Employee Retention Strategies and Impact

This assignment examines the effectiveness of employee retention strategies. It presents survey data showing employees' agreement that retention strategies contribute to job satisfaction, profitability, and performance improvement. The analysis highlights the importance of effective retention practices in creating a positive work environment and boosting organizational success.

Running head: DISSERTATION
Factors contributing to job satisfaction among employees and impact on
employee retention - An overview of Private Sectors in Dubai, UAE
Student’s name:
Student’s ID:
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Table of Contents
Chapter 1: Introduction....................................................................................6
1.1 Introduction............................................................................................6
1.2 Research Background.............................................................................7
1.3 Problem statement.................................................................................9
1.4 Research aim........................................................................................10
1.5 Research objectives..............................................................................10
1.6 Research questions..............................................................................11
1.7 Research hypothesis............................................................................11
1.8 Significance of the research.................................................................11
1.8 Structure of the dissertation.................................................................12
1.9 Summary..............................................................................................13
Chapter 2: Literature Review.........................................................................14
2.1 Introduction..........................................................................................14
2.2 Concept of job satisfaction among employees.....................................14
2.3 Theoretical perspectives of job satisfaction.........................................15
2.4 Factors that contribute job satisfaction to the employees...................17
2.5 Concept of employee retention in workplace.......................................19
2.6 Theoretical perspectives of employee retention..................................20
2.7 Elements those are important to retain maximum employees............22
2.8 Impact of job satisfaction on employee retention in private sector......23
2.9 Conceptual framework.........................................................................24
2.10 Literature Gap....................................................................................25
2.11 Summary............................................................................................25

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Chapter 3: Research Methodology.................................................................26
3.1 Introduction..........................................................................................26
3.2 Research Onion....................................................................................26
3.2 Research Philosophy.............................................................................27
3.3 Research Approach...............................................................................28
3.4 Research Purposes...............................................................................30
3.5 Research Strategy................................................................................30
3.6 Data collection methods.......................................................................31
3.7 Sampling method and technique..........................................................31
3.8 Data analysis techniques......................................................................32
3.9 Ethical considerations...........................................................................33
3.10 Reliability and validity of data............................................................33
3.11 Limitations..........................................................................................34
3.13 Timescale...........................................................................................34
3.14 Summary............................................................................................34
Chapter 4: Data findings and analysis...........................................................36
4.1 Introduction..........................................................................................36
4.2 Discussion.............................................................................................36
4.3 Summary..............................................................................................65
Chapter 5: Conclusions and Recommendations............................................67
5.1 Conclusions..........................................................................................67
5.2 Linking with objectives.........................................................................68
5.3 Recommendations................................................................................70
5.4 Future scope of the study.....................................................................75
Reference List................................................................................................77

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Appendices....................................................................................................85
Appendix 1.................................................................................................85
Appendix 2.................................................................................................86
Appendix 3.................................................................................................92

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List of Figures
Figure 1.1: Structure of the research.............................................................16
Figure 2.1: Two-factor theory of Herzberg.....................................................19
Figure 2.2: Conceptual Framework................................................................27
Figure 3.1: Research Onion...........................................................................30
Figure 3.2: Research Philosophy....................................................................31
Figure 3.3: Research Approach......................................................................32
Figure 4.1: Gender profile of the participants................................................41
Figure 4.2: Age profile of the participants.....................................................42
Figure 4.3: Tenure in the Private sector of Dubai..........................................43
Figure 4.4 Work process in private sector.....................................................48
Figure 4.5: Role matches up to the expectation............................................48
Figure 4.6: Salary Packages and Job satisfaction...........................................49
Figure 4.7: Growth in short-tenure at workplace...........................................50
Figure 4.8: Leadership traits in achieving skills.............................................50
Figure 4.9: Motivation to work for employees...............................................51
Figure 4.10: Scope of career development....................................................52
Figure 4.11: Role of co-workers in job satisfaction........................................52
Figure 4.12: Organisational culture in job satisfaction..................................53
Figure 4.13: Economic climate and employee retention...............................54
Figure 4.14: Competition to low rate.............................................................55
Figure 4.15: Confidence in working...............................................................55
Figure 4.16: Job satisfaction with retentions..................................................56
Figure 4.17: Willingness to retain employees................................................57
Figure 4.18: Employee retention strategies help in job satisfaction..............57
Figure 4.19: Employee retention and profitability.........................................58
Figure 4.20: Employee retention and high performance...............................59

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List of Tables
Table 3.1: Sampling technique......................................................................35
Table 4.1: Reliability test score......................................................................40
Table 4.2: Gender profile of the participants.................................................40
Table 4.3: Age profile of the participants.......................................................42
Table 4.4: Tenure in the Private sector of Dubai...........................................43
Table 4.5: Average score analysis.................................................................46
Table 4.6: Correlation analysis on factors for job satisfaction.......................63
Table 4.7: Correlation analysis on factors for employee retention................66
Table 4.8: Correlation between job satisfaction and improvement in
performance due to retention........................................................................67

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Abstract
This research sheds light on the factors contributing job satisfaction and its
impact on employee retention. The main focus has been on the private
sector companies in the Dubai. Dubai based private companies have been
facing the issues of low employee retention. The main reason behind the low
employee retention is that the organisations do not provide enough job
satisfaction to the employees. Employees in the private companies of Dubai
are from mainly foreign employees who come from Dubai for employment
purposes. In this research, the aim is to explore the factors that contribute
job satisfaction to the employees and its impact on employee retention. The
topic itself suggests that there are two variables, job satisfaction and
employee retention. This research has been done based on five major
chapters. In the first chapter of the research, the aim, objectives and
questions have been developed with identifying the problem statement of
the study. In addition, significance of the study has been made clear in the
very first chapter. The objectives of the research are to identify the factors
contributing job satisfaction, the reasons behind employee retention, impact
of job satisfaction on employee retention and recommend the solutions
about employee retention to the private companies of Dubai. In the literature
review section, scholarly articles have been reviewed to underpin the
theoretical standpoint of the subject area. In this regard, the concept and
theories of two variables have been discussed. Herzberg’s two-factor
theories and discrepancy theory have been discussed. A conceptual
framework diagram has been given in order to provide visual presentation of
the issue.
In the research methodology chapter, the data collection process and data
analysis technique have been reviewed. In this section, positivism
philosophy, deductive approach and observational purposes have been
chosen in order to collect the data. In this research, survey has been
conducted to 50 employees of private sector in Dubai in order to collect the

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data. In addition, 20 close-ended questions have been made based on Likert
scale. The collected data have been analysed using SPSS analysis and
correlation and regression process. Cronbach alpha has been used in order
to test the reliability of the study. The gathered data provides a view that
employees in private sector of Dubai have been facing the issue of job
security and the employees do not get any extra advantage. In addition, the
employees lack the morale in the workplace as they do not get the extra
benefits. It has been recommended that PRIDE system can be used to
provide job satisfaction and job security can be ensured to employees to
increase employee retention.

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Chapter 1: Introduction
1.1 Introduction
Job satisfaction in today’s working environment is very important for
employers as this can impact directly on human resource practices. From the
perspectives of the employees, job satisfaction is one such reason, they
continue in an organisation or in a sector. If the employees do not satisfy in
what they do, they can leave the organisation. A high number of employees
leaves the organisation as the employers may not be able to provide job
satisfaction. Job satisfaction is related to the factors like the interest of the
employees in what they are currently doing, the work process within the
organisation, the job role, salary, growth, leadership, motivation and the
career development from the organisation (Hülsheger et al. 2013). If the
employees miss any of the factors of job satisfaction, they can leave the
organisation and find some better organisations of their choices. When
employees leave the organisations, the employers loss the skilled employees
and the employee turnover rate gets high for the organisation. Low retention
of the employees brings negative consequences for the organisation as the
productivity and performance of the organisation get hampered.
In this study, the researcher will find out the factors contributing to job
satisfaction among the employees and its impact on the employee retention.
However, the subject of the topic is broad, so that the researcher has chosen
Private Sectors in Dubai, UAE for analysing the topic. In the first chapter of
the study, the researcher will discuss the background of the study after
reviewing the literature about this topic. The researcher will try to find out
the gap and the potential issues faced in the Private Sectors in Dubai, UAE.
In the problem statement, the researcher will discuss the issues in job
satisfaction and lower retention rate in the Private Sectors in Dubai.
Moreover, the research, aim, objectives and questions will be prepared in
this chapter. The general purpose of this research is to find out the

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satisfaction level of employees in the Private Sector of Dubai, UAE and the
organisations’ intention in retaining the skilled employees.
1.2 Research Background
The relationship between job satisfaction and employee retention at
the workplace has been a significant issue for management. As stated by
Skaalvik (2014), in order to gain high productivity from the employees, the
employees within an organisation must be satisfied with the offerings and
the employees must be intrinsically motivated. Job satisfaction is related to
the employees’ experiences in the workplaces and the satisfaction can come
various things. Job satisfaction influences the organisational performance
and productivity. It is the role of the management of an organisation that it
should provide enough job satisfaction from various perspectives. As opined
by Huang et al. (2014), the employees in an organisation first consider the
pay and compensation that it provides to them. Therefore, the salary is the
primary motivator for the employees to work in an organisation and better
salary package provides job satisfaction with opportunities and growth from
that job role and organisation. However, the employees in an organisation lie
to work with fellow co-workers and seniors who can help them in any issues.
In an organisation, the communication flow and the organisational structure
should be helpful enough for the employees to secure help on any issues.
Employees have to work in a team, therefore, the employees wish that the
leader of the team will be helpful so that they can learn the skills and
perform well. Job satisfaction can come from the tasks and works that the
employees have to perform and the brand name that they are associated
with. In addition according to Terera and Ngirande (2014), employees' job
satisfaction is related to the employees' thinking capabilities, perception and
feeling towards the works they have to do on a daily basis. Keeping the
morale high for the employees is very important from the organisational
perspective by giving fringe benefits and by retaining skilled employees.

