CHAPTER V: FINDINGS, SUGGESTIONS, AND CONCLUSION
5.1 Introduction
This chapter contains the findings based on the data collected from 58 exited employees. The
findings were gathered through the analysis of the survey results on which the employees
responded. The purpose of this chapter is to present the results of data analysis and evaluate
them in terms of research questions and the chosen theoretical framework. In addition, there
will also be a separate section providing suggested solutions, social work implications, and a
conclusion.
The results will be presented in three groups for easy tracking of what was found in relation to
specific research questions:
1. Socio-demographic findings related to the characteristics of the employees who chose to exit,
2. The findings related to independent variables, namely exit feedback factors,
3. The findings related to dependent variables, namely retention factors.
Following the presentation of the findings, this chapter outlines the recommendations aimed at
improving the organization's employee retention practices. It also discusses the implications of
the findings for social work practice, highlighting how social work interventions can help
address the issues identified among employees. Finally, the chapter concludes by summarizing
the key findings, recommendations, and overall outcomes of the study.
Throughout the chapter, the findings are interpreted in relation to the research questions, the
theoretical framework, and the relevant literature reviewed in the study. This approach ensures
that the analysis is well supported and aligned with the objectives of the research
5.2 Major Findings
A. Socio-Demographic Characteristics
Gender: The majority of the employees who responded to the survey were male (93.1%).
Female employees accounted for only 6.9% of the respondents, and there were no respondents
who identified as Other. The response indicates that the gender ratio in the organization is far
from being equal. It also implies that any strategy to address the concerns of the female
employees will have a limited impact on the overall retention performance. In addition, there is
no necessity to pay specific attention to the retention concerns of the male employees since they
constitute the majority of the employees in the organization and thus their concerns would
apply to everyone.
Age Group: The majority of the exited employees fell under the 26 – 35 years age bracket
(53.4%), followed by the employees aged between 36 and 45 years (39.7%). Only 3.4% of the
exited employees were between 18 and 25 years old, and another 3.4% were aged 46 years or
older. Thus, most of the employees who left were young and middle-aged. This implies that the
problem of retention is not associated with a “young employee” phenomenon but is rather a
general concern for the company. It resonates with the survey results which show that the
employees were dissatisfied with their salary and career opportunities at the company. The high
percentage of exited employees aged between 26 and 45 years also implies that, for this group
of employees, the choice to leave the company was deliberate. It was not dictated by the desire
to seek better working conditions right after joining the company. Rather, it was the result of
evaluating the opportunities at the company and elsewhere and choosing the more advantageous
option.
Tenure: The majority of the exited employees indicated that they had been working at the
company for 1 – 3 years (51.7%), followed by those who had worked at the company for 3 – 5
years (43.1%). Altogether, they comprised 94.8% of all the respondents. Only 1.7% of the
exited employees had worked at the company for less than a year, and 3.4% had worked at the
company for more than 5 years. Therefore, it can be concluded that the company loses its
employees predominantly in the 1 – 5 years tenure bracket. This finding suggests that unless
appropriate steps are taken to address the retention concerns of the employees, they are highly
likely to leave after gaining enough work experience at the company to become desirable
candidates on the external labor market.
Department: Among the exited employees, the highest percentage (41.4%) fell under the
category of Other, followed by those who worked in the Production department (25.9%) and
Administration (20.7%). Other key departments, namely Finance (8.6%), Quality (1.7%), and
Human Resources (1.7%) had relatively few employees. The fact that the majority of the exited
employees were non-specialists resonates with the findings of the literature review. It implies
that the work environment in the production departments is particularly challenging, and these
employees have higher intentions to exit compared to employees in other departments.
B. Independent Variable-Related Findings (Exit Feedback Factors)
Organizational Culture and Communication
75.9% of the respondents either agreed or strongly agreed that organizational culture
was positive. Similarly, 1.7% of the respondents strongly disagreed, and no one
disagreed. It can be concluded that organizational culture, in general, was not a
significant contributor to employees’ decision to leave.
70.7% either agreed or strongly agreed that communication from top-level leadership
was effective. At the same time, 22.4% of the respondents were neutral, 6.9% disagreed,
and no one strongly disagreed. The level of agreement was moderate, and thus it can be
stated that communication from top leadership was not an important factor influencing
employees’ decisions to exit.
