Determinants of employee turnover intention

1. Determinants of Officers in Charge Turnover Intention
(A Case Study of Kurunegala Plantations Limited)
M.M.B.S.Silva1, S.M.M.Samarakoon2 And R.A.P.I.S.Dharmadasa1
1Faculty of Animal Science and Export Agriculture, Uva Wellassa University of Sri Lanka
2Kurunegala Plantations Limited of Sri Lanka
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2. Introduction
• Turnover intention is employee’s behavioral intention to resign
permanently from current organization (Husain et al., 2015)
• Employee turnover is the rate at which people leave an organization
(Armstrong, 2012)
• The Sri Lankan plantation sector is a main source of agricultural
income
• Labor resource is the most important input entering the production
process in plantation sector
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3. Research Problem
•But with the industrialization, Agriculture sector suffers from high
employee turnover rate (Ninan, 1984)
•Employee turnover has become one of the major problems causing a
challenge to very sustenance of agriculture sector in Sri Lanka
•The Kurunegala Plantations Limited has been suffering from higher
Officers in Charge turnover
•Considerable barrier to the succession of Kurunegala Plantations Limited
(Kurunegala Plantations Limited, 2014)
•There is a timely necessity to study the determinants of turnover
intention
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4. Justification
• The study will be useful to the Human Resource Managers and
Administrators, Sri Lankan Government sector and profit making
agriculture sector
• Necessary to find out factors affecting for employee turnover and
reduce the turnover
• To forecast future losses for planning purposes and to identify the
reasons that people leave the organization
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5. Objective
Broader Objective
• To determine the factors affecting for employee turnover intention
Specific Objectives
• To determine the employee related factors affecting on turnover
intention
• To determine the organization related factors affecting on turnover
intention
• To suggest strategic solutions to retain employees within current
organization
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6. Methodology
Study Area :
 Kurunegala Plantations Limited is a prominent government
estates management organization in Sri Lanka
Population:
 Officers in charge who work within Kurunegala Plantations Limited
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7. Research Design
Questionnaire is Consist with following parts
Employee related Factors
Organization related Factors
General Questions about turnover intention
Data Collection
Direct interviews were conducted through semi structured
questionnaire
Pre test was conducted
•
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8. Data Analysis
Descriptive Analysis
Scale Measurement
• Reliability test
Inferential Analysis
• Binary Logistic Regression Analysis
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9. Analysis Model
 Analysis was based on quantitative features
 Binary Logistic Model by STATA statistical package
𝐥𝒐𝒈𝒊𝒕 𝒑 = 𝒍𝒏
𝒑
𝟏−𝒑
= β 0 + β1X1+ β2X2+ …….+ βp Xp + ε
p = Probability of intention to turnover
βo = Intersect parameter
β1, β2 ….βp = The slope coefficient
X1, X2…, XP = The independent variables
 = Random error
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10. 10
Source: Conceptual Framework

11. Notation Variables Remarks
Y TOI Whether the employees are ready to leave or
not
Intention to Leave = 1
Otherwise =0
E1 AGE Age of the Employee Years
E2 MS Marital Status Married = 1
Otherwise = 0
E3 FM Number of Family Members
E4 EL Education Level Years
E5 PEX Prior Work experience Years
E6 WP Work Period within current organization Years
E7 DIS Distance from work place to home Kilometers
E8 PAY Monthly Salary Rupees
E9 OI Availability of Other income sources Available = 1
Otherwise = 0
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12. O1 NOW Nature of work Sum of 5 point Likert scale (mean)
O2 REW Rewards and Incentives Sum of 5 point Likert scale (mean)
O3 CW Support from co-workers Sum of 5 point Likert scale (mean)
O4 WFS Working Facilities Sum of 5 point Likert scale (mean)
O5 BENE Additional Benefits Sum of 5 point Likert scale (mean)
O6 HRM Human Resource Management Sum of 5 point Likert scale (mean)
O7 SATI Job Satisfaction Sum of 5 point Likert scale (mean)
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13. Results and Discussion
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14. 14
Instrument Validation
Variables (including Facets)
No of
items
Cronbach’s
Alpha
Nature of Work 7 0.800
Monetary Rewards and Incentives 5 0.908
Co-worker Relationship 7 0.740
Working Environment 4 0.753
Additional Benefits 4 0.884
Human Resource Management Practices 7 0.855
Job Satisfaction 5 0.742

