Employee Retention in Hollywood Bakery Company

This study aims to understand the causes of employee retention in Hollywood Bakery Company and provide solutions to mitigate the issue. The study includes a literature review, research questions, methodology, data findings and analysis, and conclusion and recommendations.

Running Head: IMPROVING ORGANIZATIONAL PERFORMANCE
Improving Organizational Performance
Name of the Student
Name of the University
Author Note

1IMPROVING ORGANIZATIONAL PERFORMANCE
Executive Summary
The aim of the study is to understand the causes that is leading to employee retention in
Hollywood Bakery Company. The key factors that are causing the attrition is discussed along
with the utilization of retention theory and model which will help the company in mitigating the
retention issues. The background on employee retention is stated and research questions has been
given. The research methodology that has been used is mixed methodology, which included both
qualitative and quantitative data by using interview technique and survey method. The
qualitative analysis is stated in the study that determines the percentage of influence it casts on
employees for attrition. The quantitative data is also provided in the study. The factors that are
the reasons behind employee retention is also stated in the study.

2IMPROVING ORGANIZATIONAL PERFORMANCE
Table of Contents
1. Introduction..............................................................................................................................3
1.1 Background................................................................................................................................4
1.2 Goals and objectives of the project............................................................................................4
1.3 Research Questions....................................................................................................................5
2. Literature Review........................................................................................................................5
2.1 The factors that are causing employee attrition in the industry.............................................5
2.1.1 Job Dissatisfaction..............................................................................................................6
2.1.2 Stress...................................................................................................................................7
2.1.3 Work-hours Balance...........................................................................................................7
2.1.4 Reward Management..........................................................................................................7
2.1.5 Training and development..................................................................................................8
2.1.6 Motivation...........................................................................................................................8
2.1.7 Work environment..............................................................................................................9
2.1.10 Flexibility in workplace....................................................................................................9
3. Project Management..................................................................................................................10
3.1 Employee Retention Theory................................................................................................10
4. Intended Usage of Theories Models and Frameworks..............................................................10
4.1 Employee Retention Model.................................................................................................10
4.1.1 Zinger Model................................................................................................................10

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5. Research Methodology..............................................................................................................11
6.0 Data Findings and Analysis.....................................................................................................11
6.1 Quantitative Analysis...............................................................................................................11
6.1.1 Reliability Analysis..............................................................................................................11
6.1.2 Normality Test......................................................................................................................13
6.1.3 Demographic Data................................................................................................................14
6.1.4 Correlation analysis..............................................................................................................19
6.2 Qualitative analysis..................................................................................................................20
6.2.1 Coded Data...........................................................................................................................21
6.2.2 Discussion.............................................................................................................................23
7.0 Conclusion and Recommendation...........................................................................................24
7.1 Recommendation.....................................................................................................................24
Appendices....................................................................................................................................25
Appendix 1.....................................................................................................................................25
Appendix 2.....................................................................................................................................44
References......................................................................................................................................53

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Shortage of employees and high staff turnover at Hollywood Bakery Company
1. Introduction
The Hollywood Bakery company has been one of the biggest bakery company that has
been supplying fresh pies, breads and savories along with pastries, cakes and slices. The
company has employed skilled workers in their baking team that helps them in producing high
quality food items, they are always serving fresh, and tasty food items the company uses fresh
material for baking their pastries. The company was founded in 1995, and the company has been
operating its business for almost more than two decades. The company has been operating its
functions along with central manufacture facilities that run almost 24X7 for delivering items and
they are associated with almost many coffee shops (Chen, et al). The main motive of the
company s to serve their customers with best quality food items and a wide variety of products
from which they can make their choices and the prices that they have to pay for the food items is
also affordable.
The strategy that the company plays in order to gain the competitive advantage in the
industry is by providing a wide variety of food items to the customers at very affordable price so
that they can retain them. The infrastructure of the company and the interiors of the stores are
well designed and the arrangements are done in a very systematic this also helps the company in
maintaining a good impression in front of the customers. The company is also very particular in
maintaining the hygiene factors as they conduct business with food items it is also important for
them to have proper sanitization (Youn, Kim & Song, 2017). The authorities of the company also
follow a systematic process of operating their business. The company also has supervisors that
have strict supervision on the working for the employees and supervising that they are properly
executing their journey. The aim of the study is to understand the reasons that is causing high