77.6% of the respondents either agreed or strongly agreed that leadership in their
respective departments provided adequate guidance and support. However, 12.1%
disagreed, which was the highest level of disagreement in terms of leadership-related
factors. Altogether, it can be stated that the majority of the exited employees were
generally satisfied with their leadership, but there might be specific problems in certain
departments.
Communication
70.7% of the respondents either agreed or strongly agreed that they felt supported by
their manager in performing their job duties, whereas 18.9% either disagreed or strongly
disagreed (3.4% + 15.5%). This was the second highest level of disagreement among all
the factors, and it implies that the employees had serious issues with regard to day-to-
day interactions with their supervisors. It resonates with the findings of Hom et al.
(2017) who identified supportive supervision as the most important predictor of
turnover intentions.
77.6% of the respondents either agreed or strongly agreed that they had a positive
professional relationship with their supervisor, whereas 72.4% felt that their manager
was open to suggestions. It can be concluded that, overall, the relationships between the
employees and their managers were generally positive.
Coaching and Career Guidance
Only 65.6% of the employees either agreed or strongly agreed that they received
sufficient coaching, whereas 17.2% either disagreed or strongly disagreed (10.3% +
6.9%). This was the highest level of disagreement in terms of coaching and career
guidance. It implies that the majority of the employees were not satisfied with the career
development support that they received. Moreover, it was the lowest level of agreement
in terms of leadership-related factors. Specifically, while 77.6% of the employees were
generally satisfied with having a positive relationship with their manager, only 65.6%
agreed that they received adequate career-related advice from their supervisors. This
highlights the importance of making proper career-related discussions a priority in terms
of retention management.
Recognition, Respect, and Fairness
75.9% felt their achievements and contributions were recognized by their manager,
while 10.3% disagreed or strongly disagreed. In most cases, this is a positive sign,
although in combination with the Reasons for Leaving, it takes on a slightly negative
shade: over 50% of respondents mentioned lack of recognition as a major or primary
reason for leaving, which suggests that for many, recognition was not provided at an
adequate level relative to their performance.
63.8% felt respected and included in the workplace, while 8.6% disagreed and 27.6%
were neutral – the highest percentage of neutrality across all items, suggesting a
significant portion of employees did not feel particularly excluded, but also did not feel
particularly included.
69% were satisfied with how conflicts were managed, which suggests that, while
generally satisfactory, this area should not be viewed as a particular strength.
86.2% were satisfied with safety and working conditions, the highest-scoring item
across all categories, which means this is an area the company should continue to focus
on and promote as a competitive advantage.
68.9% felt that the company valued employees as highly as production performance,
leaving nearly a third of respondents (31.1%) dissatisfied with this particular ratio – an
important consideration for any production facility.
Primary Reasons for Leaving
The study found that the primary reasons for employee exits were lack of satisfaction
with salary (67.2%), lack of recognition/appreciation (53.4%), lack of learning and
development opportunities (51.7%), lack of career/professional growth opportunities
(50.0%), better opportunities elsewhere (44.8%), and job insecurity/search for stability
(31.0%).
Comparatively, poor work-life balance (15.5%) and internal conflicts/organizational
politics (12.0%) were among the least cited reasons for leaving, indicating that
organizational culture was not a major driver of employee turnover.
These findings suggest that, consistent with Herzberg's Two-Factor Theory, employee
turnover at the facility is driven primarily by salary, recognition, and professional
growth rather than workplace culture.
Regarding the choice of a new organization, better career opportunities (34.5%) and
higher salary (34.5%) were the most influential factors, followed by better role/better
culture (19.0%), better work-life balance (12.0%), other reasons (5.2%), and flexibility
(3.4%) and job security (3.4%).
Although salary dissatisfaction was the leading reason for leaving the previous
organization, career opportunities emerged as the most important factor influencing
employees' decisions to join a new employer.
All respondents reported receiving a salary increase after changing jobs: 39.7% received
increases of 21–40%, 25.9% received 41–60%, 10.3% received 61–80%, and 24.1%
received increases exceeding 80%.
The finding that 24.1% of employees received salary increases of more than 80%
suggests that compensation at the previous organization was substantially below
industry standards, highlighting a significant concern for the company.