15. 15
Officers in charge Turnover Intention
Frequency
Intention to Leave 41
Intention to stay 29
Total 70
41.4%
58.6%
Turnover Intention
Intention to Stay
Intention to leave

16. 16
Age Distribution of Officers in charge
Minimum Maximum Mean Std.
Deviation
AGE
(Years)
22 59 32.76 9.706

17. Marital Status of Employees
who Intent to Leave
Marital Status of Employees who
Intent to Stay
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18. Education Level of Employees who
Intent to leave
Education Level of Employees who Intent
to stay
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19. Prior Experience of Officers in charge
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Minimum Maximum Mean Std.
Deviation
Experience
(years)
0 13 2.60 3.743
No
Experience
1-5 Years
Experience
Up to 6 Years
Experience

20. Job Tenure of Officers in charge
20
Minimum Maximum Mean Std.
Deviation
Job Tenure
(years)
1 38 6.71 7.940

21. Demographic Factors that affect Turnover Intention
Turnover Intention Coefficient
Age -.3934**
Marital Status 2.5858**
Number of Family Members .0743
Number of Dependent Children .6105
Number of Dependent Adults .0598
Education Period .2147
Prior Experience .0477**
Job Tenure .3698**
Distance .0477**
Salary -.0001
Availability of Other Income 3.3111*
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Logistic Regression Analysis
**p < 0.05. *p<0.01

22. Organization related Factors that affect Turnover Intention
Turnover Intention Coefficient
Nature of Work -1.1821
Monetary Rewards -1.5482**
Coworker Relationship -0.2790
Work Environment 0.1553
Additional Benefits -2.0576**
Human Resource Management -1.3569**
Job Satisfaction -1.3470**
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Logistic Regression Analysis
**p < 0.05. *p<0.01

23. Conclusion
•There is a significant popularity have turnover intention among Officers in
Charge in KPL
•The turnover intention is significantly affected by employee related factors
such as; age of the Officers in charge, marital status, prior experience, job
tenure, distance to work place from home and availability of other income
•Turnover intention is significantly affected by organization related factors such
as; monetary rewards, additional benefits, human resource management and
job satisfaction
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24. Conclusion
•Factors like number of family members, education level and salary have no
direct effect on turnover intention
•Organization related factors, such as nature of work, co-worker
relationships and work environment have no direct effect on turnover
intention of the employees
•If plantation sector can provide a better nature of work, work environment
and facilitate harmonious coworker relationships among employees, job
satisfaction can be effectively improved
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25. Suggestions
• Create attractive job environment to retain young employment
• Improve quarters and infrastructure facilities within work place
• Supply necessary tool, adequate space and appropriate equipment to
perform duties
• Support for employee personal life balance
• Give incentives and promote employees based on their experience
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26. References
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Armstrong, M. (2012). Armstrong’s handbook of human resource management practice.
12th edn. London: Kogan Page
Husain, S.W., Siddique, A., Ali, A.A., Ali, M.R., Akbar, M. (2015). Causes of Employee
Turnover intention: A study on Banking Industry of Pakistan. International
Interdisciplinary Journal of Scholarly Research, 1(2):6-19
Kurunegala Plantations Limited, (2014). Annual Report, Kurunegala Plantations Limited,
Sri Lanka
Ninan, K.N., (1984) Labour Use in Agriculture Case Studies of Topioca and Paddy.
Economic and Political Weekly, 19, A199-A204

27. Thank You !
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