How to gather and analyze data

Findings Introduction This section presents the findings of the research study. To begin with, a brief depiction of the participants is provided. Next, participants’ responses to the survey questions are reported, along with interpretation of the findings. The responses are presented in accordance with the research objectives specified in the problem statement section.

The study aimed to: 1) to determine how lack employee turnover affects project quality and delivery in particular, project completion date 2) to identify problems in the small business that contribute to poor employee retention 3) to determine the how employee motivation affects retention 4) to identify the status of the internal and external environment and how it influences human retention. Description of Participants In total, six individuals participated in the qualitative interview.

All of the participants were randomly selected from Quantech Services Inc., a small enterprise offering superior quality consulting services and products in the following areas: Cyber Security, Program Management, Financial and Cost Management, and Engineering Services, to governmental clients such as the DoD (defense department).The personnel specifically emanated from the company’s project managers, the human resources division and also individuals constituting a project team. The obtained responses were read and analyzed numerous times to ascertain themes. Subsequently, the themes were reported and discussed as follows.

Employee Motivation One of the key objectives of the study was to determine the manner in which employee motivation impacts retention. The responses from the participants indicated that motivational factors, for example, employee salary, remumeration as well as fringe benefits were ranked as being the most significant to the labor force of the organization followed by job security in addition to the relationship with superiors and colleagues.

One of the participants stated the following: “A key motivational factor for remaining within the organization is not only the compensation given but also the benefits. I believe that the work undertaken by an employee should match the compensation granted.

In addition, being part of the productivity levels of the organization, benefits should be granted to the employee in recognition of such efforts” Participant 5 also stated that: “One of the main aspects that motivates me to stay within an organization takes into account being given the opportunity to grow and develop.

Being given the chance to advance one’s career is a personal motivating factor as this facilitates the achievement of goals and ambitions” The outcomes of the motivational factors indicates that the compensation and fringe benefits, job security and safety, association with fellow workers, magnitude of respect and impartial treatment from supervisors were deemed as the most significant to the workforce in the organization and closely followed by promotional prospects and training and development.

The inference of this is that these elements need to be augmented in the organization. Enhancing these benefits will augment workforce satisfaction and employee retentions and therefore guaranteeing meeting the goals and objectives of the organization (Umamaheswari and Krishnan, 2016). Work-Life Balance The findings of the study also indicated that work-life balance is an imperative aspect in guaranteeing employee retention. The findings of the survey support the theoretical relationship between work-life conflict and attitudes associated to employee withdrawal.

Particularly, the findings of the study indicate that a small constructive correlation between both work to life and vice versa from life to work conflict and turnover intents, and a small adverse association between both ways of conflict and organizational dedication. The findings of the study indicate the significance of acknowledging the work-life apprehensions of employees’ work-life.

In conducting such recognition, does not just augment the welfare of the employees but also has associations to the profit of the organization with respect to attracting and sustaining employee with the highest talent levels (Tessema, T. M., & Soeters, 2006). One of the participants stated that: “I have to be able to work and at the same time take care of my family. There has to be a balance between these two aspects.

I have to be able to spend time with my children and also be able to advance my career” Working Environment The findings of the study also indicated that the work environment plays a significant role in employee retention. Based on the responses of the participants, good working relationships within the workplace setting with supervisors and work colleagues facilitate the necessity to remain within the organization.

In addition, the participants are inclined to remain within an organizational setting in which the employees are granted prospects to utilize their initiatives, competencies and talents while conducting their work. The participants outlined that the conditions provided by the employer have to be suitable and comfortable to work in to sustain their retention within the organization. In addition, an organizational work environment that provides employees with suitable and adequate support in the endeavor to balance their social responsibilities and their work is a positive aspect in facilitating employee retention.

These findings are in tandem with literature that indicates that working conditions are one of the fundamental reasons for employee turnover. Literature indicates that workplace environments that have long working hours compounded with minimal play have an adverse impact on the employees’ capability to balance work demands and family demands. In the same manner, lacking the choice or input on the work shift and also the work demands that they employees are expected from negatively impacts their performance and increases employee turnover.

Another determining factor of workplace conditions is treatment from supervisors and colleagues with healthy and positive relations having a positive impact on employee retention (Msengeti and Obwogi, 2015). Superior-subordinate relationship The findings also indicated that the relationship between the employee as the subordinate and his or her superior is an important aspect for guaranteeing employee retention.

The findings indicate that the participants largely want to feel valued, acknowledged and privileged with a sense of belonging within the organization and also feel that they are actively engaged in the attainment of goals and objectives of the business. The findings of the study showed that when the personnel feel that they are part of the increased level of productivity of the organization, it increases the rates of retention. Furthermore, this also creates a high extent of trust that is existent between the subordinates and the supervisors.

One of the participants stated that: “How my supervisor treats me and the manner in which we relate with one another plays a pivotal role in retention. I do not want a relationship in which.