C. Dependent Variable-Related Findings (Employee Retention Indicators)
A total of 82.8% of exited employees indicated that they would consider returning to the
organization, while 17.2% were unsure and none responded negatively. This suggests
that most former employees are not completely dissatisfied with the organization and
may return if the right opportunities are provided. The finding highlights the potential
for the company to re-engage former employees as part of its retention strategy.
Consistent with Meyer and Allen's (1991) Three-Component Model, the results indicate
that many former employees continue to demonstrate affective commitment to the
organization.
When it is about changes that would influence their decision to return to the
organization, 48.3% of respondents indicated that an increase in compensation/salary
would be the primary influencing factor, with 13.8% citing better
management/practices, 12.1% citing more opportunities for advancement, and a
combined 12.1% indicating a combination of salary increases, more opportunities, and
better management/practices. Only 5.2% stated that a change in workplace culture
would influence their decision to return, while 3.4% cited a vacant position as a
potential reason. Salary appears to be the major influencing factor for returning
employees: when asked about changes that would influence their decision to return to
the organization, nearly half of the respondents (48.3%) indicated that increases in
compensation/salary would be the primary factor. Other considerations such as more
opportunities (12.1%) and better management (13.8%) appeared to be of secondary
importance.
60.3% of exited employees would recommend the company as an employer, while 31%
were unsure (“Maybe”), and 8.7% indicated they would not. Combined, over 91% of
respondents hold a positive opinion of the company as an employer, which indicates the
company appears to possess a generally positive employer brand that is capable of
attracting desirable candidates on an ongoing basis. As a result, the company does not
appear to suffer from a negative employer brand on a large scale, but several critical
factors affecting employee retention still need to be addressed.
51.7% of respondents believe that management would take employee feedback into
account, while 39.7% were unsure, and 8.6% felt management would not take their
feedback into account. This is arguably one of the most important findings in terms of
retention, as it provides extremely actionable insight into the employees’ attitudes
toward the company’s management: they are aware that management does not always
act upon employee feedback, and this awareness negatively affects employee retention,
creating a self-fulfilling prophecy. In particular, the majority of respondents do not
believe their feedback would be used or would make any difference, and, consequently,
they do not provide honest, meaningful feedback to management. This finding helps
explain the research problem and serves as a critical point of departure for the
discussion of the research findings: employee turnover remains a major concern for the
company, and, as explained in the research problem, the feedback collected from exiting
employees is currently not utilized in any meaningful way by the company. As will be
discussed in the recommendations section, the company should establish a feedback
loop that would be visible to employees and have a measurable impact on subsequent
HR practices, thus addressing this particular concern and removing the source of
frustration.
When asked to indicate retention initiatives the company should prioritize, respondents
identified higher salary/benefits (31%), opportunities for career advancement (20.7%),
and better management (13.8%) as the top three initiatives influencing their decision to
return to the organization. Learning & development opportunities, work/life balance
initiatives, flexible work options, and recognition/praise ranked lower, at 10.3%, 8.6%,
6.9%, and 3.4%, respectively. This finding directly builds upon the previous finding: as
stated previously, salary appears to be the top priority for the majority of exited
employees, which influences their decision to leave as well as their considerations
regarding potential return to the organization.
5.3 Suggestions/Recommendations
Based on the findings, the following recommendations can be made in order to improve the
organization’s retention practices.
1. Review and benchmark salary compensation periodically.
According to the findings, salary dissatisfaction was the primary reason for leaving the
organization. In addition, over a quarter of the respondents increased their salaries by over 80%
upon switching to a new organization, which implies the majority of them left the organization
for significantly better pay. In particular, this appears to be the main reason for leaving among
employees with 1–5 years of tenure, who are typically the most talented and motivated
workforce. Therefore, the organization should review and benchmark its salary compensation
periodically (ideally, on an annual or bi-annual basis) in order to ensure its salaries are
competitive in the local labor market. It is also advised the company review the existing salary
range and implement a policy of structured increases instead of relying on the employees’
subjective perceptions of their worth to the organization. Another important consideration is the
length of tenure: new employees are most likely to reconsider their decision to join the
organization if they feel like their salary is inadequate, and the organization should recognize
this fact and ensure timely salary increases in accordance with the employees’ tenure.
