Introduction
Surveys are helpful and informative instruments that allow researchers to collect primary data and identify leading trends. The Turnover in Your Organization questionnaire (SurveyMonkey, n.d.) was distributed among 35 employees of Credit Acceptance Corporation. These participants had a rich working experience and answered all the nine questions provided. Even though these people completed the survey on various days, starting from November 2, 2022, to November 10, 2022, this temporary distribution did not make any difference. Instead, the obtained percentages are rather informative because they reveal particular trends regarding turnover in the organization, and these findings are typically aligned with research evidence.
Survey Analysis
Survey Question 1: What Factors Do You Think Are Causing People to Leave Organizations?
Question 1 focuses on what factors make people leave their employment places. According to the answers, compensation and benefits (48.57%) represent the most influential feature, followed by flexibility (22.86%) and leadership (17.14%). Nature of work and/or responsibilities (5.71%) and employee morale (5.71%) were acknowledged by the smallest percentage of respondents. One should highlight that none of the participants stated that a lack of training caused individuals to leave organizations. These results are typically aligned with an article by Belete (2018), who analyzes organization turnover factors. Even though the researcher did not state which conditions are more influencing, he relies on scholarly evidence to support their effect. According to Belete (2018), people decide to leave their employment places because of insufficient pay, poor leadership, job dissatisfaction, and other factors. The scientist adds that organizations typically invest in training to reduce their turnover rates and increase employee retention (Belete, 2018). Thus, the information demonstrates that the survey responses are aligned with the answers.
Survey Question 2: What Factors Do You Think People Stay?
Question 2 draws attention to the opposite feature and determines why people decide to stay in an organization. The leading factor is comfort, and 68.57% acknowledged its significance. Simultaneously, 14.29% highlighted leadership, while the nature of work and/or responsibilities and employee morale witnessed 8.57% each. Employee comfort is a generalized term that can include a few specific features. In this case, the data meets the literature findings because Singh (2019) stipulates that employee retention is high thanks to job satisfaction, productive communication, compensation, flexibility, and training opportunities. There is no doubt that these options lead to employees’ physical and emotional comfort. Singh (2019) additionally highlights the role of managers’ leadership styles, while the nature of work and/or responsibilities and employee morale did not receive adequate attention. This finding demonstrates that the survey has found some emerging trends in employee retention.
Survey Question 3: Is It True That Working Conditions Have an Impact on Employee Turnover?
Question 3 can be considered a summary of the two previous questions because it identifies the respondents’ views on whether working conditions can impact employee turnover. It is not surprising that 66.71% strongly agreed while 22.86% agreed with the statement above. Simultaneously, 11.43% neither agreed nor disagreed, and there were no individuals who disagreed or strongly disagreed. These results are perfectly aligned with the discussion above because the answers to the previous questions and scientific evidence prove the impact of working conditions. The rationale behind this suggestion is that a broad category of comfort is a leading factor that makes people stay, while flexibility and compensation force employees to look for new jobs. Thus, people analyze their working conditions and make decisions regarding the future of their employment.
Survey Question 4: How Much Influence Do Working Conditions Have on Employee Turnover?
Question 4 is a continuation of the previous one because this time, respondents are asked to rate the influence of working conditions on employee turnover. It was expected that a small percentage ranked it as low (2.86%) and moderate (28.57%). The highest portion of the participants stipulated that the concept under investigation had a high (68.57%) impact on employee turnover, and none of the respondents stated that no extent existed. This percentage distribution is aligned with the discussion and findings above because versatile working conditions, including compensation, managers’ leadership, flexibility, and other factors, can significantly contribute to employee turnover and retention. That is why it is not surprising that most respondents highly assessed the impact of working conditions.
Survey Question 5: When Staff Turnover Is High, How Would You Rank the Organization’s Productivity?
Question 5 asked the respondents to evaluate the organization’s productivity if it deals with high staff turnover. A significant portion of the participants assessed it as low (51.43%) and moderate (25.71%). Simultaneously, it was unexpected that relatively many respondents stipulated that the productivity was average (11.43%) or even high (11.43%). The latter results are surprising because they contradict the literature findings. In particular, De Winne et al. (2019) relied on a non-linear approach to identify that labor productivity increases when low turnover rates are found. Moreover, organizations typically find it difficult to cope with frequent changes in the workforce because this state of affairs denotes that it is necessary to spend additional time and effort on training new employees (De Winne et al., 2019). That is why it is not clear why a substantial part of the respondents understated the negative effect of increased employee turnover on the organization’s productivity.
Survey Question 6: Does Staff Turnover Have an Impact on the Organization’s Performance?