5IMPROVING ORGANIZATIONAL PERFORMANCE
staff turnover and the aims and objectives of the sturdy will be discussed the theories and models
on employee retention will also be discussed along with the factors that is affecting employee
retention.
1.1 Background
Employee retention is a big problem that the companies are facing and it causes negative
impact on the production of the company as they are the main source that triggers positive
production and help in revenue growth of the company, the employees devote their efforts and
time for achieving the goals of the company. Therefore, the company also has certain
responsibilities towards their employees in order to retain them. The company must have policies
for the supervisors should also hear the employees that will in order to safeguard their rights and
their opinion so that a balance communication can be followed (Chen, et al. 2016). The company
must also ensure that a positive and healthy environment is being maintained in the premises of
the company that will help the employees in bringing positive productivity in the company. The
employee retention is a major problem that the company should control as that will help them in
earning revenue.
1.2 Goals and objectives of the project
The aim of the study is to understand the various factors that is causing employee
retention in Hollywood Bakery Company the main issue that the company is facing is related to
employee attrition. The bakers of the company are not willing to stay associated with the
company and this is the reason the company is facing huge attrition in the company. Therefore,
the objectives of the research is stated below:
To determine the main factors that is leading to staff turnover in Hollywood Bakery Company

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To determine the various approaches related to employee retention that is used to increase along
with sustain the increasing rates of employee attrition in Hollywood Bakery.
To determine the basis of employee turnover in the company
1.3 Research Questions
What are the main factors that are causing staff turnover Hollywood Bakery Company?
What are the models and theories that can help in understanding employee attrition and control
them?
How can the basis of employee attrition can be controlled in the company?
2. Literature Review
2.1 The factors that are causing employee attrition in the industry
Many causes leads to employee attrition in the company and that negatively affects the
productivity of the company. The company must also understand the factors that is leading the
employees in job dissatisfaction, demotivation. The company must also ensure that they are able
to provide healthy and safe environment to the employees so that they can devote their efforts
that will help the organization in attaining positive productivity. The managers that are involved
in the industry tends to focus in their growths and overlook the basis requirements of the
employees, which leads to dissatisfaction (Youn, Kim & Song, 2017). The managers are unable
to understand the grievances, their opinions are not given any importance, which leads to
demotivation, and they tend to leave the job. In this industry, the employees have to work for
long hours and this brings fatigue in the employees’ and they are also not given any extra
payment for the overtime they are doing, therefore it results in demotivation and disregard for the

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company. The flexibility in the work hours is also absent, the employees have to undergo strict
policies that are often difficult for them to maintain and gradually it results in conflicts amongst
the managers, authorities and the employees.
The stability on the work is very scarce and the employees find difficulty in maintaining
a balance in their professional and personal life, due to the long working hours. The attrition in
the hospitality industry is very high and it seems to increase gradually, the staffs that are working
in the hotel industry are not subjected too much growth in their career life and they do not get
much opportunities to grow in their professional life which highly demotivates them. Therefore,
this also stems in attrition in the company the staffs also feel that they are not being appreciated
and they are not given any rewards by the authorities that can help in motivating them an devote
more efforts of the company.
2.1.1 Job Dissatisfaction
The employees of the concern face job dissatisfaction because the authorities do not
appreciate their efforts and they are not rewarded by the company, which will motivate them and
make them devote more effort for the company so that they can attain the targeted goals and
develop their skills. The staffs also face harsh behavior from their supervisors if they make any
mistake, and the criticisms make them demotivated due to which the company experiences high
attrition rates. The staffs are always scrutinized and criticized even if they are performing well.
The authorities tend to make them give more efforts so that they can provide customers the best
services and attain the competitive advantage (Genly, 2016).