2. Formalize and implement more effective recognition practices.
Lack of recognition was a significant concern for the majority of exited employees. Despite
over 75% of respondents being generally satisfied with the level of recognition and appreciation
they received from their managers, over half of the respondents indicated this was a major or
primary reason for leaving. Therefore, it is evident the level of recognition appreciated by the
majority of employees at the facility is significantly lower than the level of recognition they feel
they deserve. As such, a more structured approach to recognition should be implemented:
instead of relying on employees’ subjective perception of being appreciated or not, the
organization should formalize its recognition practices according to its employees’ expectations.
It is also advised the organization provide employees with more frequent and specific
recognition, as generic praise tends to be ineffective: the organization’s managers should
recognize employees’ contributions more often, specifically for their work, in order to improve
the organization’s retention rates.
3. Develop clear career-growth opportunities.
Lack of career/professional growth/promotion opportunities was the second-most prevalent
reason for leaving, with over 50% of respondents citing this reason as major or primary.
Similarly, over half of the respondents indicated the lack of learning & development
opportunities as a major or primary reason for exiting the organization. Therefore, it is evident
the majority of the organization’s employees would have remained at the organization if they
had more opportunities for career growth and learning & development. It is advised the
organization develop clear opportunities for career advancement and create a structured
promotion system, as the majority of the organization’s employees appear to be in favor of this
retention initiative. The organization should also consider developing more structured learning
& development initiatives, such as budgeted training plans, that would enable its employees to
achieve their professional goals and remain committed to the organization.
4. Provide coaching/training for managers in regards to career conversations and
guidance.
Coaching and career guidance opportunities were the least satisfactory aspect of employees’
relationships with their managers. While the majority of respondents were generally satisfied
with their relationships with their managers, including their levels of rapport, openness to
feedback, and ability to provide guidance, a significant minority of respondents were
dissatisfied with this aspect of their job. Therefore, it appears the majority of the organization’s
managers do not have the skills to provide adequate career guidance to their employees, which
creates an additional barrier to retention. The organization should develop a comprehensive
career-conversation training course for its managers, as well as a system of regular formal
conversations with employees in regards to their career development, separate from
performance management and general feedback.
5. Formalize the feedback-loop process to ensure employees’ concerns are heard.
Only a little over half of the respondents were satisfied with the organization’s ability to use
their feedback to make positive changes. Furthermore, nearly 40% of respondents were unsure
if their feedback would make any difference, which indicates they do not believe their voice is
heard by the organization. Therefore, the organization should formalize the employee feedback-
loop process, including its analysis and distribution, in order to ensure employees’ concerns are
visible to all responsible stakeholders at all levels. In particular, the organization should
distribute annual reports outlining key employee concerns and the organization’s plans for
addressing these concerns in order to reassure employees their feedback is heard and tangible
steps are being made to improve the situation.
6. Develop a “boomerang employee” retention initiative.
The majority of the organization’s employees indicated they would be open to returning to the
organization in the future if their concerns were addressed. Therefore, the organization should
develop an initiative to welcome back these employees, as they represent a desirable pool of
candidates with extensive knowledge of the organization and its practices. The organization
should maintain positive, respectful relationships with all exited employees in order to keep
them as potential candidates for re-applying for positions at the organization. It is also advised
the organization implements a formal re-application procedure as soon as the pertinent issues
affecting the employees’ initial decisions to leave the organization are resolved.
7. Focus on maintaining the organization’s strengths.
Based on the findings, organizational culture and safety were the aspects of the organization
employees appeared to enjoy the most. Therefore, the organization should prioritize these
strengths and build upon them in order to increase its retention rates. In particular, the
organization should continue to maintain and promote its safety and working conditions in
order to ensure its employees feel safe and secure at the workplace, as well as continue to build
on its organizational culture in order to ensure its employees feel part of a team.
8. Ensure employee exit surveys are evaluated and analyzed periodically.
The organization should ensure exit surveys are evaluated and analyzed on a regular basis and
the findings are distributed across all relevant stakeholders. It is recommended the organization
formalize an annual exit-survey evaluation cycle, with quarterly updates, in order to ensure the
employees’ concerns are visible to all stakeholders and actionable improvement initiatives can
be developed.