As for Question 6, it is closely connected to the previous one because this time, respondents are asked whether staff turnover impacts the organization’s performance. The majority of the participants (68.57%) strongly agreed, while 25.71% agreed with the statement. The remaining respondents (5.71%) disagreed with this fact, which denotes that no people chose the neither agree nor disagree and strongly disagree options. The article by De Winne et al. (2019) explains why a significant portion of the participants assessed a positive correlation between employee turnover and the organization’s performance. These scholars stipulate that companies can reckon on improved outcomes if they manage to achieve low turnover rates (De Winne et al., 2019). However, a small portion disagreed with the statement, and it could be useful to discover why they submitted this answer.
Survey Question 7: Do You Think Leadership Is Addressing the Turnover Concerns?
Question 7 moves further and focuses on what the respondents think about whether leadership addresses turnover issues. The answers are as follows: 2.86% strongly agreed, 20.00% agreed, 25.71% neither agreed nor disagreed, 45.71% disagreed, and 5.71% strongly disagreed. This information reveals that many individuals did not witness a positive impact of leadership on turnover concerns. However, various scholarly articles stipulate that suitable leadership styles can successfully address the issue. For example, Jang and Kandampully (2018) acknowledge the positive effect of servant leadership, while Wang et al. (2018) emphasize the advantages of differential leadership and admit the harmful consequences of an authoritarian approach. Consequently, these findings demonstrate that leaders can address turnover issues if they rely on appropriate styles of managing their subordinates.
Survey Question 8: Should Leadership Conduct Skip Level Meetings to Address Any Existing Concerns to Retain Employees?
Furthermore, Question 8 was formulated to determine whether the respondents supported the idea of conducting skip-level meetings to address problems and retain employees. Almost all the participants support this suggestion because 54.29% strongly agreed, and 40.00% agreed with the statement. Simultaneously, the remaining 5.71% neither agreed nor disagreed with the importance of these meetings. The literature review demonstrates that strong support for skip-level meetings is a justified phenomenon because these events allow employees to raise concerns and express dissatisfaction with their manager’s performance (Goswami & Pandey, 2019). Simultaneously, these meetings are useful because they help workers feel heard and respected in the workplace. That is why it is not surprising that a significant part of the questioned employees advocated for holding such events because these individuals understand that it can be helpful to contact with manager’s supervisor.
Survey Question 9: Does Your Organization Address Diversity and Inclusion to Ensure Employees Have a Voice?
Finally, Question 9 asked the respondents to explain if their organization addressed diversity and inclusion. The distribution of answers is according to the following pattern: 37.14% strongly agreed, 37.14% agreed, 17.14% neither agreed nor disagreed, 8.57% disagreed, and 0.00% strongly disagreed. On the one hand, this information implies positive consequences because a majority of respondents are provided with diversity and inclusion in the workplace. On the other hand, it is not reasonable to ignore almost 25% of the participants who did not distinguish positive outcomes regarding the issues under analysis. These findings denote that organizations should invest more efforts to ensure that employees have a voice in the workplace.
Conclusion
In conclusion, the assignment has analyzed and summarized the primary data obtained through the Turnover in Your Organization survey. Thirty-five respondents answered nine questions, and this information provided useful insight into employee turnover in organizations. These answers revealed some trends, and the analysis of professional literature has demonstrated that the findings are aligned with existing knowledge on the topic. Scientific articles typically explained and supported the answers even though there were some exceptions when the responses contradicted scholarly evidence. In any case, this information is helpful for Credit Acceptance Corporation because the organization understands the reasons for employee turnover and finds ways to address the issue.
References
Belete, A. K. (2018). Turnover intention influencing factors of employees: An empirical work review. Journal of Entrepreneurship & Organization Management, 7(3), 1-7. Web.
De Winne, S., Marescaux, E., Sels, L., Van Beveren, I., & Vanormelingen, S. (2019). The impact of employee turnover and turnover volatility on labor productivity: A flexible non-linear approach. The International Journal of Human Resource Management, 30(21), 3049-3079. Web.
Goswami, A., & Pandey, J. (2019). Credit attribution bias and its impact on employee morale and retention. Strategic HR Review, 18(2), 80-83. Web.
Jang, J., & Kandampully, J. (2018). Reducing employee turnover intention through servant leadership in the restaurant context: A mediation study of affective organizational commitment. International Journal of Hospitality & Tourism Administration, 19(2), 125-141. Web.
Singh, D. (2019). A literature review on employee retention with a focus on recent trends. International Journal of Scientific Research in Science and Technology, 6(1), 425-431. Web.
SurveyMonkey. (n.d.). Turnover in your organization. Web.
Wang, L., Cheng, M. Y., & Wang, S. (2018). Carrot or stick? The role of in-group/out-group on the multilevel relationship between authoritarian and differential leadership and employee turnover intention. Journal of Business Ethics, 152(4), 1069-1084. Web.