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Job satisfaction is associated with the idea how employees' feelings
about their job and if the satisfaction criteria are not matching with the
employees' level, they eventually leave the organisation (Aruna and Anitha
2015). The organisation management facilitates the ideas of motivations in
the workplace so that the employees must not leave the organisation,
especially the experienced and skilled employees. High turnover rate of the
employees does harm an organisation's reputation and the management
needs to seek new employees always. Organisational culture, workplace
motivation, salary and communication can improve the job satisfaction and
the employees keep themselves in the organisations. High retentions can
increase organisational profitability and it boosts the morale of the
employees and the management does not need to find alternative staff
replacement policy (Hayes et al. 2015). Therefore, when the level of
satisfaction increases for the employees, they will be in the organisations,
whereas, employees' dissatisfaction can put adverse effects on the
organisations. There are several factors for creating an enjoyable workplace
for the employees; however, the management needs to take a distinct
approach for this.
Overview of Private Sector in Dubai, UAE
Private Sector in Dubai, UAE is comprised of two types, one is oil based
private sector and another one is a non-oil private sector. Of late, the private
sector is driven by steep expansion for increasing the output of the business
(Harara et al. 2015). In this regard, apart from oil, there are other
organisations like real estate, construction, bank and accounting, supply
chain based companies, travel and tourism companies, automobile
companies and pharmaceutical companies. Dubai Economy Tracker Index
has forecasted that economy in private sector will be seen high growth rate.
The latest finding in the Dubai Private Sector has exposed that Dubai Private
Sector is going through the best economic times in consecutive last 19
months (Gulfnews.com 2017). Many of the companies hire from others

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countries keeping in mind lower salary structure. Salary given by the private
firms in Dubai is higher than the developing countries and many of the
employees in private sector in Dubai are not from UAE.
1.3 Problem statement
The private companies in the UAE have been observing the rapid
growth and they create new jobs for offering to the employees. Job creation
in the UAE private sector of Dubai has been rapid in last two years. The
employers in the Dubai are hiring additional staffs as these companies are
trying to expand the business. The private companies in UAE do not give
benefits to the employees and the job satisfaction level in the private sectors
is low. Employees join these companies because of money, however, they
are exploited in return for money and their career growth stuck over there.
After a few years, they return back to their respective countries. Some of the
organisations in the UAE do not pay well to the employees and they do not
really worth the employees (Al-Jenaibi 2014). Not being paid as their
expectation is the primary factor of leaving the job and the financial
insecurity in the UAE among the employees is prevalent. Keeping the skilled
employees in the organisations of UAE private sector has been a challenge
for the employers. High staff turnover rate also impacts on the organisational
operational cost like companies have to bear the costs in the separation
process, end-of-service benefits, the absence of staff and cost of
employment card and visas also.
In last decade, UAE has seen a rapid growth in living standard and
economic prosperity, however, the reflection of this has been slightly
different in the workplace of UAE, mainly in private sector, most of the
employees come from the outside of UAE. Unlike developed countries like
European countries, the employees are satisfied while working in the private
companies as the employees are treated well and employees are provided
with training and development criteria (Ababneh 2016). In the developed
countries, the employers conduct employee survey in order to know their

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concerned, however, this kind of things do not happen in the UAE private
companies. They hire lower or limited skilled employees on the contractual
basis and eventually employees leave the companies in need of better
option. The employees in the UAE of private sectors keep themselves in the
organisations for less than five years (Abu Elanain 2014).
In the Middle East, the salary increment was only 5.4% from the year
2013 (Gulfnews.com 2017). The employees come from other countries and
they expect that the growth in the career, however, the career growth is
missing in the Dubai, Private organisations. Sometimes, employees leave
their job as being redundant in the organisations. The private companies in
the UAE spend more than 10 billion dirham in staff-related cost as the
turnover rate is very high. However, the operating cost has been increasing
as the organisations' recruitment and selection process are extended due to
high turnover rate. In the private sector of the UAE, more than 3.5 million
employees are employed in more than 260,000 establishments
(Gulfnews.com 2017). Keeping the skilled employees in the organisations of
UAE private sector has been a challenge for the employers. High staff
turnover rate also impacts on the organisational operational cost like
companies have to bear the costs in the separation process, end-of-service
benefits, the absence of staff and cost of employment card and visas also.
1.4 Research aim
The aim of the research is to find the factors contributing to job
satisfaction among employees and its impact on employee retention in the
Private Sector in Dubai, UAE.
1.5 Research objectives
Objectives of the research are as follows:
 To identify the factors contributing to job satisfaction to the employees
in private organisations

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 To find out the reasons behind the lower employee retention in the
Private Sector in Dubai, UAE
 To explore the impact of job satisfaction on employee retention
 To recommend some of the possible solutions to Private Sector in
Dubai, UAE to increase employee retention and employees’ job
satisfaction
1.6 Research questions
Research questions are:
 What are the factors that can contribute job satisfaction to the
employees in private organisations?
 What are the reasons behind the lower employee retention in the
Private Sector in Dubai, UAE?
 What is the impact of job satisfaction on employee retention?
 What could be some possible recommendations to Private Sector in
Dubai, UAE to increase employee retention and employees’ job
satisfaction?
1.7 Research hypothesis
H0: Job satisfaction cannot impact on employee retention in Private Sectors in
Dubai, UAE
H1: Job satisfaction can impact on employee retention in Private Sectors in
Dubai, UAE
1.8 Significance of the research
This research study can be significant to the private sector
organisations in Dubai, UAE as the organisations can have the idea about
their employee retention issues and the steps to take in increasing job
satisfaction. In addition, this study will be significant for the future
researchers who would study and research about job satisfaction and
employee retention. Moreover, there have been maximum researches done

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on job satisfaction and employee retention, however, this research has been
conducted to identify the factors contributing job satisfaction and its impact
on employee retention. Additionally, the focus of the study has been on the
private companies in Dubai, UAE. This research has been a try to fill the
empirical gap to understand the employee retention issue and job
satisfaction problem in private sector in Dubai, UAE.
1.8 Structure of the dissertation
There are total five chapters in this research.
The first chapter is presented above section. In the first chapter, the
background of the study has been described and problem statement has
been identified. Most importantly, aim, objectives and research questions
have been included.
In the second chapter, literature review, scholarly articles have been
reviewed. It also shows the readers of existing theoretical framework of the
study, job satisfaction, employee retention and motivation.
In the third chapter, research methodology is about the process of collecting
data for the research. The reason for choosing the appropriate method for
the research has been justified in this section.
In the fourth chapter, data findings and analysis is based on the presentation
of data findings and analysis of the data linking with existing literature.
In the fifth chapter, conclusion and recommendations, a summary of the
data findings is presented. Objectives of the study have been linked to the
findings. Lastly, a set of recommendations has been given.

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Figure 1.1: Structure of the research
(Source: Created by the researcher)
1.9 Summary
In the first chapter of the research, the problem statement has been
identified with the background of the topic. In this chapter, aim objectives
and questions of the research have been selected. In the rest four chapters,
the objectives of the research is tried to meet. This chapter is the backbone
of the research and this selects the appropriate and narrowed down the topic
of research.

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Chapter 2: Literature Review
2.1 Introduction
In this chapter, scholarly articles have been be reviewed that include the
recent knowledge including findings from the scholarly papers. The subject
of this research has two distinct variables. The first variable is job
satisfaction of the employees and it is the independent variable of the
research. In addition, the second variable of the research is employee
retention and it is the dependent variable. In this literature review section,
both variables have been taken into consideration to find out the relationship
between two variables. Theoretical perspectives of the study have been
established in this chapter by making an effort to link with the private sector
employees. Moreover, the concepts of job satisfaction and employee
retention are from human resource management, therefore, some of the
human resource theories will be underpinned in order to make the argument
clear in this chapter. A gap analysis will be explained that will explain the
gap found out from the literature. In the literature review section, all the
sources that would be used are secondary sources.
2.2 Concept of job satisfaction among employees
Job satisfaction is about employees’ views on the job and whether or
not the employees like the job or the nature of work. As stated by Porter et
al. (2014), job satisfaction comes from various factors within the workplace
and job satisfaction can come from the employees' intrinsic factors also. In
this respect, job satisfaction has a connection with the organisational
commitment. On the other side, as suggested by Locke (2015), job
satisfaction has a relationship with the occupational stress and job security
as the employees' mental health has a moderating effect on the job
satisfaction and work-life balance. In a workplace, the employees find
various factors that indulge employees to continue their career with the
organisation. In addition, there is a relationship between employees'

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attitudes and job satisfaction; employees’ attitude can be both negative and
positive. Mobley (2017), argued that employees' job satisfaction is not the
same as motivational factors, however, it is associated with the attitudes and
the internal state of the employees in a particular job. Job satisfaction can be
defined as the pleasurable feelings that an employee could feel in achieving
the needs of the employers. In case of the private sector, psychological
needs of the employees are different from the public sector as the job
security is less in private sector. The multidimensional attitudes in job
satisfaction are related to the promotions, supervision, co-workers, work
environment and pay scale.
2.3 Theoretical perspectives of job satisfaction
Two-Factor theory of Herzberg
Two-factor theory of Herzberg is also known as motivation-hygiene
theory and it is talked about factors in the organisation that can cause job
satisfaction. On the other side, in the workplace, there are certain factors
that cause dissatisfaction in the job. The industrial mental health of the
employees has been theorised in the Maslow's theory, however, employees
are not happy with the satisfaction of lower-order needs at the workplace,
rather employees find the gratification in the workplace from certain factors
(Bateman and Organ 2013). Herzberg proposed a two-factor model of
employee motivation and job satisfaction.
Motivators: Some factors in the workplace provide motivation in the
workplace and these motivators in the workplace are challenging work,
opportunity in the workplace, responsibility in the workplace, sense of
importance in the workplace. These factors provide satisfaction in the
workplace with intrinsic conditions for the employees to work in a workplace.
In addition, the external motivation in the workplace could be personal
growth, recognition and achievement from the job.