5.4 Implications for Social Work Practice
•Relevance of industrial/occupational social work. Given the nature of the study, the findings
reinforce the relevance of social work within the manufacturing industry. In particular, the
findings identify a number of social work-related issues that are of particular concern to
employees within the manufacturing industry, particularly those related to compensation,
recognition, and opportunities for career growth.
•Institutionalizing employee voice mechanisms. The study reveals the necessity of
institutionalizing employee voice mechanisms within organizations. Social workers can play a
major role in facilitating this process by helping HR departments design employee feedback
mechanisms, such as exit surveys, and helping institutionalize these mechanisms at the
organizational level in order to ensure employees’ voices are heard and utilized to make
positive changes.
• Addressing the trust gap through communication mechanisms. One of the major findings of
the study is the fact that the majority of the organization’s employees do not trust the
management to utilize their feedback in order to make positive changes. This finding has
important implications for social work practice within the organization, as it aligns with the
social work value of empowerment. In particular, social workers can work in collaboration with
the organization’s management to develop more transparent communication mechanisms in
order to ensure employees feel empowered and, as a result, more committed to the organization.
• Designing employee assistance and mentorship structures. The study revealed a number of
areas within the organization that require improvement. In particular, the majority of the
organization’s employees indicated they would remain at the organization if they had more
opportunities for career advancement, learning & development, and more structured
recognition/praise practices. Therefore, social workers can work in collaboration with the
organization’s management to design appropriate employee assistance structures, including
structured mentorship programs, that would allow the organization to address these concerns
and improve its retention rates.
• Dignity and respect in the offboarding process. The study’s findings demonstrate the
importance of ensuring dignity and respect throughout the employee lifecycle, including the
offboarding process. As the findings show, the majority of the organization’s employees are
open to returning to the organization, which suggests their relationships with the organization
ended on a mostly positive note. Therefore, social workers should ensure dignity and respect
are upheld throughout the employees’ offboarding process in order to ensure the employees’
positive perceptions of the organization are reinforced.
• A case for embedding welfare roles in manufacturing HR structures. Combined, the study’s
findings illustrate the crucial role social workers can play in addressing the main retention
concerns within the manufacturing industry. In particular, the findings demonstrate the need for
roles within the manufacturing organizations that would address the main concerns of the
employees and ensure the management’s awareness of said concerns, as well as the
implementation of appropriate action initiatives. The findings, therefore, provide a strong
argument for embedding social work roles within manufacturing HR structures. Additionally,
these findings provide valuable practical experience for social work students and practitioners
within the manufacturing industry.
• Implications for social work education and research. The study also serves as an important
reminder for social work students and practitioners that understanding the fundamentals of
quantitative research is crucial for effectively addressing workplace-related concerns. In
particular, the ability to analyze and interpret numerical data is essential for social workers
practicing within the organizational context, as the majority of managerial and administrative
decisions are driven by quantitative data, such as employment-related statistics.
5.5 Conclusion
The present study aimed to review an existing body of research literature on employee turnover,
identify key factors affecting employee turnover within the manufacturing industry, analyze the
current employee turnover rates at the organization, and examine the employees’ perceptions of
the organization in order to identify key factors affecting employee turnover at the facility.
Based on the findings, it can be concluded that employees tend to leave the organization for a
variety of reasons, most of which relate to either compensation, recognition, or opportunities
for career growth. In most cases, employees do not appear to be entirely dissatisfied with the
organization or its management, but, rather, leave for specific reasons, citing compensation,
recognition, and career advancement as the primary concerns. Furthermore, the organization’s
strengths, including safety and general culture, were identified, as well as the major concerns
affecting employee retention. The results of the study have been used to provide
recommendations concerning the organization’s retention practices, with particular emphasis on
improving the organization’s compensation, recognition, and employee career-growth-related
practices. Organizations that are able to take exit feedback seriously, which is
regrettably not the case of most companies, can actually benefit from it considerably, both in
terms of reduced attrition and enhanced employer brand image, and thus have more motivated
and better retained employees in the long term. Thus, the goodwill of this company’s former
workers is by no means wasted – rather, it should serve as
a powerful catalyst for reducing attrition rates by means of taking employees’ feedback seriousl
y.
