade. Negussie & Demissie (2013), identified notable

relationship between contingent reward and job satisfaction. This was the only dimension in

transactional leadership which turned up to have a relation with satisfaction. However, all five

attributes of transformational leadership depicted a healthy relation with satisfaction on job.

The study identifies some of the leadership styles prevalent in organization. It includes

transformational, transactional and passive leadership styles.

A high Pearson Correlation Coefficient of 0.794 determined in this study suggests that

transformational leadership style is the best leadership style that should be adopted by the

leaders of the companies in IT industry to curb with the prevailing high attrition rates.

Favourable leadership practices should be embraced in every organisation to enhance

retention of employees since leaders have an influence on plethora of organizational factors

which affect retention (Horton, 2015; James and Mathew, 2012), High employee turnover will

have a negative effect on the sustained growth and development of any organisation and

especially, in the IT industry which is a key driver of any nation‟s economy. IT industry has

Increase in the loss of talent, loss of job commitment, low employee morale and high

employee turnover. The two concepts leadership and management are closely related as one

must be able to manage in order to lead (Gwavuya, 2011). While management is concerned

with the planning, controlling and development of an organisation‟s resources, leadership is

about the alignment of people to the vision of an organisation (Wakabi, 2016). The concept of

leadership has evolved over the years from the 1940s to the 21st Century. According to Bass

and Bass (2008), in the 1940s, leadership was seen as the ability to persuade and direct as a

result of the influence of power and position and in the 21st century, leadership is seen as one

in which a leader is said to be the most responsible and accountable for the actions of an

organisation.

According to Bass and Bass (2008) the effectiveness of a leader is measured objectively in

terms of absenteeism, complaints, and request for transfers, slowdown of work and of course

turnover. According to Armstrong (2012), a leadership style is the approach used by managers

to exercise their leadership function. The transactional and transformational leadership styles

are the current leadership organisational styles. According to Rees and French (2013), the two

leadership styles are associated with a society that no longer accepts the use of authority as a

form of command. Transformational leadership has an effect on the level of employee

commitment to an organisation (Bycio, Hackett and Allen, 1995; Rehman and Waheed,

2012). This is to say that transformational leadership impacts employee commitment.

According to Applebaum et al. (2003) employees who are committed to their work will be

more likely to remain in an organisation. This suggests that the transformational leadership

style aids employee commitment which in turn encourages retention. According to Bycio et

al., (1995) transformational leadership has an important influence in helping to reduce the

intention to leave an organisation. Management by exception is referred to as “a corrective

transaction” (Bass and Bass 2008, p.624). It could be either passive or active. If active, the

leader monitors the mistakes, errors and then employs some corrective measures; if passive,

the leader takes no corrective action. Corrective actions could come in the form of negative

feedback, reproof, disapproval, or disciplinary action.



2.1. Research Problem

As there is a rapid growth in the hospital and health care sector in the recent years that shows

that, there are many opportunities to leave the job and join in other organization. Moreover

healthcare is one which generates and contributes to GDP and research says that 60% of

overall opportunities are from hospital and health care sector.

As the number of hospitals from other nations are merging and acquiring with locally

available hospitals so, there is chance of high attrition thereby this study find the problem of

declined productivity and profit margins due to high employee attrition. There is a need to

implement best practices for retention, which helps to retain employees with the organization.

2.2. Importance of the Study

Employee Retention refers to the techniques employed by the management to help the

employees stay with the organization for a longer period of time. Employee retention

strategies go a long way in motivating the employees so that, they stick to the organization for

the maximum time and contribute more effectively. Sincere efforts must be taken to ensure

growth and learning for the employees in their current assignments and for them to enjoy their

work.

2.3. Objectives of the Study

1. To study the factors influencing the employee retention.

2. To study the role of a leader on employee retention

3. To study the strategies that a leader can implement to retain employees

4. To identify either transactional leadership or transformational leadership style best

encourages employee retention.

2.4. Research Methodology

The study is undertaken to access the factors affecting Employee Retention. The structured

questionnaire was designed for the study to collect the data. It consists of relevant

questionnaire on likert scale. Information required for the project is mainly primary data. The

information was collected by survey method from employees of all levels. Secondary data is

collected from the company journals, magazines, brochures & websites. The survey was done

in Vijayawada & Guntur. Sample frame/unit is from employees at all the levels. Population is

2100 Employees the total sample size is 200. The random sampling method was used. The

data was presented through percentage analysis, Chi-square test.

3. HYPOTHESIS TESTING

H1: There is a significant relationship between Performance Appraisal and Employee

Retention.

H2: There is a significant relationship between Career Growth and Employee Retention.