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Hygiene Factors: The word ‘hygiene’ means maintenance factors in the
workplace. In this regard, the employers need to provide these external
factors as job satisfaction to the employees so that the employees must be
motivated. These factors are job security, salary, work conditions, fringe
benefits, paid insurance and vacations. These factors cause dissatisfaction
among employees if these are not present in a workplace.
Figure 2.1: Two-factor theory of Herzberg
(Source: Williams and Anderson 2013)
Dispositional theory
Individuals in a workplace vary in their dispositions to be satisfied with
the jobs. As stated by Tett and Meyer (2013), job satisfaction can be defined
as the individual trait. This aspect has become famous with the employees in
private sectors with the explanation that the employees become used to with
the job satisfaction when the employees become stable at the time. Core-
Self evaluation test can be conducted to the employees in order to identify
their job satisfaction and there are four factors that can help to identify the

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disposition for the job, self-efficacy, self-esteem, neuroticism and locus of
control. Moorman et al. (2013), commented that higher-level of self-esteem
in the workplace with general self-efficacy can lead to the greater job
satisfaction. Moreover, some of the employees have internal locus control'
that means employees have control over what is happening in their life, this
factor can provide work satisfaction in the workplace.
Discrepancy theory
Discrepancy theory explains the source of ultimate dejection and
anxiety (Ingersoll et al. 2012). In a workplace, employees fulfil their working
responsibility and they have some desires to be fulfilled by the management
when these factors do not get fulfilled, the employees feel a sense of anxiety
and they feel regret as well. According to Jamal (2015), employees can feel
dejection that they do not meet their hopes or the aspirations in life. These
factors lead to the job dissatisfaction in the workplace and the individuals
have to learn their responsibilities and obligations for a function when the
employees fail to perform well, they get punished by the employers. Anxiety
and agitations are the major principles that are responsible for failure in a
workplace. While the employees fail to gain the rewards, promotions from
the workplace, they can feel the dejection and depression.
2.4 Factors that contribute job satisfaction to the employees
Working condition: Employees have to spend a long time in the
workplace and it is needed that the employers should optimise the working
condition for the employees. Spacious working area, lounge, comfortable
working desks, airy ambience, ergonomic chairs, adequate equipment and
lighting can provide the better working environment. As suggested by Jamal
(2015), productivity tools within the workplace help the employees to
accomplish their work on time.
Opportunity for advancement: The employees always focus on the
career development and skills enhancement (Nguni et al. 2016). The

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employees' main focus is to be on the right track with the higher
compensation. The private companies encourage the employees to learn a
better skill and this can lead towards recognition and promotion. In an
annual review, the leaders judge the performance of the employees and map
out their improvements needs.
Workload and stress level: In an organisation, if the employers
provide heavy workloads and deadlines pressure, eventually the employees
will leave the organisation. The work pressure needs to be realistic and in
private companies, the conflict between leaders and employees can increase
the stress levels of the employees (DeSantis and Durst 2016). The
employees are supposed to work only on working hours, in case, the
employees need to work even from home, the work-life balance of the
employees’ get hampered.
Co-workers: Employees have to work within a team in the
organisation; however, the employees deserve respect from the team
members. A hostile work environment is a result of the unpleasant co-
workers. Respect from the co-workers can enhance the job satisfaction as a
sense of family is created within the workplace.
Relationship with leaders: Good leaders know their employees and
them empathies the employees in critical condition. Good managers and
leaders reward the employees with praise and they are helpful. The
employees can send their concerns to the leaders and the leaders listen to it
carefully. Help from the leaders and friendly approach from the leaders can
impend satisfaction at the workplace (Tsigilis et al. 2016).
Financial rewards: Most importantly, the employees find the
financial rewards as the best satisfaction for the Private organisations must
have a better wage scale for the employees and they can give an extra
bonus on incentives for employees if the employees perform well.

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Employees' performance can be evaluated through the extra payment,
promotion and salary hike.
Individual factors: There are some individual factors that assist to
have the job satisfaction to the employees and one of the factors is emotion.
Emotion and mood can impact on the workplace in the weaker state of mind.
As pointed out by Ramlall (2014), emotion management refers to the ways to
manage the emotional states of the employees. Psychological well-being is
the overall effectiveness of employees' functions and performance in the
workplace. In addition, the personality of the employees in the private sector
is very important as the competition for the promotion is high in this sector.
Positive affectivity can lead to the job satisfaction of the employees.
2.5 Concept of employee retention in workplace
Employee retention suggests the ability to retain maximum employees
for an organisation. An organisation should retain maximum employees so
that the skilled and experienced employees should not leave the
organisation. According to Sheridan (2012), employee relation is associated
with the idea of employers’ attempt to retain talents. As argued by McKay et
al. (2017), retention can be argued that retention of the employees is the
strategy of an organisation rather than an outcome of the strategy. There is
a distinction between top-performing employees and low-performing
employees, in this regard; the organisations want to retain contributing and
valuable employees. However, in some organisations, employee turnover is
high that means employees are leaving from that organisation as employees
do not find the job satisfaction. Employee morale should be high and
employers need to retain the employees for increased productivity.
The goal of an organisation is to lower the employee turnover and to
increase the employee retention (Brown and Yashioka 2013). Employees’
retention can be done through injecting motivation and improving in factors
of job satisfaction. The organisations can start with the idea of career

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development and executive coaching in order to retain maximum
employees. In this regard, private organisations have started with employee
survey in order to know the employees’ issues and insights. According to
Spencer (2016), in private organisations, they believe in employee retention
consultants, their duty is to retain top employees and suggesting
programmes to make the organisation more employee-friendly.
2.6 Theoretical perspectives of employee retention
Join, Stay and Leave Model
The employers need to understand the environment of the
organisation and it is the first step in employee retention.
Employers need to know why an employee joins in an organisation.
The employees join in an organisation for the attractiveness of the positions
they are offered and employers should be aware of the fact that what the
employees want from the organisation. High performing employees are the
main focus for the organisation and high performing employees join the
organisation either for recognition and salary or for the intrinsic factor like
interests and job role (Hausknecht et al. 2015). In order to increase the
retention, it should be noticed any kind of conflict should not take place in
the early stage.
In the next step, the management needs to understand the reasons
behind the employees stay within the organisation for long-time. The
employees create a web of network and connection within the workplace and
that facilitate the employees to stay within the organisation. Some of the
factors for the employees to stay within the organisations are culture,
organisational policy, co-workers and all the factors that give job satisfaction
to the employees (Samuel and Chipunza 2015). The management must be
helpful and the organisation must give the motivation to the employees to
keep with them.

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However, if the management does not competent enough to retain the
employees, the employees leave the organisation. The main reason for
employees’ leaving is low satisfaction (Glass and Riley 2016). The employees
can leave for the better opportunity, however, the reasons are low morale
and low growth opportunity and job security are the reasons for the
employees to leave.
Organisational roles in employee retention
Organisations have their policies and rules that can lead to the
employees' dissatisfaction and the leaders cannot do with the policies that
can lead to the employee satisfaction. The management needs to
understand the necessary fact about rules and policies. Rest of the rules can
be eliminated from the organisation and employee friendly rules should be
there to improve employee retention. Necessary and fair policies help to
retain the employee in private organisations (Yang et al. 2012). In Middle
East sector, private companies mainly recruit contractual employees and
supervisors enforce policies that should be followed by the organisation. The
management must choose a right leader for the employees who know how to
tackle the employees’ issues by ensuring employee satisfaction.
Apart from these, job role is one such factor within an organisation that
can lead to the employee retention as interesting job role ideally satisfies the
employee. Challenging and adventurous job roles help the employees to
grow the skills and experience. The employees love the job role that satisfies
the innermost desires and that helps the society also (Chiboiwa et al. 2016).
Responsibility in an organisation is a satisfier as the employees can enjoy the
freedom when the large responsibility vested upon them. In addition, the
organisations must have a hierarchy and the management can offer a
promotion if the employees perform better. According to Mrayyan (2015),
favouritism should be eliminated from the management in private