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2.1.2 Stress
The pressure that the company provides to the employees leads to huge stress as they are
scrutinized for the work that they are doing. They are not appreciated for the efforts that they are
providing. The employees are forced to work for long hours for the company and they do not
receive any extra payment for that which triggers stress in the employees. They sudden changes
that the company decides to implement are not discussed with the employees and their opinions
are not considered yet the authorities want the employees to adapt the changes with fluency. The
employees face difficulty in adapting the changes and make mistakes for which they are
criticized by the managers and authorities (Han, Bonn & Cho, 2016).
2.1.3 Work-hours Balance
The work-hours balance is very less in this company as the employees are forced to work
for long hours, that is beyond their shift timing and they are not even given any extra payment
that will motivate them to work for more hours. The company also forces the employees to
devote more hours that leads tiredness and fatigue due to which they cannot concentrate on their
duties and they often are criticized for their mistakes (Msengeti & Obwogi, 2015).
2.1.4 Reward Management
It is very important for the companies to acknowledge the efforts that the employees are
providing the company must provide proper reward system for the employees that are
performing exceptionally well in the concern and give them rewards for their performance. The
company can give both financial rewards to the employees that will help them in getting
motivated and devote more efforts for the company. Hollywood Bakery Company does not
encourage any kind of reward system that resulted in high attrition rates, therefore, the employee
turnover in the company has caused huge downfall in the revenue of the company. The

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employees are also attracted towards incentives that the company should implement and provide
them for the performance that they are giving for the company in attaining the revenue.
Incentives is an important factor that highly attracts the employees to perform better, devote their
maximum efforts, and time in the organization. Absence of proper reward policies and incentive
schemes demotivates the employees lead to job satisfaction and the attrition rates as a result gets
high (Kossivi, Xu & Kalgora, 2016).
2.1.5 Training and development
The hiring of the employees are done but HR and their skills and potential are not
properly analyzed due to which the employees feel that they are in wrong industry and the work
is not appropriate for them to perform. The companies in order to retain the employees must
initiate proper training and development programs so that the skills of the employees are shaped
properly. Selection of appropriate training and development program will help the company in
providing good training to the employees, which will bring positive productivity to the company
and help the employees as well in the developing their individual goals and make themselves
eligible for acquiring incentives (Uen, et al. 2018).
2.1.6 Motivation
In order to retain the employees in the company it is very important to motivate them for
the duties that they are providing, excessive criticism and scrutiny can make the employees
demotivated and the urge of giving efforts for the company will gradually decrease. Therefore,
the authorities must always try in motivating their employees that will boost their performance.
The loopholes that the employees have in performing their duties must be properly analyzed and
the supervisors must try to give them proper suggestion that will help them in identifying their

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mistakes and take necessary measures to mitigate them. The informal way of helping and
guiding, the employees will also keep them motivated (Msengeti & Obwogi, 2015).
2.1.7 Work environment
The work environment of the company is a big factor that can either have negative or
positive influence on the performance of the employees. The absence of proper ambience can
lead to high attrition; it is important for the authorities to understand the loopholes that is
resulting in attrition because of the environment in the company. The company must also have
policies that will safeguard the rights of the employees and they should feel safe and secured
within the premises of the company. The safety and security of female employees must be
safeguarded, yet the company fails to provide a good environment to the employees that will
help them in giving productivity to the company (Goh & Lee, 2018).
2.1.10 Flexibility in workplace
It is very important for the company to have proper flexibility in the workplace as that
helps in maintaining a proper environment for the employees to execute out their duties. The
company must implement flexible working arrangements for the employees so that they can
work with less pressure and there will be less probability of mistakes. The employees are not
given flexible work hours rather they are made to work for more hours that is at times even after
their shift timing. Therefore, due to this, the employees undergo stress, fatigue and exhaustion,
which drastically affects their performance, mental stability, and they tend to feel demotivated.
This stems to high attrition rates in the company, the stringent policies and shift timing often
bring negative impact on the employees and they develop disregard for the company and their
authorities. The disagreements between the opinions and decisions of the employees and the