H3: There is a significant relationship between Reward & Recognition and Employee

Retention



4. DATA ANALYSIS & INTERPRETATION

The study data analysis is presented below by using the frequency tables and graphs.

Table 1 Table showing the level of job satisfaction

Frequency Percent

Valid

Percent

Cumulative

Percent

Very Low 8 4 4 4

Low 22 11 11 15

Neutral 74 37 37 52

High 64 32 32 84

Very High 32 16 16 100

Total 200 100 100

Figure 1 Diagram showing the level of job satisfaction

The above figure shows that, the percentages of the level of job satisfaction opined by the

respondents. according to their opinions majority of the respondents are neutral (37 percent)

32 percent respondents opined level of satisfaction is high.

Table 2 Table showing the satisfaction with the working hours

Frequ

ency Percent

Valid

percent

Cumulative

percent

Very low 23 11.5 11.5 11.5

Low 22 11 11 22.5

Neutral 75 37.5 37.5 60

High 56 28 28 88

Very High 24 12 12 100

Total 200 100 100

Very Low 4% Low

11%

Neutral 37%

High 32%

Very High 16%



Figure 2 Diagram shows the Frequency of working hours in hospital

Testing of Hypothesis

To measure the relationship between variables the statistical tool of chi square is used. It

measures the mean variance between two variables. The test results are given below.

Hypothesis H1: There is a significant relationship between Performance Appraisal and

Employee Retention

Measuring the relationship between the level of employees retention and paid enough for

the work.

Table 3 Table showing the Cross tabulation between the level of employees retention and paid enough

for the work.

What is your

opinion

regarding the

level of

employee

retention at

ramesh

hospitals?

Do you think that you are paid enough for the work that you are doing?

Scale Very low Low Neutral High Very high Total

very low 0 2 4 0 0 6

low 0 9 3 0 1 13

neutral 5 26 46 4 0 81

high 3 14 42 16 4 79

very high 1 2 11 5 2 21

Total 9 53 106 25 7 200

Table 4 Table showing the Chi square test results

Value df Asymp. Sig (2 sided)

Pearson Chi-square 37.135a 16 0.002

Likelihood ratio 41.258 16 0.001

Linear-by-Linear 15.386 1 0.00

Association

No.of.Valid cases 200

a. 16 cells (64.0%) have expected count less than 5. The minimum expected count is .21.

From the above table, Chi square test for independence outlined that the payment for the

work of an individual have a significant impact on employee retention. Hence, there is a

relationship between payment for work and employee retention. (i.e); χ² (16, N=200)=37.13,

0 100 200 300 400

Very low

Low

Neutral

Valid

High

Very

High

Total

Frequency

Percent

Valid percent

Cumulative percent



p<0.05 as p is .002. That means the association is at 95 percent confidence interval (α=0.01),

Again, the study can be concluded that, as smaller sample, the Likelihood Ratio is 41.258 that

confirm the main chi-square result, which is preferred to smaller samples. Again, the study is

confident about the ordinal (linear) chi-square =15.386 than can be of the Pearson chi-square

of 37.135. And also, it measures about 15.386, which is the same as the chi-square that

calculated using (N - 1) r2. Hence the significant value is .002(which is less than .05), so,

there is significant relationship between Performance Appraisal & Employee Retention.

H1.1: The level of skills of the employees influences the level of employee retention.

Measuring the relationship between employee retention and employee skill levels

Table 5 Table showing Cross tabulation between employee retention and employee skill levels

What is your

opinion regarding

the level of

employee retention

at ramesh

hospitals?

Is performance appraisal helps to know the skill level of the

employees?

scale very low low neutral high very high Total

very low 0 0 3 1 2 6

low 2 2 6 2 1 13

neutral 3 11 48 17 2 81

high 0 16 29 29 5 79

very high 0 0 6 10 5 21

Total 5 29 92 59 15 200

Table 6 Table showing the Chi-Square Tests results

Value df Asymp.Sig(2 sided)



Linear-by-Linear Association 7.99 1 0.05


a. 14 cells (56.0%) have expected count less than 5. The minimum expected count is .15.

Hence, there is a relationship between knowing skill level of employees through

performance appraisal and employee retention. i.e; χ² (16, N=200)=46.10, p<0.05 as p is .00.

That means the association is at 95 percent confidence interval (α=0.01),. Again, the study

can be concluded that as smaller sample, the Likelihood Ratio is 43.53 that confirm the main

chi-square result, which is preferred to smaller samples. Again, the study is confident about

the ordinal (linear) chi-square =7.99 than can be of the Pearson chi-square of 46.10 and also,

it measures about 7.99, which is the same as the chi-square that calculated using (N - 1) r2.