24DISSERTATION
companies. Opportunity for the bonus and promotion can retain maximum
employees.
2.7 Elements those are important to retain maximum employees
In next few years, Baby Boomers are going to retire and Generation X
will be taking their places. However, the Generation X employees are 44%
compared to 76% of the Baby Boomers, therefore, the employers need to
retain maximum employees for their development (Ball 2017). Some of the
strategies for employee retention are:
Get the head start: The employers must recruit the employees who
want interests in the job and they are intrinsically motivated. Motivated
employees get the job done easily and passion brings out the best for them
(Ronit and Schneider 2013). The best employees for the organisation must
be recruited with care.
Conducive work environment: The workplace must be conducive
where the organisation should be culture focused and work ethically. In such
workplace, the communication flows easily from top to bottom level. The
work-related stress can be minimised if the co-workers and supervisors are
helpful in conducting the work.
Match responsibilities and rewards: In the private companies, the
employers expect the employees must take the responsibilities. However,
the dissatisfaction of the employees comes when a mismatch occurs
between expectations of the employees in private companies (Vigoda-Gadot
and Kapun 2015). However, in Middle East countries, the private companies
do not recognise the good works of the employees and rewards are not given
to the employees. Therefore, the teamwork is not rewarded with incentives.
Work-life balance: In this competitive world, the organisations want
to keep the employees hooked to their job roles for 365 days. In Private
companies, the management tries to keep in touch with the employees with

25DISSERTATION
phones, social network or by emails so that the employees must be available
always. However, this working process hampers the work-life balance
(Farnham and Horton 2013). It is unreasonable for the employers to expect
100 percent outputs from the employees and employees must be given
vacation and leaves so that they can enjoy family life.
2.8 Impact of job satisfaction on employee retention in private
sector
The retention and attraction of the quality employees are not possible
for all the private sector companies because of scarcity of resources. In the
human capital sector, there is a large number of employees looking for the
employment. In private sector, the employers choose from the skilled
resources and they keep the employees in cheap wage (MaKay et al. 2017).
Therefore, the employees do not want to be in the organisation as they do
not get any extra benefits and no job security is there. If the skilled
employees leave the organisations, they can unveil the business secret and
strategies to the competitors. Therefore, the employers never want that the
experienced and skilled employees leave the organisations (Spencer 2016).
However, in the private sector of Middle East, the companies hire the
employees from mainly the other countries and the employees do not get
any fringe benefits and motivation to work over there for a long time. Private
companies fail to provide job satisfaction and they fail to give the same
salaries offered by the competitors in the same sectors. The companies have
no reward strategies so that they can attract maximum employees and
skilled labour migration in UAE has been seen since long. In private sectors,
employers do not care about the future needs of the employees and the job
satisfaction is not produced in private sectors (Hausknecht et al. 2015).
Private sectors in developing countries believe in only profitability and
employee rights and advantage are overlooked. The private sector
companies make a large profit from the employees; the management can
share the little profit percentage of the employees to provide benefits.

26DISSERTATION
Benefits and intrinsic motivation provide job satisfaction and it can lead to
the employee retention.
2.9 Conceptual framework
Figure 2.2: Conceptual Framework
(Source: Created by the researcher)
2.10 Literature Gap
In this literature review section, the maximum focus is being on the
factors that can create the job satisfaction among the employees. The
scholars provided their views on the lack of job satisfaction can lead to the
employee turnover. The scholars also shared their views on the process that
an organisation uses to employee retention. In the literature review section,
the impact of job satisfaction on employee retention has been focused;
however, the less focus has been made on the private sector. The literature
based on only private sector’s employees’ satisfaction is rare. However, the

27DISSERTATION
factors that contribute job satisfaction have been discussed, however,
individual factors that can give employees satisfaction has not been covered
properly due to the scarce of literature. There is little-published research on
employee retention in private sector employees that can underpin the
theoretical framework of the study. Most of the journals and books have
been published during 2015 and 2016. However, the recent development of
the study has been considered.
2.11 Summary
In the literature review section, the scholarly paper has been reviewed
in order to gain the theoretical framework of the topic. All the information
are from the secondary sources. This information has been a help in the data
findings and analysis section where the researcher would link the practical
data with the secondary data. Moreover, this theoretical data would also help
in order to draw the conclusion of the study.

28DISSERTATION
Chapter 3: Research Methodology
3.1 Introduction
In this chapter, data collection process has been the main focus.
Research methodology is the systematic approach to doing the research and
collecting the data. In this chapter, the process of data collection and data
analysis has been described with the justification of taking the particular
approach. Research philosophy, research approach, research strategy and
data collection process has been described in this chapter. Research
methodology answers two questions, the data collection procedure and data
analysis procedure.
3.2 Research Onion
Research onion is the layered approach to data collection and research
onion mainly describes the effective progression in which the research
methodology can be planned and designed. According to Saunders et al.
(2015), three main layers of the research onion are axiology, ontology and
epistemology. Research onion is useful for the adaptability of its type as it
can be used in almost all types of research and it can be used in a variety of
context. Understanding and choosing the methods for the research is the
main aspect of research onion.

29DISSERTATION
Figure 3.1: Research Onion
(Source: Saunders et al. 2015)
3.2 Research Philosophy
Research philosophy can be defined as the belief through which data
can be collected, used and analysed (Smith 2016). Research philosophy
helps to gather the phenomenon in a proper way. Research philosophy is
mainly four types, realism, positivism, interpretivism and post-positivism. In
realism, the object is seen as the reality independently as the conceptual
scheme. In addition, interpretivism philosophy is helpful in social science that
can oppose the natural science. Post-positivism philosophy observes the
research topic in meta-theoretical standpoint. In this research, the
researcher has chosen positivism philosophy in order to conduct the study.

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Figure 3.2: Research Philosophy
(Source: Silverman 2016)
Justification of selecting Positivism Philosophy
Positivism philosophy involves in using the existing theory in order to
develop the hypothesis that can be tested in the research process. In
addition, positivism philosophy helps in collecting the data through the
scientific way. Moreover, in this research, existing theories of employee
engagement and job satisfaction have been used. In positivism philosophy,
science is the cornerstone and research data has been collected in the
scientific process. Positivism deals with the factual knowledge that is gained
from the observation.
3.3 Research Approach
The research approach is the process to collect data and it helps in
establishing the hypothesis of the study. The research approach is needed in
conducting a research as it develops the logic and it generalises the data.

31DISSERTATION
The research approach is of two types, inductive approach and deductive
approach. In case of an inductive approach, logic is inductive inference and
known premises are used to generate the conclusion (Panneerselvam 2014).
In addition, inductive approach takes the study from the specific to the
general. On the other side, a deductive approach is used when the premises
are true and the conclusion is also true. In this research, the deductive
approach has been used in order to conduct the research.
Figure 3.3: Research Approach
(Source: Eisenhardt et al. 2016)
Justification of choosing Deductive approach
The deductive approach helps to conduct the study from general to the
specific level. In this research study, the topic is from management and
there is a huge amount of data is already present to collect the data. In the
deductive approach, data is collected to evaluate the proposition to an
existing theory and it is mainly used in theory falsification and verification. In

32DISSERTATION
this research, two variables are job satisfaction and employee retention, the
relationship between two variables can be established through this. In this
research study, theories have been accumulated and then hypothesis has
been made. These hypotheses have been tested and lastly, confirmation of
hypothesis would be justified in data analysis chapter.
3.4 Research Purposes
Research purpose describes the reason for conducting the research
and in this section; the researcher answers the question ‘why'. The purpose
of the study is to highlight the impact of job satisfaction on employee
retention. However, the factors of job satisfaction need to show from private
sector's point of view. The researcher has taken the help of descriptive
design in order to establish the point of view. Descriptive research depicts
the individuals associated with the research in an accurate way (Flick 2015).
In this research, the researcher has taken the assistance of observational
way to record or view the participants’ point of view. In an observational
way, the researcher can define the in-depth study from group of individuals.
In this study, the researcher wants to find out the factors that influence the
Private Sectors employees in Dubai, in this scenario, descriptive research has
been a help to represent and find out the purpose of the research.
3.5 Research Strategy
The research strategy is the design of the research that can be helpful
for the researcher to collect the data. In this research, the researcher has
taken help of the survey in order to collect the data. The survey has been a
help for the researcher as it is cost-effective and it helped to uncover the
specific answers to the questions. Survey strategy has been assisted the
researcher in gathering a range of topics that can be asked in multiple
formats.

