Effect of Employee Turnover on Organizational Performance: A Case Study of Barclays Bank PLC (Australian Branch)

This report analyzes the impact of employee turnover on organizational performance with a focus on Barclays Bank PLC (Australian Branch). It identifies the causes of employee turnover and recommends tactics to decrease the rate of turnover.

SOUTHERN CROSS UNIVERSITY
ASSIGNMENT COVER SHEET
Student Name: Mohit Suneja
Student ID No.: 22414081
Unit Name: Industry Research Project
Unit Code: MNG93003
Tutor’s name: Dr Chrys Gunasekara
Assignment No.: 3
Assignment Title: Final Report
Due date: 04/02/2018
Date submitted: 04/02/2018
Declaration:
I have read and understand the Rules Relating to Awards (Rule 3 Section 18 –
Academic Misconduct Including Plagiarism) as contained in the SCU Policy
Library. I understand the penalties that apply for plagiarism and agree to be bound
by these rules. The work I am submitting electronically is entirely my own work.
Signed: Mohit Suneja
Date: 04/02/2018

1
Barclays Bank PLC (Australian Branch)
performance from impact of employee
turnover
11,500

2
Executive summary:
Purpose: This report highlights the effect of employee turnover on the organizational
performance with particular focus on Barclays bank PLC (Australian branch). The key objectives
of this research are to determine the actual causes of employee turnover with this bank as well as
recommending tactics which can be utilized for the purpose decreasing the rate of worker
turnover in Barclays bank PLC (Australian branch).
Background: After analyzing the performance of Barclays bank PLC (Australian branch) for
past couple of years, it has been determined the company has encountering the issue of employee
turnover which is severely affecting company performance. The company is unable to identify
the causes behind this issue.
Research approach: For this research, data was gathered with the help of mixed approach (both
questionnaires and interviews). The research studied factors such as employee turnover rate,
bank’s profitability, bank’s revenue earning, customer satisfaction rate amongst other factors.
These factors were interrelated and studied by taking inputs from bank employees. The questions
were open-ended in the questionnaire. All the interviews for this study were predetermined.
Approximately 100 interviews were conducted for this study. Moreover, the design of this
research is based on quantitative approaches and qualitative approaches. As the sample size was
large in number a mixed method of collecting data and analysing the same was undertaken. The
scholar will aim at combining two types of methods for the purpose of collecting requisite data
and subsequent analysis regarding the same. The target population incorporates the branches of
Barclays bank PLC within Sydney. The sample size of the research is 100 and simple random
sampling technique is used.
Literature Review: In order to conduct any study it becomes pertinent to review valuable
literatures. For the purpose of this study, the scholar has aimed at reviewing valuable literatures
as journals, online sources, books and other relevant materials for connecting them to the
progress related to the study. The scholar has developed a concrete theoretical background for
the understanding key concepts related to employee performance, turnover, job satisfaction,
remuneration, job dissatisfaction, training, appraisal and organization performance. These

3
valuable literatures will help the scholar arrive at appropriate understanding regarding the
various variables of the study.
Findings: The results of this research showcase that the salary is the key cause of employee
turnover within the Barclays bank PLC (Australian branch). The findings of the study reveal that
there is a raise in the employee turnover because of work load as stated by the current workers of
Barclays bank PLC (Australian branch). Similarly, the employee turnover leads to decline in
effective delivery of the service towards the clients as well as portray a negative image of the
bank. Moreover, the unhealthy work association can also be the cause of employee turnover at
Barclays bank PLC (Australian branch).
Recommendations: Based on the results of this research, there are certain recommendations
presented for Barclays bank PLC (Australian branch) according to the industry norms. These
includes senior administration needs to offer an attractive salary to the workers as well as the
workers should receive rewards in case they meet the corporate objectives. Further, the senior
administration needs to design, provide prospects for career growth for the employees of
Barclays bank PLC (Australian branch). In addition, they should engage workers in the process
of decision making which will impact the bank performance.

4
Table of Contents
SOUTHERN CROSS UNIVERSITY .......................................................................................... 0
Executive summary: ..................................................................................................................... 2
List of tables and figures: ............................................................................................................. 7
1.0 Introduction: ...................................................................................................................... 8
1.1Industry partner: ..................................................................................................................... 8
1.2 Context of the study: ............................................................................................................. 8
1.3 General Research Objectives: ............................................................................................. 10
1.4 Specific Objectives:............................................................................................................. 10
1.5 Problem Definition .............................................................................................................. 10
1.6 Research Questions: ............................................................................................................ 12
1.7 Significance of the Study: ................................................................................................... 12
1.8 Scope of the Study: ............................................................................................................. 13
3.0 Theoretical background – Literature review ..................................................................... 14
3.1 Employee Turnover: ............................................................................................................ 14
3.2 Causes of employee turnover: ............................................................................................. 14
3.2.1 Remuneration: .............................................................................................................. 15
3.2.2 Job Dissatisfaction: ....................................................................................................... 15
3.3 Training and development of workforce: ............................................................................ 15
3.4 Job Satisfaction: .................................................................................................................. 17
3.5 Performance appraisal and feedback: .................................................................................. 18
3.6 Lack of Balance between work and personal life ............................................................... 18
3.7 Interruption in Service Delivery .......................................................................................... 19
3.8 Effect of employee turnover on company performance: ..................................................... 19
3.9 Conceptual Framework: ...................................................................................................... 20
3.9.1 Variables of the Framework: ........................................................................................ 20
3.10 The Underlying Assumption: ............................................................................................ 21

5
3.11 Hypotheses: ....................................................................................................................... 21
4.0 Methodology: ......................................................................................................................... 22
4.1 Research design: .................................................................................................................. 22
4.2 Selection of the study area: ................................................................................................. 22
4.3 Target population: ............................................................................................................... 22
4.4 Sample size:......................................................................................................................... 22
4.5 Sampling technique: ............................................................................................................ 23
4.6 Simple random sampling:.................................................................................................... 23
4.7 Data gathering methods:...................................................................................................... 23
4.7.1Interview: ....................................................................................................................... 23
4.7.2Questionnaire: ................................................................................................................ 24
Questionnaire 1: Research questionnaire for Barclays Bank PLC (Australian Branch): ... 24
PART A: General information: ................................................................................................. 24
PART B: Questionnaire to respondents: ................................................................................... 25
Question 2: Interview questions for Barclays Bank PLC (Australian Branch): .................. 29
PART A: GENERAL INFORMATION: .................................................................................. 29
SECTION B: INTERVIEW QUESTIONS: .............................................................................. 30
4.8 Types of Data ...................................................................................................................... 30
(a) Secondary Data: ............................................................................................................... 30
(b) Primary Data: ................................................................................................................... 30
4.9 Documentation Method: ...................................................................................................... 31
4.10 Data Presentation: ............................................................................................................. 31
4.11 Questionnaire: ................................................................................................................... 31
4.12 Interview questions: .......................................................................................................... 31
5.0 Research Findings (Results): ............................................................................................... 33
5.1 Objective 1: The causes of employee turnover in Barclays bank PLC (Australian branch):
................................................................................................................................................... 33
Salary satisfaction: ................................................................................................................. 33
Prospects for Career progression (Training): ........................................................................ 34
Employee Involvement in Decision Making: ........................................................................ 34
Input not valued: .................................................................................................................... 35