Hence the significant value is .000(which is less than .05), so, there is significant relationship

between Performance Appraisal & Employee Retention

Hypothesis-2:- There is a significant relationship between Career Growth and Employee

Retention

Measuring the relationship between level of employee retention and Career Enhancement

opportunities for Growth and Development



Table 7 The table showing the Cross tabulation Count between level of employee retention and Career

Enhancement opportunities for Growth and Development

What is your

opinion regarding

the level of

employee retention

at ramesh

hospitals?

Do you feel the company provides career enhancement opportunities

for your growth and development?

scale very low low neutral high very high Total

very low 3 1 0 1 1 6

low 1 2 8 2 0 13

neutral 0 10 46 24 1 81

high 0 0 28 43 8 79

very high 0 0 5 13 3 21

Total 4 13 87 83 13 200

Table 8 Chi-Square Test

Value df Asymp. Sig (2 sided)



Linear-by-Linear

Association 43.28 1 0.00


13 cells (52.0%) have expected count less than 5. The minimum expected count is .12.

From the above table, Chi square test for independence outlined that the career

enhancement of an individual have a significant impact on employee retention. Hence there is

a relationship between career enhancement and employee retention.i.e; χ² (16,

N=200)=117.93, p<0.05 as p is .000. That means the association is at 95 percent confidence

interval (α=0.01),. Again, the study can be concluded that as smaller sample, the Likelihood

Ratio is 74.88 that confirm the main chi-square result, which is preferred to smaller samples.

Again, the study is confident about the ordinal (linear) chi-square =43.28 than can be of the

Pearson chi-square of 117.93 And also, it measures about 43.28, which is the same as the chi-

square that calculated using (N - 1) r2.Hence the significant value is .000(which is less than

.05), we can say that there is significant relationship between Career Enhancement &

Employee Retention

Hypothesis-3:- There is a significant relationship between Reward & Recognition and

Employee Retention

Measuring the relationship between employee retention and Rewards and Recognition

system

Table 9 Table showing the Cross tabulation between employee retention and Rewards and

Recognition system

What is your

opinion regarding

the level of

employee

retention at

ramesh hospitals?

Are rewards and recognition system followed in our hospital?

Scale Very low Low Neutral High Very high Total

very low 1 1 3 0 1 6

low 2 5 5 1 0 13

neutral 1 15 44 17 4 81

high 1 9 30 32 7 79

very high 0 2 7 7 5 21

Total 5 32 89 57 17 200



Table 10 Table showing the Chi-Square Test results

Value df Asymp.Sig(2 sided)



Linear-by-Linear

Association 20.767 1 0.00


14 cells (56.0%) have expected count less than 5. The minimum expected count is .15

From the above table, Chi square test for independence outlined that the reward and

recognition system have a significant impact on employee retention. Hence there is a

relationship between reward and recognition and employee retention. i.e; χ² (16, N=200) =

42.28, p<0.05 as p is .000. That means the association is at 95 percent confidence interval

(α=0.01),. Again, the study can be concluded that as smaller sample, the Likelihood Ratio is

36.12 that confirm the main chi-square result, which is preferred to smaller samples. Again,

the study is confident about the ordinal (linear) chi-square =20.76 than can be of the Pearson

chi-square of 42.28 and also, it measures about 20.76, which is the same as the chi-square that

calculated using (N - 1) r2.Hence the significant value is .000(which is less than .05), so, there

is significant relationship between Rewards & Recognition and Employee Retention.

5. FINDINGS & SUGGESTIONS

Findings

16% of employees have very high job satisfaction

12% of employees say that the opinion on satisfaction of working hours is very high

5.5% of employees say that they were very highly satisfied on recognizing their

contributions

43.5% of employees say that their skills, knowledge and abilities are highly utilized by

superior

Suggestions

It is suggested that performance appraisal needs to be done in an objective manner and

that has to be communicated effectively to employees

The contributions of individuals needs to be captured and recognized thereby

rewarded

Employees need to have opportunities to share their ideas at work place

Necessary measures have to be taken to improve job satisfaction of an employee

Work has to be scheduled effectively in achieving their objectives

6. CONCLUSION

Every organization has to maximize the output by providing what employee exactly needs and

desires. Lack of training and development of employees influence the staff to leave the

organization. If the employer provides proper training and motivate the staff by increasing

their pay and rewarding them, then the organization can retain their employees. Providing

Work-life balance is also important for reducing employee turnover. The employer should

make sure that the employees are satisfied with their work. This will help the employees to

balance their personal life with professional life. To drop the high turnover rate of the



organizations have to attempt to provide training and development programs, reward and

recognition. If the organizations start working on these factors then high employee turnover

rate will be controlled and can also retain the talent in the organisation.

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