Browsing by Author "Sharew, Fanaye"

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    The Effect of Reward Practices on Employees’ Turnover Intention With Reference to Metals Industry Development Institute (Midi)
    (Addis Ababa University, 2017-06) Sharew, Fanaye; Beyene, Abeba (PhD)
    Human resource is the most important resources in the organization. Making an effort to retain skilled and efficient workforce is very essential for the achievement of the given objective. However, the issue of employee turnover exists in most of the organization throughout the world. To prevent an excessive employee turnover rate, an organization has to set an effective retention mechanism. Among a blend of employee retention mechanisms, reward management is the one which has a great impact on turnover. The main objective of this study was to assess the effects of Reward Practices on Employees' Turnover Intention in MIDI. The specific objectives were to examine their relationships, and to measure the level of employees' turnover intention. An explanatory research design with survey method is applied in this study. The total number of population was 148.Out of total population108sample size were drawn and used stratified sampling technique. The study used both primary and secondary source of data. The correlation result implied that pay has strong negative relationship (r=-573, p<0.01) with employees' turnover intention, moderate negative relationship obtained with benefit (r=-0.363, p<0.01), similarly, moderate negative relationship obtained with promotion (r=-0.423, p<0.01), strong negative relationship obtained with recognition & appreciation (r=-0.542, p<0.01), work environment also found (r=-0.720, p<0.01). Whereas, training & development (r=-0.202, p>0.01) weak relationship is obtained with turnover intention. The result that obtained from regression analysis implied, 62.2% of variation in employees’ turnover intention is explained by pay, benefits, promotion, recognition & appreciation, training & development and work environment. Among these independent variables, work environment has a greater rate of change. Concerning the existing employees' level of intention, the findings indicated that there is a high level of turnover intention in the Institute. In order to minimize and control the existing turnover intent of employees', the researcher recommended that the concerned parties have to revise and improve the existing reward practices. Key words: Reward practices and Employees' Turnover Intention
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    The Effects of Reward Practices on Employees' Turnover Intention with reference to MIDI
    (Addis Ababa University, 2017-06-02) Sharew, Fanaye; Beyene, Abeba (PhD)
    Human resource is the most important resources in the organization. Making an effort to retain skilled and efficient workforce is very essential for the achievement of the given objective. However, the issue of employee turnover exists in most of the organization throughout the world. To prevent an excessive employee turnover rate, an organization has to set an effective retention mechanism. Among a blend of employee retention mechanisms, reward management is the one which has a great impact on turnover. The main objective of this study was to assess the effects of Reward Practices on Employees' Turnover Intention in MIDI. The specific objectives were to examine their relationships, and to measure the level of employees' turnover intention. An explanatory research design with survey method is applied in this study. The total number of population was 148.Out of total population108sample size were drawn and used stratified sampling technique. The study used both primary and secondary source of data. The correlation result implied that pay has strong negative relationship (r=-573, p<0.01) with employees' turnover intention, moderate negative relationship obtained with benefit (r=-0.363, p<0.01), similarly, moderate negative relationship obtained with promotion (r=-0.423, p<0.01), strong negative relationship obtained with recognition & appreciation (r=-0.542, p<0.01), work environment also found (r=-0.720, p<0.01). Whereas, training & development (r=-0.202, p>0.01) weak relationship is obtained with turnover intention. The result that obtained from regression analysis implied, 62.2% of variation in employees’ turnover intention is explained by pay, benefits, promotion, recognition & appreciation, training & development and work environment. Among these independent variables, work environment has a greater rate of change. Concerning the existing employees' level of intention, the findings indicated that there is a high level of turnover intention in the Institute. In order to minimize and control the existing turnover intent of employees', the researcher recommended that the concerned parties have to revise and improve the existing reward practices.