6
Lack of balance between work and personal life: ................................................................. 36
5.2 Objective 2: Performance assessment: ................................................................................ 37
Performance assessment: ....................................................................................................... 37
5.3 Objective 3: The effect of worker turnover on company performance in Barclays bank PLC
(Australian branch):................................................................................................................... 38
Decline in Work Output: ....................................................................................................... 38
Decline in the product quality being manufactured: ............................................................. 39
Depletion of resources: .......................................................................................................... 40
Workers not fulfilling commitments: .................................................................................... 40
Interruption of Service Delivery: ........................................................................................... 41
Loss of Customers: ................................................................................................................ 42
Raising load of work for every worker: ................................................................................. 42
5.4 Objective 4: Suggest tactics which can be utilized for decreasing high scale of worker
turnover in Barclays bank PLC (Australian branch): ................................................................ 43
Worker appreciation for target accomplishment: .................................................................. 43
Workers need to be well paid: ............................................................................................... 44
Staffs work association: ......................................................................................................... 44
6.0 Discussion: ............................................................................................................................. 45
6.1 Primary causes for workers to quit their job: ...................................................................... 45
6.2 Range of salary: ................................................................................................................... 45
6.3 Absence of appreciation: ..................................................................................................... 45
6.4 Shortage of Training and Career progression: .................................................................... 46
6.5 Absence of balance between personal and professional life: .............................................. 46
6.6 Actions which the administration need to take for decreasing employee turnover ............ 46
7.0 Conclusion: ............................................................................................................................ 47
7.1 Recommendations: .............................................................................................................. 47
7.2 Limitation of the Study: ...................................................................................................... 48
References:................................................................................................................................... 49

7
List of tables and figures:
Figure 1 Conceptual framework ................................................................................................................. 20
Table 1 salary satisfaction ........................................................................................................................... 33
Table 2 No Prospects for career progression (Training) ............................................................................. 34
Table 3 Employee Involvement in Decision Making ................................................................................... 35
Table 4 Input not valued ............................................................................................................................. 36
Table 5 Lack of balance between work and personal life ........................................................................... 36
Table 6 Performance assessment ............................................................................................................... 37
Table 7 Decline in Work Output .................................................................................................................. 39
Table 8 Decline in the quality of product being manufactured .................................................................. 39
Table 9 Depletion of Resources .................................................................................................................. 40
Table 10 Workers not fulfilling commitments ............................................................................................ 41
Table 11 Interruption of Service Delivery ................................................................................................... 41
Table 12 Loss of Customers ........................................................................................................................ 42
Table 13 Raising load of work for every worker ......................................................................................... 42
Table for worker appreciation on target accomplishment ......................................................................... 43
Table 15 workers need to be well paid ....................................................................................................... 44
Table 16 Staff work association .................................................................................................................. 44

8
1.0 Introduction:
1.1Industry partner:
The industry partner for this study is Barclays bank PLC (Australian Branch). The particular
branch selection for discussion is located Grosvenor Place, 2/225 George Street. The reason for
choosing this firm is that this particular bank is encountering issue of higher staff turnover rate
which is eventually leads to ineffective company performance. The community around is making
significant number of complaints concerning the worker performance of this bank as customers
have to wait a lot for getting their work done. This bank is working with its subsidiaries in
offering monetary services, around the globe. Barclays bank PLC provides investment and
wealth administration, credit cards, wholesale banking and so on. The company was founded in
1925 and has around 119,300 Employees. The Australian branch of the bank works as a
subsidiary of Barclays PLC.
1.2 Context of the study:
Concerning the past time period, there is a significant amount of emphasis being given on the
administrative complications, the problem of staff turnover is still the issue which is faced by
majority of firms around the globe including Barclays bank PLC (Australian Branch). The scale
of worker turnover is considerably high even in the highly developed states. Also, focusing on
the gender standpoint, the salary of the females is less in comparison to males, even with the
same qualifications, competencies, training and accountabilities (Caleb, 2016). The degree of
performance or the working potential done by the workers will merely be accomplished in case
the workers are pleased with the work setting of the enterprise. In particular, worker turnover
within Barclays bank PLC (Australian Branch) is considered as the primary complication which
broadly influences the entire company performance.
Frequently, the firms are needed to incorporate a standard process for their operations, which
would assist in reducing the gap between the senior administration as well as middle
administration for the purpose of recognizing as well as overcoming the complications of worker
turnover within the company. In the light of this, there is significant need which is required to be
given to this raising issue of staff turnover within Barclays bank PLC (Australian Branch).

9
Particularly, the focus of the practitioners is on identifying the causes of this issue within this
particular bank. There is an assumption within this approach that the worker turnover is
determined by several recognizable variables like employees, tasks, companies, and marketplace
as well as that through generating regulations for highlighting these features, executives may
decrease the chances of turnovers within their concerned enterprises. Various practitioners
identified that the outcomes of employee turnover have considerably less emphasized by the
academics. This absence of vertical concentration is specifically shocking that market research
have calculated the single worker turnover to be significant higher. It has been observed that
administration of Barclays bank PLC (Australian Branch) focus on worker turnover has
unexpectedly become dominant (George, 2015). This attention is additional highlighted as the
outcome of the increasing cost of substituting workers, or other usual costs generally linked with
workers such as the cost of training and hiring.
In order to diagnose the problem faced by the bank, performance of the bank was compared to its
other branches and competitors. This branch depicted steady decline in profitability, revenues,
customer satisfaction rates and so on. When measured for performance as per standard output
from other branches and competing banks, it was found to be largely affected. Therefore, a
comparison was made to understand to gain a deeper understanding regarding performance at the
bank. Moreover, as employee turnover was particularly high, there was a dip in performance
reflected from time lag in new employee joining. time required to train new employees into their
roles. Customer satisfaction and service levels were affected deeply as most customers felt
unhappy being served by multiple employee at the bank within a period of 6 months. Customer
grievances and complaints were at their highest at this level that led to the understanding that
employee turnover was affecting performance. Employee turnover at an alarming rate also was
reflected with destruction in organization culture over a period of time. The organization was
unable to implement an organizational culture that was conducive to growth and development.
There were challenges faced in implementing new strategies and policies as well. Not only were
quantitative variables at the bank branch affected rather qualitative variables had also been
disturbed.

10
1.3 General Research Objectives:
The primary objective of this research is to determine the effect of worker turnover on company
performance of the Barclays bank PLC (Australian branch). For this purpose, the overall
company retention and turnover rate is used.
1.4 Specific Objectives:
There are a number of specific objectives for this study, which are as follows:
 To determine the degree of worker turnover as well as its practices in Barclays bank PLC
(Australian branch).
 To evaluate the performance of the Barclays bank PLC (Australian branch).
 To analyse the effect of worker turnover on the performance of the bank.
 Estimate the primary factors which lead to worker turnover in Barclays bank PLC
(Australian branch) along with the strategies to manage this issue.
1.5 Problem Definition
The issue of worker turnover has been a paradox for quite some time. The majority of managers
have apparently satisfied concerning the complication of worker turnover. There are different
actions taken in order to comprehend the reasons why workers are leaving their jobs, as well as
only a limited number of firms have made attempts to enhance it. This considered quite
ridiculous as the medium size firms can lose huge sums of funds because of less worker
orientation. Actually, the issue of worker turnover is not simple paradox. However, the causes of
turnover can be enigma as well as can be analyzed and efficient tactics can be designed in order
to decrease employee turnover and then executed. Concerning the company evaluation, the
subject of worker turnover is most debated issues. Regardless the fundamental research growth,
there is a considerable amount of misperception regarding what is the cause of worker turnover
or worker retention within the firms. Moreover, the absence of congestion among projects
models in prior studies has increased the misunderstanding. Essentially, all these models were
focused to comprehend as well as anticipated worker actions inside and outside the enterprise.