11IMPROVING ORGANIZATIONAL PERFORMANCE
authorities leads to conflicts, which harms the productivity of the company and leads to high
attrition rates within the organization (Alfayad & Arif, 2017).
3. Project Management
3.1 Employee Retention Theory
According to Msengeti & Obwogi, 2015), the companies need to retain their employees
so that they can attain their targeted revenue and gradually increase the profit margin of the
company it is also important for the company to employ the suitable candidates so that they can
easily adjust with the ambience and knows how to manage workload. The company must
understand the various reasons that is causing employee attrition in the company and implicate
the theories and models that will help them in overcoming the issue. Therefore, the theory that is
initiated by Herzberg will help the company in decreasing the attrition rate. The Herzberg theory
mainly focus on two aspects that is motivator and hygiene, the motivator factor is the one that
helps the employees to stay motivated and perform their duties properly. The motivation is huge
factors that helps the employees to survive in the organization and the hygiene factors are that
defines the relationship that the employees hold with their authorities and conflicts between the
employees and authorities can stem to work related stress issues, and pressure that is given on
the employees by the authorities of the company (Karumuri, 2016).

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4. Intended Usage of Theories Models and Frameworks
4.1 Employee Retention Model
4.1.1 Zinger Model
The Zinger model helps in controlling the employee retention and manage the performance of
the employees, this model helps in enhancing the performance of the employees therefore, and
the authorities must apply this model in their organization that will help the company in
controlling the attrition rates. This model will help Hollywood Bakery Company in making the
employees grow their skills both for their personal and professional life, which will also bring
productivity to the company and help them to build their individual skills. The Zinger model is
helpful in understanding the loopholes that they have and mitigate them to achieve the results
and excel in the work that they are performing (Murphy, 2017).
5. Research Methodology
The methodology that has been conducted for the collecting of the data is both qualitative
and quantitative. The primary research is conducted and the instruments that has been utilized for
gathering the primary data is survey method and interview methods, through this both qualitative
and quantitative data has been attained. The data has been attained though questionnaire by
interviewing the managers and surveying the employees. The sampling of the data has been done
by interviewing five managers and surveying 100 employees. Mixed methodology has been
performed to execute the research and understanding the reasons that is leading to employee
attrition in Hollywood Bakery Company.

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6.0 Data Findings and Analysis
This chapter provides a detailed description of the results derived from the data collected.
Initially, the quantitative data collection has been performed, and then the qualitative data
analysis has been performed to validate the results from the quantitative analysis.
6.1 Quantitative Analysis
6.1.1 Reliability Analysis
Reliability is the ability of the study to examine the internal consistency of the data
collected. This study has used Cronbach’s alpha test to examine the scale reliability among the
data collected. The value of alpha has to be greater than 0.7 for the data to be reliable and in this
study, the value of alpha is .987, which shows high internal consistency between the data
collected. Moreover, the item total statistics determine the internal consistency of the data when
one of the element is deleted. It shows that all the variables are contributing positively to the
reliability of the data collected.
Reliability
Statistics
Cronbach's
Alpha
N of
Items
.987 11
Item-Total Statistics
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
Satisfaction 36.72 162.244 .930 .986
Stress 36.82 160.371 .932 .986
long working hours 36.90 159.283 .939 .986
reward management 36.74 161.992 .929 .986

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incentive schemes 36.80 162.202 .933 .986
positive attitude 36.84 161.530 .921 .986
regular training 36.83 159.961 .933 .986
motivated 36.77 161.411 .927 .986
work environment 36.77 160.118 .934 .986
flexible wokring
hours
36.81 161.953 .928 .986
work life balance 36.80 162.424 .926 .986
6.1.2 Normality Test
The normality test shows that the data collected follows a normal distribution where
variables are lying at different ends of the spectrum. It means that the data set is reliable to
perform quantitative analysis.
Tests of Normality
Kolmogorov-Smirnova Shapiro-Wilk
Statistic df Sig. Statistic df Sig.
Satisfaction .233 100 .000 .828 100 .000
Stress .257 100 .000 .822 100 .000
long working hours .277 100 .000 .811 100 .000
reward management .238 100 .000 .830 100 .000
incentive schemes .257 100 .000 .840 100 .000
positive attitude .266 100 .000 .831 100 .000
regular training .259 100 .000 .817 100 .000
motivated .245 100 .000 .827 100 .000
work environment .243 100 .000 .815 100 .000
flexible wokring
hours
.259 100 .000 .837 100 .000
work life balance .257 100 .000 .840 100 .000