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Questionnaire
Section A: Personal Information
1. Gender
☐ Male ☐ Female ☐ Other
2. Age Group
☐ 18–25 years
☐ 26–35 years
☐ 36–45 years
☐ 46 years and above
3. Total Tenure in the Company
☐ Less than 1 year
☐ 1–3 years
☐ 3–5 years
☐ More than 5 years
4. Department
---
---
Section B: Organizational Culture and Leadership
Instructions: Rate the following statements on a scale of 1–5.
1 = Strongly Disagree | 2 = Disagree | 3 = Neutral | 4 = Agree | 5 = Strongly Agree
5. The organizational culture was positive and supportive.
☐1 ☐2 ☐3 ☐4 ☐5
6. Communication from top management was transparent and effective.
☐1 ☐2 ☐3 ☐4 ☐5
7. Departmental leadership provided adequate guidance and support.
☐1 ☐2 ☐3 ☐4 ☐5
8. Safety and working conditions met my expectations.
☐1 ☐2 ☐3 ☐4 ☐5
9. The company valued employees as much as operational performance.
☐1 ☐2 ☐3 ☐4 ☐5
10. I felt respected and included in the workplace.
☐1 ☐2 ☐3 ☐4 ☐5
11. Workplace conflicts were handled fairly and professionally.
☐1 ☐2 ☐3 ☐4 ☐5
---
Section C: Managerial Support
12. My manager provided the support needed to perform my job effectively.
☐1 ☐2 ☐3 ☐4 ☐5
13. I had a positive professional relationship with my immediate supervisor.
☐1 ☐2 ☐3 ☐4 ☐5
14. My manager was open to feedback and suggestions.
☐1 ☐2 ☐3 ☐4 ☐5
15. My achievements and contributions were recognized by my manager.
☐1 ☐2 ☐3 ☐4 ☐5
16. I received sufficient coaching and career guidance from my manager.
☐1 ☐2 ☐3 ☐4 ☐5
---
Section D: Reasons for Leaving
Instructions: Indicate the extent to which the following factors influenced your decision to leave.
1 = Not a Reason | 2 = Minor Reason | 3 = Moderate Reason | 4 = Major Reason | 5 = Primary Reason
17. Dissatisfaction with salary and benefits.
☐1 ☐2 ☐3 ☐4 ☐5
18. Lack of career growth or promotion opportunities.
☐1 ☐2 ☐3 ☐4 ☐5
19. Poor work-life balance.
☐1 ☐2 ☐3 ☐4 ☐5
20. Internal conflicts or workplace politics.
☐1 ☐2 ☐3 ☐4 ☐5
21. Lack of recognition and appreciation.
☐1 ☐2 ☐3 ☐4 ☐5
22. Limited learning and development opportunities.
☐1 ☐2 ☐3 ☐4 ☐5
23. Job insecurity or search for a more stable career.
☐1 ☐2 ☐3 ☐4 ☐5
24. Personal or family-related reasons.
☐1 ☐2 ☐3 ☐4 ☐5
25. Better opportunity offered by another organization.
☐1 ☐2 ☐3 ☐4 ☐5
---
Section E: New Organization Choice and Future Intentions
26. What was the primary factor in choosing your new organization?
☐ Higher Salary
☐ Better Career Growth
☐ Better Work-Life Balance
☐ Better Job Role
☐ Better Organizational Culture
☐ Job Security
☐ Flexible Working Arrangements
☐ Other __________
27. Did your new job provide a significant increase in salary or benefits?
☐ Yes
☐ No
28. If yes, approximate percentage increase:
☐ Less than 20%
☐ 21–40%
☐ 41–60%
☐ 61–80%
☐ Above 80%
29. Would you consider returning to this organization in the future?
☐ Yes
☐ No
☐ Maybe
30. If Yes/Maybe, what change would most influence your return?
---
31. Would you recommend this company to other job seekers?
☐ Yes
☐ No
☐ Maybe
---
Section F: Employee Retention and Organizational Improvement
32. Which retention initiative would have most encouraged you to stay?
☐ Higher Salary and Benefits
☐ Career Advancement Opportunities
☐ Better Leadership Support
☐ Recognition and Rewards
☐ Work-Life Balance Programs
☐ Learning and Development Opportunities
☐ Flexible Work Options
☐ Other __________
33. Do you believe management will use employee feedback to make positive changes?
☐ Yes
☐ No
☐ Uncertain
34. What suggestions would you provide to improve employee retention and job satisfaction?