11
Though, the importance divergence among such models is influencing in opposition to
consistency and therefore simplifications (Blahna, 2014).
Considering all these elements are external elements primarily the labor marketplace as well as
reorganized elements like tangible work settings, salary, job potentials, management etc. The
worker personal features like cleverness and ability, personal background, gender, likes, age,
work experience and so on. Additionally, the other elements linked to worker's job incorporate
contented with the job, engaged with the job along with job anticipations. The majority of
companies falsely assume that the expenditure of substituting the worker is simply the price of
ad within print media. There should be significant attention given to both kinds of cost direct or
indirect. In addition, the business owners are required to appoint a search company in order to
identify the accurate applicant for the job position. There is a negative impact on the unnoticed
indirect cost of staff turnover on the employees of any firm. When the job position is
unoccupied, the remaining worker generally performs extra duties. In the absence of appropriate
execution and administration, this can lead to less ethical output. The Barclays bank PLC
(Australian branch) has encountered with considerable amount of worker turnover on an annual
basis and this results in weak company performance that eventually affects the productivity of
the bank.
The current bank is facing immense loss of profitability. There are not only quantitative factors
but also qualitative factors affecting overall performance of the bank. From all conditions
studies, all variables came to indicate that employee turnover has been the major factor
connected to organization performance. Bank involves service oriented factors that are
contributed by its employees. Productivity in banks can be directly be linked to employee’s
performance. Recently this branch of the bank has not only shown reduced profitability and
revenue earning capabilities but also customer dissatisfaction over rapidly changing employees
at various service desk. Expenditure according to bank’s books also depicts higher amounts of
spending on employees from recruitment, selection, induction and training programs. There has
been man-hour lost in order to develop employees to match criteria related to bank’s service
category. From summing up quantitative loss and loss in qualitative aspects of the bank’s
performance as well. Overall customer servicing quality, customer waiting period in the bank has

12
been shown to be affected negatively in the recent period. From this problem statement, the
below mentioned research questions are developed:
1.6 Research Questions:
This research is comprised of following questions:
 Research Question 1: To what degree the worker turnover is affecting the Barclays bank
PLC (Australian branch)?
 Research Question 2: What is the scale of performance of the Barclays bank PLC
(Australian branch)?
 Research Question 3: What is the effect of worker turnover long with the primary
elements which influence the performance of the Barclays bank PLC (Australian
branch)?
 Research Question 4: How has employee performance affected customer satisfaction at
the bank?
 Research Question 5: How much costs has been incurred in recruiting, selecting,
inducting, training of new employees?
 Research Question 6: In what ways have the organization culture being affected?
1.7 Significance of the Study:
The investigator determines that the research findings make practical recommendations for
Barclays bank PLC (Australian branch) in order to decrease the rate of worker turnover. It is
anticipated that this research would be advantageous for other banks as well as making
suggestions for additional company productivity.

13
1.8 Scope of the Study:
This research focuses on Barclays bank PLC (Australian branch). Each and every worker present
in this bank is part of the research. The result of the research is helpful in highlighting the issues
linked with worker turnover in Barclays bank PLC (Australian branch).

14
3.0 Theoretical background – Literature review
3.1 Employee Turnover:
Often, worker turnover is linked with the amount of permanent workers quitting their jobs within
the specific time period in comparison to the current permanent workers on the final day of their
prior time period (Birdi, 2017).
3.2 Causes of employee turnover:
There are different causes of worker turnover, which are identified by different authors and
practitioners showcased below in detail. Social exchange theory establishes that relationship
amongst humans are formed on the basis of cost-benefit approach by comparing several
alternatives. It implies to minimize costs and maximize benefits through an exchange process. In
this case, it can be clearly understood that employees left the bank might have had earned
benefits. However, the bank suffered immense loss from employee leaving the organization.
Employees preferred leaving the organization as they felt no benefits incurring to them. Meaning
there were certain demotivating factors that affected employees in a negative manner. The social
exchange theory was proposed by George Homans, who proposed that individuals involved in a
relationship will always weight benefits in terms of costs arising from them. This theory is
especially applicable and useful for the purpose of defining condition of employees in the bank,
who were constantly subjected to tremendous mental pressure. Employees generally prefer to
work under pressure, when there is substantially monetary benefits accumulated from the same.
But in case of this bank, monetary benefits did not outweigh the social benefits arising from its
employment. While the employees continued to strive for better conditions, prevalent working
conditions and work culture prohibited in yielding higher levels of productivity. Therefore,
analysing factors form these theories, the following factors has been considered that made
employees leave the organisation.

15
3.2.1 Remuneration:
The primary goal of a system of compensation is to appeal as well as retain highly qualified
workers. For the purpose of retaining the workforce, the incentives which will be provided to the
workers regarding their compensation need to be adequate. As stated by a famous author,
compensation is defined as different kinds of monetary benefits as well as physical incentives
which will be given to the workers in the form of their remuneration package (Spencer, 2017). In
a same way, other authors agree that the standard goals of all compensation plans are to appeal,
retain along with encouraging the staff members towards achieving organizational goals.
Ineffective compensation plans within organizations is considered as the key cause of worker
turnover. In case the staff members are not contented with their salaries, they usually quit their
jobs. Also, the work setting, encouragement, promotion as well as growth prospects need to be
practical. A worker might quit the job, regardless of the fact that he/she receives less pay on the
other job as long as they are contended with that other job. However, the monetary benefits will
motivate the workers to remain with the firm for a short period of time. On the other hand, they
require development prospects to stay with the firm for a longer period of time.
3.2.2 Job Dissatisfaction:
It is taken into account as the primary reason of nonattendance. According to a researcher, an
individual with greater job satisfaction showcase a positive behavior while performing a job
(Blahna, 2014). The individuals who are dissatisfied with their jobs portray negative behavior
and remain absent from work. As showcased by a market study, it has been determined that there
is a positive association among job dissatisfaction, worker turnover as well as the scale of
nonattendance.
3.3 Training and development of workforce:
Training and development is considered as a great technique to retain a workforce. This
technique assists the workers to develop additional potential as well as work with passion and

16
perform well. The employees gain self-esteem while performing their jobs that helps in
increasing their confidence. Decline in the level of employee turnover will assist the company as
well as generate profits. Also, substituting the employee is quite an expensive job as well as
valuable potentials will be ruined (David, 2015). Through offering employees with the right
amount of T&D, they can be interested in taking additional accountability, which will help them
in their career development. Workforce might become self-assured as well as encouraged and
they might not be depended on any direction. The expense related with employee turnover is
considerably massive, concerning the expenses linked with hiring, selecting and training along
with nonattendance and rates of erosion and regular wages.
Career progression needs standardized actions of the firm in order to assure that workers with
relevant academic credentials as well as work practice are ready at the time the firm needs their
services. As per a well-known observer, the cause of career progression within firms
incorporates the work life quality of staff members that is enhanced at the time they will be given
with career growth prospects. Also, the workers are in a position to learn novel competencies
which leads to a constant requirement of them by different firms. Additionally, worker career
growth decreases the rate of staff turnover within firms. The individual job contentment was
improved at the time their potentials were generated as well as at the time they will be put into
places which match their competencies and goals (Scott, 2012).
Training and development of employees has been associated with not only higher levels of
productivity but also higher levels of job commitment. Behavioral scientists when analysing the
several impacts from training and development found not only factors intrinsic but also extrinsic
in nature. There impacts cannot easily be analysed, therefore contemporary organizations have
adopted training and development as a part of employee engagement procedure. Various
organization that do not accommodate training and development costs are more likely to have
dissatisfied employees with poor performance reviews. Employees are unable to perform as per
expectations of the organization. Training and development not only provides a fit to a job
criteria but also provides enhanced capability to the organization. Employee engagement that is a
major initiative taken for increasing employee productivity, identifies training and development
to be the leading factor. There are also various motivation related factors associated with it.