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6.1.3 Demographic Data
The frequency graph shows that 52% of the respondents are female and remaining are
male. This question examines the age of the respondents in the investigation. The results show
that 27% are between the age group of 18-20, 20% are between the age group of 21-29, 19% are
between the age group of 40-49, 18% are between the age group of 31-39 and 16% are between
the age group of 50-59. It shows that there is almost equal distribution in terms of age which
provides opinions of a variety of employees. This question scrutinises the educational
qualification of the respondents in the study. The outcome shows that 27% have completed
elementary education, 23% have completed their post-graduation, 21% are undergraduate and
14% are graduate employees. It shows that people belong to different educational qualification
are working together, and it portrays the diversity of the workforce. The question analyses the
marital status of the respondents and the results showing that there is an almost equal distribution
between married and unmarried people. The question examines the employment status of the
respondents. The outcome shows that 36% are full time employees, 29% are part-time
employees, and 35% are not working. It signifies that 35% of the employees that have worked in
the organisation but have left are participating. It helps in gaining better insights into the data
collected and the factors affecting staff turnover.
6.1.4 Correlation analysis
The correlation analysis shows that all the factors mentioned in the study have shown
positive correlation and significance at two-tailed. Factors such as stress, lack of work-life
balance, lack of reward management and incentive structure and lack of collaborative work
environment affect the turnover rate within the organisation.

16IMPROVING ORGANIZATIONAL PERFORMANCE
6.2 Qualitative analysis
Question Data
1. What are the positive aspects of a job in
Hollywood Bakery Espresso?
“ The incentive and pay structure are as par
with the industry benchmark.”
“ The company provides growth opportunities
and incentive options to earn more.”
“We provide higher remuneration in
comparison to other rival companies.”
2. What are the negative aspects of a job in
Hollywood Bakery Espresso?
“ The job role is challenging in the
organisation where employees have to work
long hours and put under extreme stress. It is
due to a high number of deadlines to be met.”
“ There is a lack of work-life balance as
working long hours makes it difficult to give
time to family.”
“ The work environment is not collaborative,
and there is a lack of support and coordination
between team members.”
3. What are the factors affecting turnover
in Hollywood Bakery Espresso?
“ The job is quite challenging and demands
much commitment. However, it affects
personal life, and there is a lack of
appreciation from the managers.”
“ Rewards, incentives, lack of motivation

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from the managers, stressful work
environment, lack of employee welfare are
vital factors affecting employee turnover.”
“ Work environment is not ideal for working,
and there is a lack of cooperation among the
employees.”
4. What are the strategies implemented to
improve retention rate at Hollywood
Bakery Espresso?
“ We are trying to improve our human
resource policies by providing better growth
opportunities to the employees.”
“ We are planning new training and
development programs and flexible working
shifts so that employees can manage their
lives better.”
“ We are trying to improve the work
environment by organising events and
improve team bonding. We are also arranging
training sessions for the managers for
improving the work quality.”
6.2.1 Coded Data
Examples of participants words Open codes

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Incentives and pay structure, growth
opportunities, higher remuneration
Incentives and pay structure, growth opportunities,
higher remuneration
job role is challenging, demands much
commitment, lack of appreciation
from the managers, lack of work-life
balance, a lack of support and
coordination between team members
Challenging and demanding job role, lack of work-
life balance and lack of appreciation,
The job role is challenging in the
organisation where employees have to
work long hours and put under extreme
stress
Longer working hours, stressful environment
improve our human resource policies
by providing better growth
opportunities to the employees,
planning new training and
development programs and flexible
working
Human resources policies, improving flexibility
and growth opportunities, new training and
development program
Open coding Axial coding Selective coding
Incentives and pay structure,
growth opportunities, higher
remuneration
Higher remuneration
package
Higher remuneration
package
Challenging and demanding Lack of work-life balance Lack of work-life balance