33DISSERTATION
3.6 Data collection methods
There are two types of data collection processes, primary and
secondary data collection. Primary data are the first-hand data that are
collected from the respondents and participants of the research (Knobe and
Nichols 2013). These types of data are raw data. On the other side,
secondary data are second-hand data that are collected from the books,
journals, magazines, websites, government reports and organisational
reports. In this research, the researcher has selected mixed method.
Secondary data has been used in the literature review section where ample
numbers of journals and books have been used in order to establish the
concept of job satisfaction and employee retention. Primary data for the
research has been collected through conducting the survey. In order to
conduct the survey, the researcher has prepared 20 close-ended MCQ types
questions. The researcher has segregated the variables of the study and
made the questions according to this. There were two types of questions,
demographical questions and subjective questions. Most of the questions
were based on Likert Scale.
The survey questions were prepared and the researcher sent the
questionnaire through e-mails. The respondents were asked to provide their
responses.
3.7 Sampling method and technique
The researcher has aimed to target at least 75 respondents in order to
conduct the survey. However, among 225 respondents from the Dubai
private companies, 50 employees have been agreed to respond. The sample
size of this research was 50. The sample population of the research were the
private sector employees who are working in Dubai. The researcher has
made 20 close-ended questions and the researcher asked the permission of
the private companies in order to conduct the survey. Moreover, the
researcher has taken the email address of the employees in order to send
the ethics forms. In addition, the researcher has selected simple random

34DISSERTATION
sampling in order to make sample for the survey. As stated by Neuman and
Robson (2014), simple random sampling is a subset of a statistical
population through which each member of the subset has an equal
probability of being selected.
Population Sample size % of
population
Sample
technique
Sample
frame
225 who are
working in
private
sectors in
Dubai
50 22.22% Simple
Random
sampling
technique
Email and
hard copy
Table 3.1: Sampling technique
(Source: Created by researcher)
The researcher has tried to keep the sample size a bit large so that the
responses do not get biased. The sample frame of the research was through-
email. The researcher has sent the questionnaire to the respondents and
asked them to revert within 15 days. The researcher has also asked the
respondents to give all the answers. The aim of the sampling was to gather a
representative sample of the population as the inadequate, excessive and
inappropriate sample size can impact on research process.
3.8 Data analysis techniques
In this research, the researcher has collected data through survey and
this data has been analysed though quantitative data analysis technique. In
addition, the researcher has used excel bar graph and tables in order to
present the data in the data findings and analysis section. Quantitative data
deals with numbers and the researcher has dealt with numerical analysis in
this study. Moreover, SPSS analysis has been used in order to show the
correlation of the two variables of the research. SPSS (Statistical Package of
Social Science) analysis is a statistical technique that helps the researcher to

35DISSERTATION
analyse the variables (Palinkas et al. 2015). SPSS analysis can be used for
both interactive and non-interactive ways and quantitative data analysis has
been done making link with literature review section. The biases are not
known by the researcher and have been done based on the findings.
3.9 Ethical considerations
The research is associated with the human participants and it can raise
the complex ethical and legal issues. In this research, the researcher has
followed Data Protection Act 1998. In the Data Protection Act 1998, it is
mentioned that the researcher must follow the confidential information in the
research process (Mackey and Gass 2015). The researcher has taken
permission from the university before starting of the research. The
researcher has also take permission of the respondents and the respondents
were aware of the fact what the research purposes are. In light of this, in this
research process, any kind of coercion has not been done during the
research process. In conducting the survey, the researcher has not
exchanged any money. Moreover, the data has been collected only for the
research purposes. The researcher would destroy the data once the research
process would be done. In addition, the researcher has not disclosed the
names of the respondents. The researcher has tried to eliminate the biases
while analysing the data.
3.10 Reliability and validity of data
Validity of the research is associated with test measure and validity
can be applied to method and design of the research (Clemence et al. 2014).
In this research, only close-ended questions have been used and agreement
and disagreement in the statements have been observed. The combination is
used as face validity as the two variables are subjectively viewed in order to
measure. Test of transparency has been measured through the face validity
Knobe and Nichols (2013). In addition, construct validity has been used by
giving number of options in Likert scale in the survey questionnaire. The
degree of anonymity may help in reassuring to have construct validity. On

36DISSERTATION
the other side, the reliability of the study is involved in the consistency of
measurement of data and in order to find the reliability of the research, the
researcher has used Cronbach Alpha as the reliability measure.
In order to ensure the reliability of the study, Pilot testing has been
done. In the pilot testing, the researcher sent 8 questions to the 20
respondents of Dubai, private sector. A time gap of 10 days was given to
revert for the responses. The researcher has made a few changes after the
pilot testing.
 Option sequence has been made logical
 The wording of question made understandable
 The instruction of questions made easy to follow
3.11 Limitations
The researcher has faced the issue of budgetary limitation and the
time constraint. The researcher had the finish the research within 24 weeks;
therefore, the researcher did not have time enough. In addition, the
researcher has faced the issue of handling large amount of data. Moreover,
the researcher has faced the limitation in managing large number of sample
size. If the researcher could have managed the sample even larger, the
analysis of the research could be even exact.
3.13 Timescale
(Refer to Appendix 1)
3.14 Summary
Research methodology helps the researcher to collect the data from
the respondents and it also helps the researcher to set the sampling for the
research. In this research, a questionnaire has been made based on two
variables of the research. This data that has been collected would be
beneficial in the next chapter to highlight the findings and analysis of the
research.

37DISSERTATION

38DISSERTATION
Chapter 4: Data findings and analysis
4.1 Introduction
This chapter contains the detailed data analysis for this research
paper. The researcher has collected primary data from 50 people, who work
in the private sector of Dubai. He has conducted a survey with 20 close
ended questions that focus on various factors affecting the job satisfaction of
the employees and impact on the employee retention in the private sector of
Dubai. Survey method helps to get the perception of people regarding the
topic of research directly. The survey questions also contain the
demographic details of the participants. On the data, quantitative and
descriptive analyses have been performed using SPSS version 20. The
responses are measured on the Likert scale, with 1 being ‘Strongly agree’
and 5 being ‘Strongly disagree’. The details of the analysis are listed below.
4.2 Discussion
Reliability test
Firstly, the researcher performs the reliability test on the raw data. This
test is necessary to find out that if the data contains relevant factors and
those factors generating valid results. According to Melchers and Beck
(2017), the reliability score, that is, Cronbach’s Alpha value, which is more
than 0.7, is acceptable. In this case, the Cronbach’s Alpha is 0.961, which is
quite higher than the critical value of 0.7. Hence, the data is quite reliable
and generating an excellent result.

39DISSERTATION
Reliability
Statistics
Cronbach's
Alpha
N of
Items
.961 17
Table 4.1: Reliability test score
Demographic details
The researcher has taken the Gender, Age and Tenure of the
employees in the private sector of Dubai as the demographic factors for the
survey. These have been considered due to the reason that, these help in
segmenting the sample for the survey in a way, on which the factors for job
satisfaction and employee retention can have a significant influence.
Gender
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Male 34 68.0 68.0 68.0
Femal
e 16 32.0 32.0 100.0
Total 50 100.0 100.0
Table 4.2: Gender profile of the participants

40DISSERTATION
Figure 4.1: Gender profile of the participants
It can be seen from the above table and graph, that the number of
female employees is very less than the number of male employees. Among
the 50 participants, 68% are male and 32% are female. However, the ratio of
male to female employees in private sector of Dubai cannot be anticipated
from this table. It only represents the characteristics of the sample.
Age
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid 20 - 25
years 8 16.0 16.0 16.0
26 - 30
years 17 34.0 34.0 50.0
31 - 36
years
20 40.0 40.0 90.0

41DISSERTATION
37 &
above 5 10.0 10.0 100.0
Total 50 100.0 100.0
Table 4.3: Age profile of the participants
Figure 4.2: Age profile of the participants
From the age profile, it can be derived that majority of the employees
belong to the age from 26 to 36 years. The private sector of Dubai has been
expanding in the past two decades. Hence, the employees are mostly young.
40% of the employees are in the age group of 31 to 36 years and 34%
belongs to group of 26 to 30 years. Only 16% fall in between 20 to 25 years
and 10% are 37 years and above. Thus, it can be said that the private sector
of Dubai is brimming with young talents. The people in these age groups are
highly influenced by the factors of job satisfaction and employee retention.

42DISSERTATION
Tenure in Private sector of Dubai
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
1 - 2 years 5 10.0 10.0 10.0
2 - 5 years 7 14.0 14.0 24.0
5 - 8 years 18 36.0 36.0 60.0
More than 8
years 20 40.0 40.0 100.0
Total 50 100.0 100.0
Table 4.4: Tenure in the Private sector of Dubai
Figure 4.3: Tenure in the Private sector of Dubai

43DISSERTATION
It is seen from the above table and chart, majority of the participants,
that is, 40% are working in the private sector of Dubai for more than 8 years.
It is a substantial time in a sector, which enables the employees to identify
and understand the factors for job satisfaction and employee retention. 36%
of the participants are working for 5 to 8 years, 14% for 2 to 5 years and only
10% are quite new in this sector, working for less than 2 years.
Quantitative analysis
Quantitative analysis has been performed on the response data using
SPSS version 20 and MS Excel. The response data contains the factors for job
satisfaction and employee retention. The factors contributing to these two
main elements are divided into two min groups. One group consists of the
factors elated to job satisfaction and the other group consists of the factors
contributing to employee retention. The data are first depicted through
descriptive analysis and then correlation has been performed on the
variables within the groups.
The responses are measured using the Likert Scale. The scale converts
the answer options into numeric value. The options are as follows: 1 =
Strongly Agree, 2 = Agree, 3 = Neutral, 4 = Disagree, and 5 = Strongly
Disagree. Hence, the scores closer to 1 represents that people have agreed
or strongly agreed to the questions. The opposite happens when the score is
closer to 5.
Variables Mean
standard of work
process in private
sectors
1.66

44DISSERTATION
Job Role matches
upto the
expectation
1.68
Salary Package
and job
satisfaction
1.78
growth in their
short tenure of
working
1.78
leadership traits in
achieving skills 1.76
motivation to work 1.78
Scope of Career
Development 1.80
Role of Co-workers
in Job Satisfaction 1.64
Organisational
Culture and Job
Satisfaction
1.76
Economic Climate
and Employee
Retention
1.76
Competition to low
retention rate 1.90
Confidence in
Working 1.80
Job Satisfaction
with retentions 1.90
Willingness to
retain Employee 1.80

45DISSERTATION
Employee
Retention
strategies help in
job satisfaction
1.78
Employee
Retention and
profitability
1.94
Employee
Retention helps in
performance
1.92
Table 4.5: Average score analysis
The above table shows that, the responses are mostly inclined towards
being strongly agreed and agreed. As the factors identified by the researcher
are quite relevant and appropriate, the participants have mostly agreed to
the factors. The average score analysis shows, that the average score is
lowest for the factor that role of the co-workers are very important for job
satisfaction, that is, majority of the participants strongly agreed to the above
factor. On the other hand, the average score is highest for the factor that
employee retention increases profitability.
The first 9 factors have been identified relevant for job satisfaction of
employees. The factors consists of working standards, salary package,
growth, quality of leadership in the organisation, motivation, career
development opportunities, co-workers’ role in job satisfaction, and influence
of organisational culture. The response patterns for the above mentioned
factors, related to job satisfaction are displayed in the charts below.