17
3.4 Job Satisfaction:
It has been noticed that the job satisfaction as well as emotional pledge is considered as the
primary variables with the purpose of turnover. Also, it has been discussed that there is no
provision identified within the outcomes for constant commitment as a variable with purpose of
turnover (George, 2015). The outcomes summarized that considerable relationship is present in
the distal variables overload of work, job stress, worker wage, job contentment, as well as work
to family disagreement. The uncertainty regarding the job is interlinked with commitment
reactions as well as quit, however not to speech. Considering the exit, a prominent outline in the
outcomes regarding the association gained among the job uncertainty as well as company intent
towards employee turnover. However, the extent of impact varies from one state to another; there
is a constructive association among job uncertainty as well as tendency to quit the firm.
The outcomes highlight prior studies through revealing that the job uncertainty might have the
same expense for employee turnover purpose. Subcontracting is much dominant with these
circumstances of significant technical insecurity as well as high data interchange, study receives
few unsure information into the phenomena that greater amount of subcontracting concerning
these scenario results in greater employee performance. Similarly, it has been observed that
worker turnover is because of the individuals present in companies were wrong, they make
mistakes as they will not comply with the standard processes as well as were indecisively
administrated the situations, place the workers of the firm in a certain force developed by
inappropriate scheduling as well as outcomes in raising the employee turnover as well as
company performance decline (Culler, 2013). In a same way, the company evaluation of
employee turnover is because of the company as well as environmental factors such as crime rate
within the region might raise employee turnover. This study through the process of feedback
from questionnaire will collect data related to various variables and then analyse them.

18
3.5 Performance appraisal and feedback:
The performance appraisal is the technique through that the worker performance is determined.
Require workers to be appraised for the purpose of measuring their performance as well as
enhance capabilities. Effective firms are considered by performance increment, creativity as well
as unique workers. They portray that there is a complication concerning the HRM to preserve
devoted workers along with less effective workers as well as generate them for the benefit of the
company and their concerned shareholders. The individual should be offered with appreciation
and gratitude when appropriate (Johnny, 2012). As per a renowned practitioner, executives are
indifferent to perform better; however, they are rapid to disapprove on certain events at the time
performance is less than anticipated. In addition to that the constructive feedback on high
performer is a good promoter as well as workforce is probably approve as well as react to
productive condemnation.
3.6 Lack of Balance between work and personal life
An individual spends their maximum part of their life at work. It has been estimated that work
place holds substantial value in any employee’s life. With emergence of globalization and
technological advancements, organizations have become high competitive in nature. An
employee within an organization is expected to deliver productivity through continuous
innovativeness and facing challenges. It is expected that employees deliver their level best when
they are within the organization. In case an employee is unable to balance work and personal life,
their productivity might be affected. Employees who experiences high levels of burnout and
stress levels are less likely to yield higher levels of productivity or contribute towards
organization performance. Therefore, an organization through delegation of tasks needs to ensure
that employees find sufficient time for their personal life and activities as well. Personal life
contributes to an integral part of lives of employees hence needs to be paid equal attention to.
Therefore, work versus personal life balance due to time management or due to burnout can in
turn affect organization’s performance.
Comment [t1]:Comment 13 theory remains
unknown

19
3.7 Interruption in Service Delivery
Employees within an organization needs to delivery productivity and services such that they can
meet organizational objectives. Every organization functions on set of identified objectives and
strategies, which are delegated to individual employees in terms of tasks and responsibilities.
These responsibilities need to be delegated to employees, who in turn has to perform these
functions. In case of employee absenteeism or employee leaving the organization in employee
turnover, such objectives might be impacted. In case an employee does not perform the assigned
roles and responsibilities then there might be interruption in service delivery. In cases of
interruptions, customer satisfaction might be greatly be impacted. This might result in loss for
the organization in terms of revenues, profitability and man-hours. Every organization studies
any interruption in service delivery as faced by employee in disrupting their services.
3.8 Effect of employee turnover on company performance:
As per a famous researcher, the increase in the degree of employee turnover is the primary issue
for firms as well as is precisely affecting the performance of the company. It has been stated by a
practitioner that the customers started to distrust the administration of those firms as well as
hesitant whether they need to go on with performing the job with that firm that have a high rate
of employee turnover(Premeaux, 2015). The expenses of hiring as well as involving novel staff
members are taken into account. Moreover, it has been identified that this influences the direct
cost such as fees by the agency, advertising, paper work along with time of the interview. Also,
there is various unseen cost such as expenditures related to training and development, directing
new employees along with substituting the workers and extra work time, which might have to be
paid at the time of absence of employees. There are other costs, which might incorporate raising
expenditure along with losses at the time of orientating novel employees. The discussion of this
particular research is based upon identifying the root causes for employee turnover at Barclays
bank PLC (Australian branch). The data for identifying the causes incorporates questionnaire
distribution and interview sessions with the employees of this particular bank. Questionnaires
within each of these methods of collecting data are focused on demographic factors,
psychological factors and economic factors behind employee turnover.

20
3.9 Conceptual Framework:
Figure 1 Conceptual framework
3.9.1 Variables of the Framework:
(i) Psychological Factors:
There are different factors that are part of psychological elements that includes job satisfaction
and uncertainty of the job. In case the workers are not contented with the job regarding their
responsibilities in that scenario there is no requirement for them to quit the company they will
work extra and therefore effective performance of the firm. On the contrary, the uncertainty of
the job incorporates all the workers who want to have a feeling of protection and certainty within
the organization. Employees want to sense that their job they have been in their hands for a little
while which assure secure income.
(ii) Demographic Factors:
Within demographic factors, there are two main elements like age and death. The factor of age
considered up to a significant scale within a large number of firms. Particular ages are designed
for specific job roles. For example, the young workers perform roles that are absolutely diverse
from the roles carried out by the adult workers. Also, there is a specific age limit after which a
worker is pressured to leave the firm. The other factor is the death which is loss of life that
results in a decrease in the amount of workers within the firm.

21
(iii) Economic Factors:
There are two factors incorporated within the economic element like salary and external
prospects. Salary includes the sum of wage that the worker will get that has significant impact on
whether he will remain or quit the firm. The worker who is contented with the wages received
would like to remain with the organization for a larger amount of time. There are certain external
prospects available for the employees in that they are pressured to move to other firms for good
opportunities like good work settings and other incentives.
3.10 The Underlying Assumption:
Within this study, the underlying theory is that worker turnover as well as efficiency will
facilitate the association among the system of effective performance, practice of work along with
company capital. Correct anticipation of the worker turnover models is important in the initial
discovery of predicted turnover, and therefore offering executives adequate time to handle the
complications related to staff turnover. The outlaw models have been implemented to overcome
unpaid turnover. The models believe that each and every worker is not the same as substitute
approaches of determining worker turnover (Miller, 2013). As stated, these two models offer a
positive substitute in order to anticipate worker turnover within HRM.
3.11 Hypotheses:
From analysis of above literature reviews, bases, mean and assumptions hypothesis for the study
were developed. There are three hypotheses created after analyzing the current literature. These
are as follows:
H1: There is a constructive association among the worker turnover and the performance of the
company.
H2: Weak performance of the firm is due to raising the amount of staff turnover.
H3: The impact of staff turnover on the performance of the firm is adverse.