19IMPROVING ORGANIZATIONAL PERFORMANCE
job role, lack of work-life
balance and lack of
appreciation,
and employee welfare and employee welfare
Longer working hours,
stressful environment
Long working hour resulting
in a stressful environment
Long working hour resulting
in a stressful environment
Human resources policies,
improving flexibility and
growth opportunities, new
training and development
program
Human resources policies to
improve growth
opportunities, flexibility,
training and development
program
Changes in human resource
polcies
6.2.2 Discussion
The analysis from the qualitative analysis also shows that lack of work-life balance,
stressful environment and long working hours are factors significantly affecting the staff
turnover at the bakery. Even though the organisation focused on rewards and incentives, it is not
sufficient to address the needs of the employees. The analysis shows that considerable change in
human resource policies are needed where the organisation needs to provide flexible working
hours and offer sessions to relieve the stress of the employees. Moreover, the organisation also
need to provide training and development opportunities for empowering and motivating the
employees.

20IMPROVING ORGANIZATIONAL PERFORMANCE
7.0 Conclusion and Recommendation
This section links the objective of the study to findings to discuss valid conclusions in the
research. Staff turnover is a vital issue faced by a majority of the organisations in the global
market, and with the shortage of qualified staff, it is necessary to improve the retention rate. The
key findings of the study are as follows:
 Factors such as stress, lack of work-life balance, lack of reward management and
incentive structure and lack of collaborative work environment affect the turnover rate
within the organisation.
 The analysis from the qualitative analysis also shows that lack of work-life balance,
stressful environment and long working hours are factors significantly affecting the staff
turnover at the bakery. Even though the organisation focused on rewards and incentives,
it is not sufficient to address the needs of the employees. The analysis shows that
considerable change in human resource policies are needed where the organisation needs
to provide flexible working hours and offer sessions to relieve the stress of the
employees.
7.1 Recommendation
The organisation needs to develop competent human resource policies where they need to
promote flexible working hours and provide autonomy to them. They also need to develop a
cooperative work environment and team bonding to reduce the overall stress levels of the
employees.

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Appendices
Appendix 1
Descriptives
Statistic Std.
Error
Satisfaction Mean 3.76 .130
95% Confidence Interval
for Mean
Lower
Bound
3.50
Upper
Bound
4.02
5% Trimmed Mean 3.84
Median 4.00
Variance 1.699
Std. Deviation 1.304
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.742 .241
Kurtosis -.691 .478
Stress Mean 3.66 .138
95% Confidence Interval
for Mean
Lower
Bound
3.39
Upper
Bound
3.93
5% Trimmed Mean 3.73
Median 4.00
Variance 1.903

25IMPROVING ORGANIZATIONAL PERFORMANCE
Std. Deviation 1.380
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.800 .241
Kurtosis -.621 .478
long working hours Mean 3.58 .142
95% Confidence Interval
for Mean
Lower
Bound
3.30
Upper
Bound
3.86
5% Trimmed Mean 3.64
Median 4.00
Variance 2.004
Std. Deviation 1.415
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.809 .241
Kurtosis -.653 .478
reward management Mean 3.74 .132
95% Confidence Interval
for Mean
Lower
Bound
3.48
Upper
Bound
4.00
5% Trimmed Mean 3.82

26IMPROVING ORGANIZATIONAL PERFORMANCE
Median 4.00
Variance 1.730
Std. Deviation 1.315
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.755 .241
Kurtosis -.658 .478
incentive schemes Mean 3.68 .130
95% Confidence Interval
for Mean
Lower
Bound
3.42
Upper
Bound
3.94
5% Trimmed Mean 3.76
Median 4.00
Variance 1.695
Std. Deviation 1.302
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.755 .241
Kurtosis -.585 .478
positive attitude Mean 3.64 .134
95% Confidence Interval
for Mean
Lower
Bound
3.37
Upper 3.91

