Employees&#039; Employment Reasons for Staying and Leaving the Companies: A Descriptive-Correlational Study

Darwin  D. Diola,; Bernadeth  Ballesteros-Contreras,; Francisco  Sanchez,

Employees' Employment Reasons for Staying and Leaving the Companies: A Descriptive-Correlational Study

Bernadeth Ballesteros-Contreras | Darwin D. Diola | Francisco Sanchez

Discipline: Education

Abstract:

The aim of this study was to see if there was a correlation between the demographic profiles and employment reasons for staying and leaving the companies and the difference between employees' employment reasons for staying and leaving in the companies. This study employed a correlational approach to analyze the answers of 44 employed or with prior work, 20 years old and above, working or having worked in any of the following settings: a school, an office/corporate, a clinic, or a guidance setting. According to this study's findings, only had a weak significant relationship of salary range among the variables are growth and development with the Pearson r of (ROS=0.33) with a p-value of 0.030 and (ROL=0.34) with a p-value of 0.026. The computed values are found to be a significant, the null hypothesis is rejected by the study's researchers. Therefore, we can infer that salary range has a significant relationship with growth and development both for Reason for staying and leaving. Furthermore, growth and development with a p-value of 0.045, work life balance with a p-value of 0.008, and boss/superior reasons for staying and leaving with a p-value of 0.000 has a significant difference, the researchers reject the null hypothesis as well. Therefore, we can infer that the employees’ reason for staying and leaving the company are both or either the following: growth and development, work life balance and boss/superior. As one of the recommendations, the researcher suggests posting flyers, hosting meetings with various staff groups to discuss the retention strategy and posting the policy on the business website. The task of putting the plan into action can fall under the purview of a department or committee. It is crucial to make sure that those in charge of the implementation process have received the necessary training to comprehend the problems that arise in the workplace.

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