22
4.0 Methodology:
4.1 Research design:
The design of the research portrays a thorough plan which highlights the work of research that
needs to be carried out. Concerning this research, questionnaire and interviews are used. This
study design is considered to be helpful because it contracted the research area as well as offer
sufficient and appropriate insight towards the problem of research. Questionnaires are easy to use
and less costly in comparison to other methods.
4.2 Selection of the study area:
This study was carried out in regard to Barclays bank PLC (Australian branch) for the purpose of
determining the effect of worker turnover on the company performance. The area of selection for
this bank is Grosvenor Place, 2/225 George Street. The reason for selecting this bank is that it is
encountering critical issues of worker turnover for quite some time within their administration
posts.
4.3 Target population:
The target population for this research incorporates the workers of Barclays bank PLC
(Australian branch). Though, having the time and resource limitations, careful approaches of
sampling were utilized.
4.4 Sample size:
The size of sample significantly depends on the scale that the sample approaches qualities as
well as representative of the entire population incorporating the scale of accuracy needed. Also,
the size of the sample is based on the inconsistency of the population as well as techniques of
sampling along with evaluation that needs to be executed and functional practicality. A
descriptive sample would assist in simplifying the outcomes. It needs to be selected randomly,
significant enough to fulfill the demands of the researcher commenced and impartial. Few
researches take into account that the size of the sample which is less than 500 and greater than 30

23
is suitable for any sort of study (Allen, 2015). However, for this research, the sample size is 100
participants that are from different departments of the bank.
4.5 Sampling technique:
For the purpose of obtaining the right amount of respondents, the simple random sampling
technique is utilized. The advantage of this technique is that it has fewer prospects of partiality as
well as enhancing the quality of information gathered.
4.6 Simple random sampling:
This technique is used for the research because it allows the investigator to select the respondents
depending on the fact that they have necessary features linked to the problem being considered.
Hence, through making use of this sampling technique the investigator is in a position to obtain
respondents from banking representatives. This helps in ensuring the quality of data gathered.
The process of simple random sampling was used to draw information from amongst various
banking employees. As there were a number of bank employees, all data and information was
not possible to obtain from them hence the process of simple random sampling was used.
4.7 Data gathering methods:
This research incorporates different methods of gathering data for the purpose of obtaining every
kind of insights. These methods incorporate questionnaires and interviews
4.7.1Interview:
In interviews, the participants of the study will be asked with questions related to the subject of
the research. Within this approach the subject of research is interviewed. The interview was
conducted by taking in all pertinent aspects that were discussed in the literature review portion.
Participants were asked question in areas that were found to be integral for them in leaving the
organization as remuneration, job satisfaction, motivation levels, training and development and
performance appraisal and feedback.

24
Interviews involve asking questions as well as discussion among the investigator and the
respondents take place. Thus, interviews permit direct communication as well as thus it is
utilized for directing issues among the investigator and the respondent. They are carried out with
a few highly competent workers of the bank such as directors, HR managers and people from
finance and accounting units.
4.7.2Questionnaire:
This research is based on self-managed questionnaire. It is comprised of series of statement that
will be presented to the individuals for their responses as well as offer their overviews towards
the subject matter. The outcomes of the questionnaires are consistent which can be estimated as
well as calculated mathematically. They are verified properly for correctness as well as
extensiveness. The previous testing of the questions will allow the investigator to enhance the
statement because their correctness is important for gathering high quality insights.
Questionnaire 1: Research questionnaire for Barclays Bank PLC
(Australian Branch):
This questionnaire is aiming to gather information on the subject of the effect of worker turnover
on the company performance at Barclays Bank PLC (Australian Branch). The respondents are
invited to help in giving their responses regarding the concerned subject. The data obtained from
within the questionnaire will be private, as well as totally for research purposes.
PART A: General information:
1. Name: ________________________________________________________
2. Organization: ___________________________________________________
3. Name and position of a person completing this questionnaire
______________________________________________________________
4. Company Address:

25
P.O. Box ______________________________________________________
Region ___________________________ District ______________________
Telephone Number __________________ Fax ________________________
Web site _________________________ Email ________________________
5. Date of employment _____________________________________________
6. Date of commencement __________________________________________
PART B: Questionnaire to respondents:
1. Please tick one of the correct answers
2. Answer all questions.
Section A: Demographic factors
1. Age
18-25 years
26-35 years
36-45 years
46-55 years
56 and above
2. Gender
1 Male
2 Female
3. Length of service

26
1-5 years
6-10 years
11- 15 years
16-20 years
21 and above
Section B
Please tick the correct answer
STRONGLY DISAGREE= SD
DISAGREE= D
NEUTRAL= N
AGREE= A
STRONGLY AGREE= SA
1. Kindly highlight your response concerning the key causes of worker turnover:
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
I am happy with
the payment that I
am receiving in
this company
3
Within this bank,
there were no
prospects for
career progression
4
I am unhappy with
the work settings
5

27
Workers are not
engaged in the
process of taking
decisions
2
There is no worker
assistance system
in the bank
3
The input of
workers is not
valued
4
Worker turnover is
because of work
monotony
4
2. Kindly give your opinion concerning the effect of worker turnover on company performance
of Barclays Bank PLC (Australian Branch).
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Greater amount of
worker turnover
leads to extra
depletion of
resources at the
time of settling
new employees.
3
Greater amount of
worker turnover
result in decline in
working output
5
Extensive amount 5

28
of employee
turnover would
lead to decrease
the product quality
being
manufactured
Increasing worker
turnover results in
staff not fulfilling
the commitments
3
Employee turnover
results in reducing
service delivery
4
There is an
interruption in the
delivery of service
because of worker
turnover
3
A service offered
leads to customer
loss.
2
3. Kindly highlight the responses concerning the approaches which can be used for decreasing
worker turnover.
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Work association
among the staff
members needs to
be enhanced.
4

29
Workers need to be
appreciated at the
time of targets
accomplished
5
A worker needs to
receive better pay
5
Question 2: Interview questions for Barclays Bank PLC (Australian
Branch):
The respondents were asked to give their opinion to gather data depending on the subject in
concerned that is the effect of worker turnover on company performance at Barclays Bank PLC
(Australian Branch). All the participants were asked to give their views regarding the statements
given in the interview. All the information gathered within the interview would be strictly private
and used only for the motive of research.
PART A: GENERAL INFORMATION:
1. Name: ________________________________________________________
2. Organization: ___________________________________________________
3. Name and position of a person completing this questionnaire
______________________________________________________________
4. Company Address:
P.O. Box ______________________________________________________
Region ___________________________ District ______________________
Telephone Number __________________ Fax ________________________
Web site _________________________ Email ________________________
5. Date of employment _____________________________________________
6. Date of start __________________________________________

30
SECTION B: INTERVIEW QUESTIONS:
1. What motivate you to join this firm?
2. Do you want to quit the job? If yes, why.
3. In your view, what would be the motives why your co-workers decide to quit their job?
4. What motivates to work with this firm?
5. How do you believe the worker turnover impacts the bank?
6. What actions should the administration take to decrease the scale of employee turnover in
this firm?
7. In your view, what are the factors which lead worker to remain with the company?
4.8 Types of Data
(a) Secondary Data:
For this study, secondary data is used in the form of books, newspaper, articles, journals, reports,
bank magazines and other online sources.
(b) Primary Data:
Primary data are also used for this study as it helps in gaining the authentic insights from the
interested field that is helpful in highlighting the issue under consideration. It is the most
effective manner of analyzing how the congestion is in the field, along with that the primary data
offer effective insights that is particularly gathered for this research. Interviews and
questionnaires offer primary data for this study.