46DISSERTATION

47DISSERTATION
Figure 4.4 Work process in private sector
Figure 4.5: Role matches up to the expectation

48DISSERTATION
Figure 4.6: Salary Packages and Job satisfaction

49DISSERTATION
Figure 4.7: Growth in short-tenure at workplace
Figure 4.8: Leadership traits in achieving skills

50DISSERTATION
Figure 4.9: Motivation to work for employees

51DISSERTATION
Figure 4.10: Scope of career development
Figure 4.11: Role of co-workers in job satisfaction

52DISSERTATION
Figure 4.12: Organisational culture in job satisfaction
For all the factors above, it can be seen that the maximum number of
participants have agreed and strongly agreed to the questions. Very few
numbers of responses have been recorded, where people have remained
neutral, or disagreed to the factors.
The following bar charts display the pattern of responses of the
participants on the factors affecting the employee retention in the private
sector of Dubai. The factors consist of impact of economic climate on
employee retention, competition for low retention rate, impact on confidence
in working, impact of job satisfaction on employee retention, willingness of
the companies to retain their employees, retention strategies, profitability
due to retention and improved performance of the employees helping in the
performance.

53DISSERTATION
Figure 4.13: Economic climate and employee retention

54DISSERTATION
Figure 4.14: Competition to low rate
Figure 4.15: Confidence in working

55DISSERTATION
Figure 4.16: Job satisfaction with retentions

56DISSERTATION
Figure 4.17: Willingness to retain employees
Figure 4.18: Employee retention strategies help in job satisfaction

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Figure 4.19: Employee retention and profitability

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Figure 4.20: Employee retention and high performance
It can be found that, majority of the participants have agreed or
strongly agreed on the factors that have been chosen by the researcher to
evaluate the impact of employee retention on the job satisfaction of the
employees. In very few questions, very employees responded negatively.
Correlation analysis
To find out the correlation among the variables, the correlation test
has been performed using SPSS version 20. The first test has been
conducted on the first 9 variables that focus on the job satisfaction of the
employees in private sector of Dubai. The correlation analysis helps to find
out how many the factors are correlated among themselves and how much
one factor affects the others.

59DISSERTATION
Correlations
stan
dar
d of
wor
k
proc
ess
in
priv
ate
sect
ors
Job
Role
matc
hes
upto
the
expec
tation
Salar
y
Packa
ge
and
job
satisf
actio
n
gro
wth
in
thei
r
sho
rt
ten
ure
of
wor
kin
g
lead
ershi
p
traits
in
achi
evin
g
skills
moti
vatio
n to
work
Scope
of
Career
Develo
pment
Role
of Co-
worke
rs in
Job
Satisf
action
Organi
sationa
l
Culture
and Job
Satisfa
ction
standar
d of
work
proces
s in
private
sectors
Pears
on
Corre
lation
1 .674** .770** .53
1**
.76
5**
.66
2** .719** .611** .690**
Sig.
(2-
tailed
)
.000 .000 .00
0 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
Job
Role
matche
s upto
Pears
on
Corre
lation
.67
4**
1 .609** .53
5**
.58
8**
.63
7**
.608** .699** .664**

60DISSERTATION
the
expect
ation
Sig.
(2-
tailed
)
.000 .000 .00
0 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
Salary
Packag
e and
job
satisfac
tion
Pears
on
Corre
lation
.77
0** .609** 1 .61
6**
.66
3**
.60
6** .712** .605** .720**
Sig.
(2-
tailed
)
.000 .000 .00
0 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
growth
in their
short
tenure
of
workin
g
Pears
on
Corre
lation
.53
1** .535** .616** 1 .65
5**
.58
1** .483** .598** .635**
Sig.
(2-
tailed
)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
leaders
hip
traits in
achievi
Pears
on
Corre
lation
.76
5**
.588** .663** .65
5**
1 .61
4**
.683** .539** .703**

61DISSERTATION
ng
skills
Sig.
(2-
tailed
)
.000 .000 .000 .00
0 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
motivat
ion to
work
Pears
on
Corre
lation
.66
2** .637** .606** .58
1**
.61
4** 1 .655** .506** .531**
Sig.
(2-
tailed
)
.000 .000 .000 .00
0 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
Scope
of
Career
Develo
pment
Pears
on
Corre
lation
.71
9** .608** .712** .48
3**
.68
3**
.65
5** 1 .512** .659**
Sig.
(2-
tailed
)
.000 .000 .000 .00
0 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
Role of
Co-
worker
s in Job
Pears
on
Corre
lation
.61
1**
.699** .605** .59
8**
.53
9**
.50
6**
.512** 1 .553**

62DISSERTATION
Satisfa
ction
Sig.
(2-
tailed
)
.000 .000 .000 .00
0 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
Organi
sationa
l
Culture
and Job
Satisfa
ction
Pears
on
Corre
lation
.69
0** .664** .720** .63
5**
.70
3**
.53
1** .659** .553** 1
Sig.
(2-
tailed
)
.000 .000 .000 .00
0 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
**. Correlation is significant at the 0.01 level (2-tailed).
Table 4.6: Correlation analysis on factors for job satisfaction
The above table shows that the 9 factors, which are designed to find
out the level of job satisfaction in the private sector of Dubai, are positively
related with each other. The Pearson Correlation coefficient values for the
factors are all positive. This indicates that the factors, chosen by the
researcher are all positively related with each other.
The following table displays the correlation results among the 8 factors
that are designed to find out the impact of employee retention in the private
sector of Dubai.
Correlations

63DISSERTATION
Econ
omic
Clim
ate
and
Empl
oyee
Rete
ntion
Compe
tition
to low
retenti
on
rate
Confid
ence
in
Worki
ng
Job
Satisfa
ction
with
retenti
ons
Willin
gness
to
retain
Emplo
yee
Emplo
yee
Reten
tion
strate
gies
help
in job
satisfa
ction
Emplo
yee
Reten
tion
and
profita
bility
Employ
ee
Retenti
on
helps
in
perfor
mance
Econo
mic
Climat
e and
Emplo
yee
Retenti
on
Pears
on
Correl
ation
1 .639** .670** .570** .643** .684** .537** .577**
Sig.
(2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50
Compe
tition
to low
retenti
on rate
Pears
on
Correl
ation
.639** 1 .748** .495** .677** .721** .401** .558**
Sig.
(2-
tailed)
.000 .000 .000 .000 .000 .004 .000
N 50 50 50 50 50 50 50 50
Confid
ence in
Workin
g
Pears
on
Correl
ation
.670** .748** 1 .472** .503** .634** .478** .550**

64DISSERTATION
Sig.
(2-
tailed)
.000 .000 .001 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50
Job
Satisfa
ction
with
retenti
ons
Pears
on
Correl
ation
.570** .495** .472** 1 .528** .504** .665** .645**
Sig.
(2-
tailed)
.000 .000 .001 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50
Willing
ness to
retain
Emplo
yee
Pears
on
Correl
ation
.643** .677** .503** .528** 1 .579** .413** .575**
Sig.
(2-
tailed)
.000 .000 .000 .000 .000 .003 .000
N 50 50 50 50 50 50 50 50
Emplo
yee
Retenti
on
strateg
ies
help in
job
satisfa
ction
Pears
on
Correl
ation
.684** .721** .634** .504** .579** 1 .427** .595**
Sig.
(2-
tailed)
.000 .000 .000 .000 .000 .002 .000
N 50 50 50 50 50 50 50 50

65DISSERTATION
Emplo
yee
Retenti
on and
profita
bility
Pears
on
Correl
ation
.537** .401** .478** .665** .413** .427** 1 .666**
Sig.
(2-
tailed)
.000 .004 .000 .000 .003 .002 .000
N 50 50 50 50 50 50 50 50
Emplo
yee
Retenti
on
helps
in
perfor
mance
Pears
on
Correl
ation
.577** .558** .550** .645** .575** .595** .666** 1
Sig.
(2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50
**. Correlation is significant at the 0.01 level (2-tailed).
Table 4.7: Correlation analysis on factors for employee retention
From the above table it can be seen that the Pearson Correlation
coefficient values for all the factors, influencing the employee retention in
the private sector of Dubai are positive and is clustered around 0.5. This
indicates that the factors are closely related with the other. Each factor
contributes in the employee retention.
Correlations