27IMPROVING ORGANIZATIONAL PERFORMANCE
Bound
5% Trimmed Mean 3.71
Median 4.00
Variance 1.808
Std. Deviation 1.345
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.788 .241
Kurtosis -.575 .478
regular training Mean 3.65 .140
95% Confidence Interval
for Mean
Lower
Bound
3.37
Upper
Bound
3.93
5% Trimmed Mean 3.72
Median 4.00
Variance 1.947
Std. Deviation 1.395
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.806 .241
Kurtosis -.634 .478
motivated Mean 3.71 .134

28IMPROVING ORGANIZATIONAL PERFORMANCE
95% Confidence Interval
for Mean
Lower
Bound
3.44
Upper
Bound
3.98
5% Trimmed Mean 3.79
Median 4.00
Variance 1.804
Std. Deviation 1.343
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.779 .241
Kurtosis -.627 .478
work environment Mean 3.71 .139
95% Confidence Interval
for Mean
Lower
Bound
3.43
Upper
Bound
3.99
5% Trimmed Mean 3.79
Median 4.00
Variance 1.925
Std. Deviation 1.387
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.805 .241

29IMPROVING ORGANIZATIONAL PERFORMANCE
Kurtosis -.649 .478
flexible wokring
hours
Mean 3.67 .132
95% Confidence Interval
for Mean
Lower
Bound
3.41
Upper
Bound
3.93
5% Trimmed Mean 3.74
Median 4.00
Variance 1.738
Std. Deviation 1.319
Minimum 1
Maximum 5
Range 4
Interquartile Range 2
Skewness -.769 .241
Kurtosis -.580 .478
work life balance Mean 3.68 .130
95% Confidence Interval
for Mean
Lower
Bound
3.42
Upper
Bound
3.94
5% Trimmed Mean 3.76
Median 4.00
Variance 1.695
Std. Deviation 1.302
Minimum 1
Maximum 5
Range 4

30IMPROVING ORGANIZATIONAL PERFORMANCE
Interquartile Range 2
Skewness -.755 .241
Kurtosis -.585 .478

31IMPROVING ORGANIZATIONAL PERFORMANCE
Satisfaction

32IMPROVING ORGANIZATIONAL PERFORMANCE
Stress

33IMPROVING ORGANIZATIONAL PERFORMANCE
long working hours

34IMPROVING ORGANIZATIONAL PERFORMANCE
reward management

35IMPROVING ORGANIZATIONAL PERFORMANCE
incentive schemes

36IMPROVING ORGANIZATIONAL PERFORMANCE
positive attitude

37IMPROVING ORGANIZATIONAL PERFORMANCE
regular training

38IMPROVING ORGANIZATIONAL PERFORMANCE

39IMPROVING ORGANIZATIONAL PERFORMANCE
motivated

40IMPROVING ORGANIZATIONAL PERFORMANCE
work environment

41IMPROVING ORGANIZATIONAL PERFORMANCE
flexible working hours

42IMPROVING ORGANIZATIONAL PERFORMANCE
work-life balance

43IMPROVING ORGANIZATIONAL PERFORMANCE
Appendix 2
Correlations
Satisfac
tion
Stres
s
long
working
hours
reward
managem
ent
incentive
schemes

44IMPROVING ORGANIZATIONAL PERFORMANCE
Satisfaction Pearson
Correlation
1 .870*
*
.908** .847** .883**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
Stress Pearson
Correlation
.870** 1 .878** .897** .872**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
long working
hours
Pearson
Correlation
.908** .878*
*
1 .863** .913**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
reward
management
Pearson
Correlation
.847** .897*
*
.863** 1 .865**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
incentive
schemes
Pearson
Correlation
.883** .872*
*
.913** .865** 1
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
positive
attitude
Pearson
Correlation
.855** .897*
*
.859** .895** .857**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
regular training Pearson
Correlation
.892** .882*
*
.902** .875** .878**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
motivated Pearson
Correlation
.877** .867*
*
.881** .889** .871**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
work
environment
Pearson
Correlation
.883** .877*
*
.889** .883** .904**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100