31
4.9 Documentation Method:
This is utilized for collecting information from the secondary sources. This will incorporates
magazines, reports, books, journals, and work of others. This technique will be utilized by the
investigator for gathering data that is previously gathered from different written materials of
particular firms.
4.10 Data Presentation:
The data are gathered from questionnaires, published articles, online sources, interviews and
other sources with the help of statistical implements like tables. The motive of using these
techniques is to streamline the clarification as well as comprehending the findings that are
essential quality for an effective work of study.
4.11 Questionnaire:
Research questionnaire for Barclays Bank PLC (Australian Branch):
This questionnaire is aiming to gather information on the subject of the effect of worker turnover
on the company performance at Barclays Bank PLC (Australian Branch). The respondents are
invited to help in giving their responses regarding the concerned subject. The data obtained from
within the questionnaire will be private, as well as totally for research purposes. (See Appendix
1)
4.12 Interview questions:

32
Interview questions for Barclays Bank PLC (Australian Branch):
The respondents were asked to give their opinion to gather data depending on the subject in
concerned that is the effect of worker turnover on company performance at Barclays Bank PLC
(Australian Branch). All the participants were asked to give their views regarding the statements
given in the interview. All the information gathered within the interview would be strictly private
and used only for the motive of research. (See Appendix 2)

33
5.0 Research Findings (Results):
5.1 Objective 1: The causes of employee turnover in Barclays bank PLC
(Australian branch):
As per both kinds of data, the following are the causes of turnover within the Barclays bank PLC
(Australian branch). These incorporate the level of satisfaction with the salary received, no or
fewer prospects for career development, satisfied with the work settings, engagement of workers
in the process of making a decision, the input of workers is not recognized absence of balance
between work and professional life. All these are few causes which lead to create an increase
amount of staff turnover at Barclays bank PLC (Australian branch).
Salary satisfaction:
Table 1 salary satisfaction
Table 1 that is highlighted above showcases that around 93 percent of the participants were
agreed that they are contented with the amount of salary received from the firm, whereas 72
percent of the participants showcase impartial response. All the other participants were
disagreeing. According to the literature review, the primary goal of the compensation system is
to appeal, along with retaining highly competent workers in comparison to the rivals. The
compensation is defined as all kinds of monetary earnings as well as physical services along with
incentives, worker obtain as a component of their work package. The traditional goals for any
system of compensation is to appeal, encourage along with retaining the workers within the
Comment [t2]:Please re-insert the table as it is
not clear

34
enterprise. However, monetary benefits will motivate workers to remain for smaller time span,
they require prospects for development. Worker retention as well as compensation is directly
associated to worker gratification. Concerning all times, workers have a primary requirement to
work where they sense their attempts, proficiency as well as inputs are valued (Birdi, 2017).
Remuneration is considered as one of the key causes of employee nonattendance and turnover, in
case the worker is not contented with what they salary they receive.
Prospects for Career progression (Training):
Table 2 No Prospects for career progression (Training)
Table 2 highlights total of 67 percent of participants who are agreed that there is no or less
prospects of career progression as well as 41 percent of the respondents were impartial whereas
45 percent of the respondents are not agreed. As stated by the author of the literature review,
training the employees is considered as an effective technique to retain employees. Training
might be useful for employees to become more efficient as well as passionately perform their
jobs in an effective way (Culler, 2013). Through offering workers with the right amount of T&D
they are more probable to be interested to take higher accountability more appropriate to career
growth. Workers might become assertive as well as encouraged and they might not be depended
that much on direction. In a research conducted past years, around 40 % of the respondents said
they would take into account quitting their jobs for some other jobs with the similar incentives in
case that job offered better career progression as well as significant issues.
Employee Involvement in Decision Making:

35
Table 3 Employee Involvement in Decision Making
Table 3 showcases that there are total 68 percent of the respondents were agreed that they are not
happy with the work settings as well as partial views were presented by 19 percent of the
respondents. Around 51 percent of the respondents are not agreed. According to the researcher,
actions will be taken to recognize as well as reduce organizational threats as well as training
needs to be given and educate the employees for job security as well as wellbeing. In a same
way, at the time the environment of work is not favorable to the worker security as well as
anticipations it can give to job dissatisfaction as well as worker turnover. In case the workers are
pleased with the present work settings they would enjoy visiting work on a daily basis, however,
in case the work settings incorporate the firm of the work like hours of work, roasters of work,
working shifts, extra time, routine rest days and backup work. As per the author, job satisfaction
as well as work settings has showcased the requirement for work and personal life in a
perspective referred to as a balance between professional and personal life (Glebbek, 2016). In
case the shifts are not properly arranged as well as synchronized, they can lead in overburdening
few workers resulting in less discontent and less confidence.
Input not valued:

36
Table 4 Input not valued
Table 4 highlights that the total of 81 percent of the respondents were agreed that the input from
the workers is not valued within the firm, whereas 31 percent of the respondents were partial
along with the remaining 36 percent of the respondents were not agreed. As stated in the
literature, funds and incentives might appeal individual to the company, however, there are other
things which are required to be performed to retain employees from leaving the organization
(Johnny, 2012). In a same way, individual have primary human requirement to feel valued as
well as satisfied with their job. Appreciation as well as benefit program assists in fulfilling these
requirements. An effective incentive as well as appreciation program does not have to be
intricate or costly in order to be productive.
Lack of balance between work and personal life:
Table 5Lack of balance between work and personal life
Table 5 that is portrayed above depicts the total of 57 percent of the respondents who agree with
the fact that there is a lack of balance between professional and personal life of all the employees

37
working in the bank. It has been identified from the results that employee turnover is because of
this lack of balance between work and personal life and 7 percent of the participants were
impartial about it. However, the rest of the 57 percent workers were not agreed with this
statement. According to the literature, employees state that work is boring and there is an
absence of challenges which might result in job dissatisfaction (Toby, 2014). At the time the
novel workers began to work for a firm, they have anticipations as well as it becomes an issue in
case those anticipations were not fulfilled. All these anticipations incorporate providing
prospects to apply for their competencies as well as potentials, whereas also getting the similar
treatment along with admiration as same workers and like to have effective working with
associations. Moreover, they anticipate that they will get a spare time to enjoy with their loved
ones.
5.2 Objective 2: Performance assessment:
It is quite significant that the workers present in any organization are satisfied with the system of
performance assessment. Workers were inquired regarding discernibility as well as the scale of
comprehension for performance assessment techniques. The reactions of the respondents are
showcased in the table 6 below:
Performance assessment:
Table 6 Performance assessment