66DISSERTATION
Job
Satisfactio
n with
retentions
Employee
Retention
helps in
performan
ce
Job Satisfaction
with retentions
Pearson
Correlation 1 .645**
Sig. (2-tailed) .000
N 50 50
Employee
Retention helps in
performance
Pearson
Correlation .645** 1
Sig. (2-tailed) .000
N 50 50
**. Correlation is significant at the 0.01 level (2-tailed).
Table 4.8: Correlation between job satisfaction and improvement in
performance due to retention
The above correlation shows the relation between job satisfaction with
retentions and retention improving performances of the employees. The
Pearson correlation coefficient value is 0.645, which is positive and this
indicates that job satisfaction improves performance and that in turn affect
the employee retention.
In the private sector of Dubai, job satisfaction is the combination of
positive and negative feelings and ob satisfaction can be linked to the
individual behaviour in the workplace. In the workplaces of Dubai, job
satisfaction is sought by employees and it is the key element of employee
retention. There are several factors apart from money perks that give an
employee job satisfaction and it is clear that job security is very important in

67DISSERTATION
Dubai, private sector. In modern belief, monetary compensation is not all,
therefore, employers have to find the factors that motivate the employees to
work hard and give them job satisfaction. Employees leave the organisations
in private sector in Dubai because of low morale to continue their
employment and it results in the high turnover cost. The employees must
retain skilled employees and correlation calculation shows that employer
focus on employee retention regardless of pay levels
4.3 Summary
From the above discussion, it can be said that many factors contribute
to the job satisfaction and employee retention in the private sector of Dubai.
The researcher has found out some important variables that influence the
job satisfaction of the private sector employees and the factors that
influence the retention of the employees. The researcher has chosen 50
private sector employees through simple random sampling. They were asked
20 close-ended questions, whose responses are analyzed by the researcher
by using quantitative and descriptive analysis. It is found that majority of the
participants are male, and belong to the age between 26 and 36. Majority of
the participants are associated with the private organisations for more than
8 years. By analyzing their responses, it is found that majority of them have
agreed to the factors that the researcher has chosen for analyzing the
situation. It is also found that the variables are all highly correlated. The
factors are independent but they individually influence the job satisfaction of
the employees. Similarly, the factors that influence the retention of
employees are also addressed by the researcher. However, among the 17
variables, the salary package, motivation, and role of co-workers highly
influence the job satisfaction, and profitability and improved performance
positively affect the employee retention. It can be said that a company will
retain employees if they perform well consistently and help to achieve
organisational goals and increase profitability, and performance of the
employees can only be improved through increased job satisfaction. From

68DISSERTATION
the response data, it is found that the respondents have agreed or strongly
agreed to the factors contributing in the job satisfaction and the factors that
are affected by the job satisfaction to have an impact of employee retention.
Hence, from the data analysis, it can be said that job satisfaction has a
significant impact on the employee retention.

69DISSERTATION
Chapter 5: Conclusions and Recommendations
5.1 Conclusions
It has been observed that private sector employees in Dubai give
importance in job satisfaction issues. However, most of the employees in
Dubai come from poor sections of Asia and they come mostly for salary
purposes. In the Dubai private sectors, the employees are employed in the
manufacturing sector or in the physical workforce. In addition, the
employees come in Dubai with hope of continuing their jobs; however, 72%
of employees of private sector of Dubai are unhappy with their works. On the
other side, 27% of the employees are satisfied with their overall salaries and
perks. Job satisfaction rating through the survey over 50 respondents was
considerably low as the respondents do not find cause to stay happy in the
workplace. The employees in the private sector of Dubai go there with
intrinsic motivation, however, in Gulf countries, the employees are not
contended with the employment advantage. Current employment situation in
the Dubai private sector is economically good and the employers want to
expand the market. The management of private sector wants to recruit new
employees, however, they do not like to permanent the employees and
casualisation of labour hire is predominant in the Dubai. Despite having the
economic condition that is helpful for the management to expand the
business, the management is far enough to make the employees feel valued
within the workplace. The employers in the Dubai provides fundamental
importance to the recruiting the employees and the cost of recruiting is
getting high over the time, however, the actual cost of retaining employees
is not high. In recent time, the employers promise the employees to increase
the salary after one year of employment, however, once the one year is
ended up, they do not keep their promises. Therefore, the employees
become enraged and they quit the workplace as the living expenses are high
in Dubai. In last year, the employers in the Dubai private were forced to

70DISSERTATION
improve the salary by almost 10%, this even did not help the employees to
live in prosperous way. In the UAE, there are almost 5 million foreign workers
from 202 countries working in the private sector and discrimination in the
employment rules are also seen over there.
The employers do not have intention to retain the maximum
employees as the private sector of Dubai does need fresh employees in
labour forces and manufacturing sector. Cheap labour force is the need of
the employers and employers do not give equal-opportunity for the
employees in the workplace. Workplace motivation is low in the private
sector and motivating factors in the Dubai private sector are limited for the
employers’ mismanagement. The mobility of the skilled professionals is a
challenge for the private sector and it makes weak the organisation in
competitive market. Therefore, the retention in Dubai private sector is low
and employers the miss the skilled, competent and knowledgeable
employees. However, in recent years, government of UAE made a rule to
make more local people job-ready. This Emiratisation process makes the
situation difficult for the foreign employees and there is a growth in native
people in the private sectors in the Dubai. The Ministry of Labour and Social
Affairs in UAE are trying to improve the situation for the employees so that
they could find the job satisfaction in the private sector and they should not
leave the country. There is a trend among the native young generation to
find the inclination towards government job. Employers in the private sector
must be well-planned in order to ensure the job satisfaction with innovative
ideas, flexible workplace and training to the employees.
5.2 Linking with objectives
• To identify the factors contributing to job satisfaction to the
employees in private organisations
This objective has been met in the survey questionnaire section and in
the literature review section. In the literature review section, various authors’

71DISSERTATION
perspectives have been reviewed where the authors told about factors of job
satisfaction. Job satisfaction is provided through working condition, an
opportunity for advancement, respect from co-workers, relationship with
leaders and financial rewards. The researcher has prepared a questionnaire
about the various factors of job satisfaction and the employees provided the
positive response about these. The financial rewards are necessary for job
satisfaction in private sectors in Dubai.
• To find out the reasons behind the lower employee retention in
the Private Sector in Dubai, UAE
This objective has been met through respondents’ responses in the
survey and in literature review section. In the literature review, authors’
perspectives in lower employee retention have been given and the main
reasons behind this were a work-life imbalance, rude behaviour, employee
misalignment, does not meet expectation and decision-making ability. The
respondents in the survey were asked about employee retention and in the
private sector of Dubai, the lower employee retention is prevalent as the
employers do not value the employees. The private organisations take the
employees who are inadequate in skills and the private organisations make
them suitable for their organisation and do not give them extra benefits.
• To explore the impact of job satisfaction on employee retention
This objective has been met in the literature review section and the
questionnaire as the questionnaire is based on two variables. So, in the
private sectors in Middle East countries, employees' turnover rate is high.
Employers need to provide extra benefits and job satisfaction to the
employees in order to keep the skilled employees in the workplace. Job
satisfaction is an important in the workplace, if the employees are satisfied
by the offerings of the company, they will not leave the organisation
eventually.

72DISSERTATION
• To recommend some of the possible solutions to Private Sector
in Dubai, UAE to increase employee retention and employees’ job
satisfaction
The strategies of employee retention have been provided in the
literature review section and respondents gave their opinions about this.
Employees’ job satisfaction can be improved through an increase in salary,
by providing motivation and ensuring job security. Job satisfaction comes
from the employers’ rules and management behaviour towards the
employees. In addition, employee retention strategies could be made by the
private sectors and these could be involved employer’s employee-friendly
organisational policy, career development goal, training and motivation. In
the next section of the research, recommendations have been provided to
the private sectors of Dubai in increasing job satisfaction among employees
and employers’ employee retention strategies.
5.3 Recommendations
Job dissatisfaction increases in the private sector of Dubai as there are
two major issues the employees find are job security and low increase in
salary. In the Arabian Gulf countries, the average increase of salaries is very
low and it is just 17% in last five years in UAE and Bahrain. The cost of living
is high in Dubai; therefore, the private companies can take some measures
or positive steps in order to increase the job satisfaction and employee
retention.
Recommendation 1
Implementing PRIDE system within the workplace
The aim of the management of an organisation is to increase the
employee performance level by providing job satisfaction and employee
motivation. A motivating workplace is the one that provides employees with

73DISSERTATION
a sense of pride. PRIDE system is a five-step process that a private company
can implement to provide job satisfaction and motivation.
Step 1: Providing positive workplace
The management of private companies in Dubai needs to first ensure
the positive work environment as the employers need to find what turns on
the employees. The positive environment can be created through motivating
works, managing work culture and providing needs of the employees.
Step 2: Reward and recognition
Personal recognition can boost up the morale of the employee and the
management of private sector needs to inject the motivation through reward
and recognition. Salary hike, promotion, imposing extra responsibility and
bonus can help to have motivation in the workplace. The employees do not
forget the recognition and reward what they get from their workplace and it
gives them satisfaction.
Step 3: Involve employee engagement
The employers in private sector of Dubai always hope for the employee
engagement as the organisation wants to expand the business. Employees
within a committed workplace give their best to engage in the workplace.
Engaged employees feel pride in doing the work and most of the employees
in private sector of Dubai are from foreign countries. They must gel up within
the workplace in order to be engaged.
Step 4: Develop the skills and potential
In the workplace of Dubai, the employers recruit less skilled people or
experienced people in the workplace so that they need to pay fewer wages.
However, the employers need to provide best training and skill enhancing
programmes in order to develop them. Learning within an organisation never