45IMPROVING ORGANIZATIONAL PERFORMANCE
flexible
wokring hours
Pearson
Correlation
.864** .882*
*
.883** .882** .879**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
work life
balance
Pearson
Correlation
.895** .867*
*
.875** .871** .875**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
Correlations
positive
attitude
regular
training
motiv
ated
work
environ
ment
flexible
wokring
hours
Satisfaction Pearson
Correlation
.855** .892** .877** .883** .864**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
Stress Pearson
Correlation
.897** .882** .867** .877** .882**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
long working
hours
Pearson
Correlation
.859** .902** .881** .889** .883**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
reward
management
Pearson
Correlation
.895** .875** .889** .883** .882**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
incentive
schemes
Pearson
Correlation
.857** .878** .871** .904** .879**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
positive
attitude
Pearson
Correlation
1 .853** .887** .853** .884**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100

46IMPROVING ORGANIZATIONAL PERFORMANCE
regular
training
Pearson
Correlation
.853** 1 .856** .917** .853**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
motivated Pearson
Correlation
.887** .856** 1 .849** .898**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
work
environment
Pearson
Correlation
.853** .917** .849** 1 .875**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
flexible
wokring hours
Pearson
Correlation
.884** .853** .898** .875** 1
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
work life
balance
Pearson
Correlation
.863** .889** .871** .876** .856**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
Correlations
work life balance
Satisfaction Pearson Correlation .895**
Sig. (2-tailed) .000
N 100
Stress Pearson Correlation .867**
Sig. (2-tailed) .000
N 100
long working hours Pearson Correlation .875**
Sig. (2-tailed) .000
N 100
reward management Pearson Correlation .871**
Sig. (2-tailed) .000

47IMPROVING ORGANIZATIONAL PERFORMANCE
N 100
incentive schemes Pearson Correlation .875**
Sig. (2-tailed) .000
N 100
positive attitude Pearson Correlation .863**
Sig. (2-tailed) .000
N 100
regular training Pearson Correlation .889**
Sig. (2-tailed) .000
N 100
motivated Pearson Correlation .871**
Sig. (2-tailed) .000
N 100
work environment Pearson Correlation .876**
Sig. (2-tailed) .000
N 100
flexible wokring hours Pearson Correlation .856**
Sig. (2-tailed) .000
N 100
work life balance Pearson Correlation 1
Sig. (2-tailed)
N 100
**. Correlation is significant at the 0.01 level (2-tailed).
Reflective Learning
The learning that has been gained from the following project is that I have understood
the importance and reason that are leading to employee retention and the impact that it is casting
on the companies. I have taken help of my friends in completing my the project one of my friend
has helped me in doing the quantitative part and the calculations based on the surveys and
interview that was conducted for carrying out the project. One of my friend has helped me in
doing the qualitative analysis where he has helped me in making the diagrams and draw the

48IMPROVING ORGANIZATIONAL PERFORMANCE
understanding. I have done the literature review and the understanding that I have gained from
the study is that the employees are not being provided proper facilities and the authorities of the
company are treating them unfairly. The factors such as stress, rewards managements and
motivation has helped to understand that the factors are very important for maintaining employee
retention, the employees are not being properly paid for the work that they are doing. I have
understood that the employees must be motivated thoroughly that will help them in enhancing
their performances, the work hours should be little flexible so that the employees do not feel
fatigue or stress and the pressure does not harm their mental peace or stability.
The qualitative and the quantitative data has been conducted by interviewing five
manger and surveying ten employees and the understanding that has been drawn from the
analysis is that though the company has incentive and reward system but the company is not
concerned by the opinions and the needs of the employees which leads to conflicts. The HR of
the company must also be employee centric and propose strategies that will help in reducing the
attrition rates in the company. The change plan that the company initiates must be discussed with
the employees and their opinions should be taken and considered as well so that they feel that
they are being valued and their trust and faith towards the company will increase. I have also
learned that the bakery company must understand the requirements of the employees and help
them with the shortcomings rather than criticizing them.

49IMPROVING ORGANIZATIONAL PERFORMANCE

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.