38
Table 6 that are drawn above highlights that around 38 percent of the respondents were agreed
that the techniques of performance assessment are comprehensible as well as evident.
Approximately 50 percent of the participants believe that these techniques are not evident and
comprehensible, whereas 8 percent respondents shows that the techniques of performance
assessment were vague and remaining 4 percent states that they do not comprehend the
techniques as they are vague. Thus, this evaluation portrays that the workers are dissatisfied with
the techniques of performance assessment (Jan Mouritsen, 2016).
5.3 Objective 3: The effect of worker turnover on company performance in
Barclays bank PLC (Australian branch):
As per both kinds of data, the following are the effects of worker turnover on the company
performance in Barclays bank PLC (Australian branch). There is a decline in working output,
decrease in the product quality being manufactured, depletion of resources, worker are not
submitting work on time, decrease in the delivery of service, client loss, rise in the load of work
on the workers, an increment in the stress related to job on the current employees, extra time on
the job leads to create high amounts of worker turnover which eventually this high turnover
among the employees result in impacting the team work. This all influence the performance of
the Barclays bank PLC (Australian branch).
Decline in Work Output:

39
Table 7Decline in Work Output
Table 7 portrays that there are around 61 percent of the respondents who are agreed with the fact
that a greater rate of employee turnover leads to decrease the work output, whereas 17 percent of
the participants were impartial. There are around 20 percent respondents who have not agreed
with this statement. As per leading author, firms who do not have a reliable worker base can
continuously put an inexpert group of non-consistent department in the main areas of the firm
(Raechel, 2011). Making sure that effective workers remain with the firm will assist them to
strive efficiently in the sector. Further, at the time the firm let go their respected workers, there is
an adverse effect on creativity, steadiness in offering service to customers might be risked, as
well as primary interruptions in the service delivery to the client might take place.
Decline in the product quality being manufactured:
Table 8Decline in the quality of product being manufactured
Table 8 depicts that around 6 percent of the respondents were agreed that there is a greater
amount of worker turnover that is because of the decrease in the product quality being
manufactured, whereas 19 percent of the participants were impartial. However, there are still 33
percent of the participants who have not agreed with this statement. As per the literature suggest,
the service quality within the firm declines because of absence of workers. In a same way, the
assessment of clients regarding the quality of service is impacted by the final service obtained
Comment [t3]:Mean score analysis not done

40
along with the procedure of service delivery that incorporates time for waiting. Also, it has been
noticed from different researches that workers who are not satisfied are not in a position to
deliver effective performance because they are not in the right frame of mind and their attempts
are not valued.
Depletion of resources:
Table 9Depletion of Resources
Table 9 showcases that around 76 percent of the participants were agreed with the fact that
increased amount of worker turnover leads to high amount of resource depletion at the time
novel workforce comes in, whereas 11 percent of the participants were impartial. There are 13
percent of the respondents who have not agreed with this. The literature highlights that the novel
workers often make errors at the time they settling down within the firm. Similarly, the authors
suggest that the novel workforce creates a lot of duplication. In addition, the firms encounter a
lot of wastage of time because of the inexpert substitute workforce. The administration as well as
other workforce spends a great deal of time not performing their duties; however they make
efforts to train as well as adjust substitute workers. Also, the worker is not aware with the firm;
mistakes might take place at the time of using the new machines.
Workers not fulfilling commitments:

41
Table 10Workers not fulfilling commitments
Table 10 that is illustrated above represents around 19 percent of the participants who agree with
the fact that worker turnover leads the worker not fulfilling their commitments, whereas
approximately 9 percent of the participants were impartial. Still, there are 20 percent of the
participants who were not agreed with this fact. As per a well-known author, workers not
fulfilling their commitments as there are an absence of manpower because of worker turnover
(Rupert, 2016). Also, there can be a postponement in regard to the rate of response at the time of
waiting for the substitute worker to come and join the firm. Additionally, there can be a
postponement at the time of bringing into line and allocating substitute workers.
Interruption of Service Delivery:
Table 11Interruption of Service Delivery
Table 11 depicts that around 27 percent of the participants were agreed with the fact that worker
turnover leads to an interruption in delivery of service, whereas 15 percent of the participants

42
were impartial. The rest of the participants were not agreed. As per the author, worker interrupts
at the time of work will portray adverse effect on the delivery of service (Tyler, 2017). In case
there are workers who are not working properly, the service offered will be decreased in
comparison when the workers are on the job.
Loss of Customers:
Table 12 Loss of Customers
Table 12 demonstrates that the total of 35 percent of the participants was agreed that ineffective
service offered outcomes in terms of clients' loss, whereas 15 percent of the participants were
impartial. The rest of the participants show disagreement. According to a famous practitioner, the
causes of client obstruction are waiting for effective service (David, 2015).
Raising load of work for every worker:
Table 13Raising load of work for every worker

43
Table 13 showcases that the total of 52 percent of the participants were agreed that greater
amount of turnover raises the load of work on every worker, whereas 23 percent of the
participants were impartial. The rest of the participants were not agreed that the rise in the rate of
turnover is because of extra load of work. As stated by different authors, high worker turnover
puts pointless force on the worker performing their jobs (Joseph, 2012).
5.4 Objective 4: Suggest tactics which can be utilized for decreasing high scale
of worker turnover in Barclays bank PLC (Australian branch):
As per both sorts of data, there are certain suggestions which can be utilized to decrease the
greater scale of worker turnover in Barclays bank PLC (Australian branch)
Worker appreciation for target accomplishment:
Table 14 worker appreciation on target accomplishment
Table 14 shows that around 52 percent of the participants were agreed that the workers need to
be appreciated when the targets were accomplished, whereas 27 percent of the participants were
impartial. The rest of the participants were not agreed that the worker needed to be appreciated at
the time the targets were accomplished. In a same way, studies recommend that once targets
were accomplished, workers wants to be appreciated by the firm.

44
Workers need to be well paid:
Table 15workers need to be well paid
Table 15 represents that there is a total of 54 percent of the participants, who are agreed that a
worker needs to be paid well, whereas the 25 percent of the participants were impartial. The rest
were not agreed. It has been stated by different observers that the elements such as work settings,
salary along with firm regulations are the elements which create satisfaction (Kevin, 2016).
Staffs work association:
Table 16Staff work association
Table 16 illustrates that 49 percent of the participants were agreed to the fact the work
association among the workers needs to be enhanced whereas 36 percent of the respondents were
impartial. The rest of the participants were not agreed that the work association needs to be
enhanced among the workers.

45
6.0 Discussion:
6.1 Primary causes for workers to quit their job:
There are certain reasons why employees quit from their job which are discussed here. While the
procedure of gathering the material, the investigator identified about the effect of turnover has
gained sufficient importance through the top administration. The turnover is recognized as one
of the highly expensive challenge of HR that is faced by Barclays bank PLC (Australian branch).
The primary aim of the study was to identify the reasons and their future effect over turnover of
workers at Barclays bank PLC (Australian branch). The statement asks the views of the
colleagues as what are the causes of their coworkers to quit from their jobs (Frank, 2015). As per
the findings, certain factors were recognized towards the experience such as the range of the
salary, a poor assessment of the performance, contentment from the job, no acknowledgement,
and bad provision of work and monotony of working.
6.2 Range of salary:
Salary scale is considered as highly common reason of why turnover of staff takes place as per
the colleagues of Barclays bank PLC (Australian branch). The workers look for jobs which offer
them with good salary package. In case the firms in which they do the job does not give them
good salary then they start to look for other job positions in other firms which are giving
sufficient salary. The administration distance employees through supporting certain worker that
needs training or require the supervisory experience.
6.3 Absence of appreciation:
According to the respondents from Barclays bank PLC (Australian branch) the need of
appreciation triggers staff to quit from their job. The want for better appreciation and increased
position is highly necessary irrespective of the demographic factors. Appreciation is required by
each worker either through employers or others in the organization. This is a discomforting
situation when certain person made an effort which does not get appreciated.

