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Staff Turnover in the Face-To-Face Marketing Business Report

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Updated: Jan 28th, 2022

Introduction

The aim of the research is to understand how staff turnover can be reduced in the face-to-face marketing business and why new employees leave the company early. Employees’ motivation is considered one of the main influences on their job performance (Lazaroiu 99). The target of the research (Appco Group) experiences high turnover rates but the causes of this issue remain unclear, and the problem is not addressed adequately. The unregulated position of employees, their neglected needs, unacceptable behaviour of supervisors can be the causes of high turnover rates.

Summary of Progress

Several important milestones were achieved. I was able to contact two employees from the company to interview them using the prepared questionnaire. The interviews provided me with an in-depth inquiry into the company’s current issues with employees and human resource management.

The interviews also helped me understand what weaknesses my questionnaires had (e.g. unclear questions, non-relevance to the subject, etc.). I rewrote some of them to ensure that they could become more relevant to the research objectives and questions.

I decided to use structured interviews as a basis for my research inquiry, but I ensured that interviewees were able to express their opinion even if it seemed off-topic at first. This was done to understand what thoughts and associations their work at Appco Group evokes and whether they can be regarded as factors that influence motivation and the intention to leave of other employees. According to Federici and Skaalvik, self-efficacy of employees relates positively to job satisfaction and negatively to burnout (296).

Issues and Challenges Faced

One of the main challenges that negatively influenced my research project was employees’ unwillingness or inability to take part in the interview. Despite the scheduled interviews, one of the employees at Appco Group did not attend it without any prior warning. I believe that such behaviour can also mirror organizational culture, although it can be explained by personal circumstances as well (Bello 229).

The next issue was the high turnover rate. While I prepared questionnaires for completion, some of the Appco employees left the company, thus directly affecting my ability to collect insights and information. I had to reschedule some of the appointments due to canceled interviews, which adversely influenced my project schedule. Nevertheless, I aim to adjust the new interview schedules into the updated plan of the research project.

Another difficulty was the restricted access to company’s policies on company culture and employee supervision. I have hoped to collect this information from employees directly, but they were reluctant to provide this information. At the same time, company’s policies concerning organizational culture are not available online or per request, which indicates that there might be some internal issues at the organization (Fung 75; Kang and Hustvedt 256). The lack of transparency suggests that organizational policies can be one of the factors that influence high turnover rates at Appco Group.

Employees’ unwillingness to discuss internal issues is also a sign of company’s inability to address possible employee issue prior to their decision to leave. The lack of detailed information about employee-employee and employee-supervisor interaction hinders the research’s aim to understand what personal characteristics are necessary for a successful face-to-face manager. Employees’ honest opinion about turnover rates at Appco Group could also help me understand the main reason behind this problem (Oluwafemi 45).

Updated Schedule

Additional online research on Appco Group April, May
The development of questionnaire May, June
Interviews with Appco Group employees 12, 13 June
Progress report submission 27 June
Scheduled interview with a team leader 28 June
Scheduled interview with an employee from the board office 29 June
Analysis of interviews’ outcomes/data collected 30 June – 3 July
Integration of obtained data in research July
Draft presentation July

Deviations: some of the interviews had to be rescheduled due to employees’ inability to conduct them.

Works Cited

Bello, Shukurat Moronke. “Impact of Ethical Leadership on Employee Job Performance.” International Journal of Business and Social Science, vol. 3, no. 11, 2012, pp. 228-236.

Federici, Roger A., and Einar M. Skaalvik. “Principal Self-Efficacy: Relations with Burnout, Job Satisfaction and Motivation to Quit.” Social Psychology of Education: An International Journal, vol. 15, no. 3, 2012, pp. 295-320.

Fung, Benjamin. “The Demand and Need for Transparency and Disclosure in Corporate Governance.” Universal Journal of Management, vol. 2, no. 2, 2014, pp. 72-80.

Kang, Jiyun, and Gwendolyn Hustvedt. “Building Trust between Consumers and Corporations: The Role of Consumer Perceptions of Transparency and Social Responsibility.” Journal of Business Ethics, vol. 125, no. 2, 2014, pp. 253-265.

Lazaroiu, George. “Employee Motivation and Job Performance.” Linguistic and Philosophical Investigations, vol. 14, no. 2, 2015, pp. 97-103.

Oluwafemi, James. “Predictors of Turnover Intention among Employees in Nigeria’s Oil Industry.” Organ Mark Emerg Econ, vol. 4, no. 98, 2013, pp. 42-63.

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