74DISSERTATION
stops and employers need to provide on-the-job training in the tenure of
employment for the employees.
Step 5: Evaluate and measure job satisfaction
The management of private sector needs to evaluate the development
of employees through continuous evaluation. Evaluation is non-stop activities
for the management and the main purpose of the programme is to
determine the progress of the employees. In the private sector of Dubai, this
process is missing and the management can do job satisfaction survey to
learn about employees’ needs.
Activities Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
HR
management
discussion on
positive
workplace
✓
Changes in
communicatio
n system
✓
Organisational
restructure
✓
Introducing
the reward
system
✓
On-the-job
training
✓
Measure the
job satisfaction
✓
Table 5.1: Action Plan for PRIDE system
(Source: Created by author)

75DISSERTATION
Recommendation 2
Increase of job security and stop the casualisation of hired
employees
The employers in the UAE private sector hire the employees through
contract basis and most of the employees are from different countries. The
employees join the organisations for want of money, however, after some
times, they feel disappointed when their salaries not get hiked. In addition,
the employers do not registered the employees as permanent employees. In
order to increase the job satisfaction among the employees, it is needed to
follow the policies of the government and register the employees as
permanent employees. Being permanent can increase the salaries of the
employees and it can increase the job satisfaction as well. Casualisation of
employee hire would be stopped in this process and organisational policy
should be changed to make it more employees friendly.
Activities Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Discussion in
Board of
Directors
✓
Change in
organisationa
l policies
✓
Follow
government
rules and
compliances
✓
Casualisation
of employee
hire stop
✓
Introduce ✓

76DISSERTATION
new
recruitment
policy
Making
permanent
employees
✓
Table 5.2: Action Plan
(Source: Ensuring job satisfaction)
Recommendation 3
Provide attractive benefits to the employees
Private sector of Dubai does not have employment policies for the
employees and the employers do not give any extra advantage for the
employees. In this regard; the management of the private sectors can give
health insurance benefits, extra pay for overtime, life insurance coverage,
paid vacations as most of the employees are from other countries and
training reimbursement. The extra benefits to the employees will eventually
increase the employee retention as the employees will be treated as valued.
Incentives and bonuses to the employees can increase the staffs’ morale and
motivation.
Activities Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Discussion in
Board of
Directors
✓
Change in
organisationa
l strategies
✓
Introduce
motivation
✓

77DISSERTATION
strategies
Filling forms
for insurance
papers
✓
Declaration
to employees
✓
Increase staff
morale by
leaders
✓
Table 5.3: Action Plan for ensuring employee benefits
(Source: Created by author)
5.4 Future scope of the study
In this research, the researcher has focused mainly on the factors that
can contribute to the job satisfaction of the employees and its impact on the
employee retention. Primary focus is on the job satisfaction issues in private
sector employees in Dubai. The future researchers of the same subject can
get benefits to understand the impact of job satisfaction on employee
engagement. This study will further help the future researchers in continuing
further research on the similar topics like, ‘Individual factors of job
satisfaction of the employees’ and ‘Employee retention issues in private
sectors’ and many more. This study could be help in human resources study
to take as an additional resource.

78DISSERTATION
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Appendices
Appendix 1
Timeline of the Research
Activities Week
1
Week
4
Week
8
Week
12
Week
16
Week
20
Week
24
Selection of
research topic
✓
Reviewing the
literature
✓
Selection of
research
methods
✓
Collection of
primary data
✓
Drawing
conclusion
✓
Providing
recommendation
s
✓
Submission of
research
✓
Table: Gantt chart
(Source: Created by Author)

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Appendix 2
Survey questionnaire
1. Please specify your gender.
a. Male
b. Female
2. In which age group do you belong to?
a. 20-25 years
b. 26-30 years
c. 31-36 years
d. 37 and above
3. How long have you been working in Private Sectors in Dubai, UAE?
a. 1-2 years
b. 2-5 years
c. 5-8 years
d. More than 8 years
4. How far do you agree that work process in private sectors in Dubai is up to
the standards of developed countries?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
5. How far do you agree that the job roles that the private companies offer in
Dubai to the employees are matched with their expectations?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree

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e. Strongly disagree
6. How far do you agree that salary package of the employees provides job
satisfaction?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
7. Do you agree that employees in the Private Sector of Dubai observe
growth in their short tenure of working?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
8. Do you agree that leadership traits in the Private companies of Dubai can
help an employee to achieve skills?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
9. How far do you agree that private companies provide enough motivation
to work with them?
a. Strongly agree
b. Agree
c. Neutral

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d. Disagree
e. Strongly disagree
10. How far do you agree that employees can develop their career working in
the private sector of Dubai?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
11. How far do you agree that co-workers in the workplace of private
companies give job satisfaction?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
12. How far do you agree that organisational culture in private companies
gives job satisfaction to the employees?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
13. How far do you agree that economic climate of UAE can help the
companies to retain maximum employees?
a. Strongly agree
b. Agree

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c. Neutral
d. Disagree
e. Strongly disagree
14. How far do you agree that competition in the private companies is
responsible for low retention rate?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
15. How far do you agree that employees themselves need to have
confidence in working private companies in Dubai?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
16. How far do you agree that employees’ job satisfaction can impact on
employee retention?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
17. How far do you agree that private companies in Dubai want to retain
employees?
a. Strongly agree

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b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
18. How far do you agree that employee retention strategies in the Private
Sectors in Dubai ultimately help the employees to work over there?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
19. How far do you agree that employee retention can lead to the
profitability of the companies?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
20. How far do you agree that employee retention can contribute to increase
employee performance in private companies in Dubai?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

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Appendix 3
Response tables
standard of work process in private sectors
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 27 54.0 54.0 54.0
Agree 17 34.0 34.0 88.0
Neutral 3 6.0 6.0 94.0
Disagree 2 4.0 4.0 98.0
Strongly
disagree 1 2.0 2.0 100.0
Total 50 100.0 100.0
Job Role matches upto the expectation
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 25 50.0 50.0 50.0
Agree 19 38.0 38.0 88.0
Neutral 3 6.0 6.0 94.0
Disagree 3 6.0 6.0 100.0
Total 50 100.0 100.0
Salary Package and job satisfaction

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Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 22 44.0 44.0 44.0
Agree 22 44.0 44.0 88.0
Neutral 2 4.0 4.0 92.0
Disagree 3 6.0 6.0 98.0
Strongly
Disagree 1 2.0 2.0 100.0
Total 50 100.0 100.0
growth in their short tenure of working
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 26 52.0 52.0 52.0
Agree 15 30.0 30.0 82.0
Neutral 3 6.0 6.0 88.0
Disagree 6 12.0 12.0 100.0
Total 50 100.0 100.0
leadership traits in achieving skills
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid Strongly
agree 22 44.0 44.0 44.0
Agree 21 42.0 42.0 86.0

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Neutral 5 10.0 10.0 96.0
Disagree 1 2.0 2.0 98.0
Strongly
Disagree 1 2.0 2.0 100.0
Total 50 100.0 100.0
motivation to work
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 20 40.0 40.0 40.0
Agree 24 48.0 48.0 88.0
Neutral 3 6.0 6.0 94.0
Disagree 3 6.0 6.0 100.0
Total 50 100.0 100.0
Scope of Career Development
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 22 44.0 44.0 44.0
Agree 21 42.0 42.0 86.0
Neutral 3 6.0 6.0 92.0
Disagree 3 6.0 6.0 98.0
Strongly
Disagree 1 2.0 2.0 100.0
Total 50 100.0 100.0

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Role of Co-workers in Job Satisfaction
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 30 60.0 60.0 60.0
Agree 12 24.0 24.0 84.0
Neutral 4 8.0 8.0 92.0
Disagree 4 8.0 8.0 100.0
Total 50 100.0 100.0
Organisational Culture and Job Satisfaction
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 20 40.0 40.0 40.0
Agree 24 48.0 48.0 88.0
Neutral 4 8.0 8.0 96.0
Disagree 2 4.0 4.0 100.0
Total 50 100.0 100.0
Economic Climate and Employee Retention
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid Strongly
agree
24 48.0 48.0 48.0

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Agree 20 40.0 40.0 88.0
Neutral 1 2.0 2.0 90.0
Disagree 4 8.0 8.0 98.0
Strongly
disagree 1 2.0 2.0 100.0
Total 50 100.0 100.0
Competition to low retention rate
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 21 42.0 42.0 42.0
Agree 20 40.0 40.0 82.0
Neutral 3 6.0 6.0 88.0
Disagree 5 10.0 10.0 98.0
Strongly
disagree 1 2.0 2.0 100.0
Total 50 100.0 100.0
Confidence in Working
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid Strongly
agree 25 50.0 50.0 50.0
Agree 18 36.0 36.0 86.0
Neutral 2 4.0 4.0 90.0
Disagree 2 4.0 4.0 94.0

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Strongly
disagree 3 6.0 6.0 100.0
Total 50 100.0 100.0
Job Satisfaction with retentions
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 21 42.0 42.0 42.0
Agree 19 38.0 38.0 80.0
Neutral 5 10.0 10.0 90.0
Disagree 4 8.0 8.0 98.0
Strongly
disagree 1 2.0 2.0 100.0
Total 50 100.0 100.0
Willingness to retain Employee
Frequen
cy
Percen
t
Valid
Percent
Cumulativ
e Percent
Valid
Strongly
agree 24 48.0 48.0 48.0
Agree 17 34.0 34.0 82.0
Neutral 5 10.0 10.0 92.0
Disagree 3 6.0 6.0 98.0
Strongly
disagree 1 2.0 2.0 100.0
Total 50 100.0 100.0