46
6.4 Shortage of Training and Career progression:
Focusing on the responses gained from the research, the workers of Barclays bank PLC
(Australian branch) were sought related to their value of training and career progression about
which they does displayed satisfied results. Certain workers showed that because of the no
rotation of job, the supervisor does not provide them the time for participating in the programs of
training as they are concerned about the discontinuity of business and in consequence the
turnover increase as workers looks other job opportunities for advancing their careers.
Furthermore, it is also identified that workers usually marked progression of career as a key
priority while deciding or not leaving the company (Lee, 2017).
6.5 Absence of balance between personal and professional life:
This is also identified from the research findings that professional and work life balance is a
means of worker discontent. Certain employees of Barclays bank PLC (Australian branch) also
notified that after work they do not get sufficient time to be with their close ones and to do other
extra tasks, hence they get dissatisfied and this aspect stresses employees to quit their
supervisors. Other than the life at a job, every person has their own life and they like to provide
accurate time for it, hence, in case any employee identifies any issue between personal and
professional life as they desire to go to another company, where they can evade from issues. In
the current situations of rivalry amongst various supervisors in the sector of banking, there exist,
chances about the workers are expanded to provide greatest result and no balance between
professional and personal life.
6.6 Actions which the administration need to take for decreasing employee
turnover
The workers of Barclays bank PLC (Australian branch) were also sought that whether their
administration made any efforts towards keeping their staff from not leaving the company. As
per the findings displayed about the administration had begun keeping the skilled workforce
though providing them with an increase in their salaries when they showed their resignation
letters as the approach of retaining(Paul, 2016). Therefore, it resulted in lower confidence for

47
other workers because this gave rise to a massive gap in their income level. The administration
further initiated to successfully utilize the leave process of the interview towards recognizing the
causes of why workers are quitting their jobs.
7.0 Conclusion:
In a nutshell, this research revolves around identifying the effect of worker turnover on the
performance of the Barclays bank PLC (Australian branch). The data gathered from the
respondents of Barclays bank PLC (Australian branch) has been assessed. This research
demonstrated the subsequent depending over the aim of the research. Turnover of the worker
could be done through absence of chances for the progression of career, salaries, place of work.
Turnover of employees in case not considered more importantly, could disrupt the reputation of
Barclays bank PLC (Australian branch), where the clients will stop trusting the company.
Furthermore, the efficiency of the bank would further decline, the discouraged towards
performing for the firm with greater rate of employee turnover. Giving good salary to the staff
would assist in maintaining them in the organization. The poor performance of the Barclays bank
PLC (Australian branch) is because of its massive level of turnover of employees and it could
result in clients to go to the other firm for better facilities.
7.1 Recommendations:
There are certain recommendation provided to Barclays bank PLC (Australian branch) in order
reduce their employee turnover and enhance their performance:
 The senior administration needs to establish chances for the progression of a career in the
company. This allows the bank to get more capable and retained workforce.
 The senior administration needs to provide gratitude to their inside staff while there are
new tasks in the company (Stefan, 2012).

48
 The senior administration needs to make better their environment of work internally. The
condition of work needs to be favourable for staff safety and health.
7.2 Limitation of the Study:
The research was delimited to emphasize on the evaluation of the effect of worker turnover on
the performance of Barclays bank PLC (Australian branch). The time frame is considered as the
main hindrance encountered by the investigator. The availability of the participants is also an
issue because of the tough work schedule. The investigator thus required to rearrange the time of
the meeting with the respondents for the purpose of meeting the requirements. Also, the
investigator overcomes the issue of time limitation through generating an action plan to organize
everything appropriately (Philips, 2015). Moreover, the investigator limits him for gathering data
which is helpful as well as probably to be assessed afterwards through designing productive data
gathering techniques as well as completing the study on time.

49
References:
Allen, J. (2015). Uncertainty during Organisational Change: Managing Perceptions
through Communication. A Journal Change Management, 7(2), 36-48.
Birdi, C. (2017). The Impact of Human Resource and Operational management
Practices on Company Productivity. Personnel Psychology, 61(3), 67-70.
Blahna, T. (2014). Managing Employee Motivation. Journal of Human Resource
Management, 16-19.
Caleb, M. (2016). Employees Turnover and organization efficiency. Journal of Human
Resource Management. , 19-23.
Culler, S. (2013). The Moonlighting Decisions of Resident Physicians. Journal of Health
Economics, 4(3), 283-292.
David, Y. (2015). voluntary turnover research. A review and critique, 346-558.
Frank, T. (2015). Meaning and Measurement in Turnover. Comparison of Alternative
Measures and Recommendations for Research, 88-111.
George, P. (2015). A Hand Book of Human Resource Management,. Journal of HRM,
34-39.
Glebbek, A. (2016). Is high employee turnover really harmful? An empirical test using
company records. Acad. Management. J, 47 (2) 227-28.
Jan Mouritsen, P. (2016). Reporting on intellectual capital: why, what and how?
Measuring Business Excellence, Vol. 8 Iss: 1, pp.46 – 54.
Johnny, H. M. (2012). Does job insecurity lead to impaired well-being or vice versa?
Estimation of cross-lagged effects using latent variable modeling. Journal of Intellectual
Capital, Vol. 5 Iss: 2,pp.36 – 41.
Joseph, T. (2012). An Organization- Level Analysis of Voluntary and Involuntary
Turnover. Jounral of HRM, 188-196.

50
Kevin, D. (2016). Intermediate linkages in the relationship between job satisfaction and
employee turnover. Journal of Applied Psychology, 15-19.
Lee, B. (2017). Control Turnover by Understanding its Causes. Handbook of Principles
of Organizational Behavior, 199-202.
Miller, L. (2013). Enhancing Employees Job Satisfaction. Journal of Human Resource
Management, 5-9.
Paul, G. (2016). A Causal Model of Turnover for Nurses. . Academy of Management
Journal, 24: 543-565.
Philips, T. (2015). Employees Supervision. Journal of Human Resource Management,
96-101.
Premeaux, P. (2015). Employees’ Turnover and organization efficiency. Journal of
Management, 45-53.
Raechel, Q. (2011). Benchmarking labour turnover. IRS Employment Review, p. 42-48.
Rupert, N. (2016). The price tag on turnover. Personnel Journal, 69(12): 58-61.
Scott, W. (2012). Employees’ Turnover and organization efficiency. Journal of
Management, 174-195.
Spencer, W. (2017). Introduction- the competency-based movement: Its origins and
impact on the public sector. International Journal of Public Sector Management , 55-67.
Stefan, H. (2012). Examination of Avoidable and Unavoidable Turnover. Journal of
Applied Psychology, 72: 382-386.
Toby, M. (2014). The effects of organizational learning culture and job satisfaction on
motivation to transfer learning and turnover intention. Journal of handbook, 554-569.
Tyler, C. (2017). A metaanalysis of antecedents and correlates of employee turnover.
Update, moderator tests, and research implications for the next millennium. Journal of
Management, 26: 463-488.

51