1. A Study on Employee Retention among Executives
A Case Study of a Construction Industry in Pakistan
[Name of the Writer]
[Name of the Institute]
[Subject]
[Date]

2. Table of Contents
CHAPTER 5: EMPIRICAL RESULTS AND ANALYSIS ........................................................... 4
Section One.............................................................................................................................. 4
1. Age Group................................................................................................................. 4
2. Gender ....................................................................................................................... 5
3. Job Preference ........................................................................................................... 6
4. Job Satisfaction ......................................................................................................... 7
5. Expecting a More Satisfying Job .............................................................................. 9
6. Reward and Recognition ......................................................................................... 10
7. Importance of Appreciation .................................................................................... 11
8. Satisfaction with the Provided Facilities................................................................. 13
9. Quality of Infrastructure and Equipment ................................................................ 14
10. Impact of Bonus on the Motivation and Performance ........................................ 15
11. Fun at Work And Its Impact On Employees Motivation .................................... 16
12. Opportunities of Growth and Development ........................................................ 17
13. Impact of Company Polices ................................................................................ 18
14. Implication of three R’s (Recognition, Reward and Respect) ............................ 19
15. Level of Satisfaction with Welfare Measures ..................................................... 21
16. Work Environment .............................................................................................. 22
17. Significance of Salary or Compensation ............................................................. 24
18. Significance of Leave Benefits ........................................................................... 25
19. Significance of Retirement Plan.......................................................................... 27
20. Significance of Health and Related Benefits....................................................... 28
21. Significance of Long-Term Insurance................................................................. 30
22. Significance of Tuition Reimbursement ............................................................. 31
23. Significance of Deferred Compensation ............................................................. 33
24. Significance of Employee Assistance Program (EAP) ....................................... 34
25. Significance of Life Works (resource and referral) ............................................ 36
Section Two ........................................................................................................................... 38
26. Job Satisfaction and Age Group.......................................................................... 38
27. Gender and Job Satisfaction ................................................................................ 40

3. Section Three ......................................................................................................................... 41
28. Relationship between Job Satisfaction and Working Environment .................... 41
29. Relationship between Job Satisfaction and Gender ............................................ 42
30. Relationship between Job Satisfaction and Age Group ...................................... 42
31. Relationship between Job Satisfaction and Rewards and Recognition............... 42
32. Relationship between Job Satisfaction and Appreciation ................................... 43
33. Relationship between Job Satisfaction and growth and development
Opportunities .................................................................................................................. 43
34. Relationship between Job Satisfaction and Health and Related Benefits ........... 44

4. CHAPTER 5: EMPIRICAL RESULTS AND ANALYSIS
This chapter aims to analyze the results of the study calculated through IBM SPSS
Statistics 22. The results of the study are presented through tabular and graphical illustrations.
This chapter is divided into three sections. Section one describes basic distribution of data
through frequency tables and graphs. Section two represents data in cross tabulation which
describes gender and age group with respect to other key variables. In addition, section three of
this chapter represents relationships among different variables calculated through the statistical
software, IBM SPSS Statistics 22.
Section One
1. Age Group
From a total of 150 participants about 14 (5.8%) were from the age group of 18-25. Most of
the respondents, i.e. 47 (19.5) belonged to the age group of 26-35. About 33 participants (13.7)
aged from 36-55 and 21 (8.7%) were over 50 years of age.

5. 2. Gender
From a sample of 150 respondents, majority, i.e. 129 (53.5%) were males whereas only 21
(8.7%) were females as, it is observed that in Pakistan construction industry is a male dominant
profession.

6. 3. Job Preference
In response to the question ‘If you look for a new Job, (in a new company) what will
be your preference?’ 50 (20.7%) indicated that they prefer career plan when they seek a new job.
In addition, 27 (11.2%) look for flexible timing, 5 (2.1%) prefer increase in other benefits.
However, most of the respondents, i.e. 68 (28.2%) revealed that while looking for a new job they
prefer position improvement probability.

7. 4. Job Satisfaction
From a total of 150 participants, 47 (19.5%) were highly satisfied, and 40 (16.6%) were
fairly satisfied with their current job. On the other hand, 17 (7.1%) were very less and 14 (5.8%)

8. were not at all satisfied with their recent job. In addition, 32 (13.3%) participants indicated that
they are moderately satisfied with their job.

9. 5. Expecting a More Satisfying Job
In response to the question ‘To what extent do you feel that quitting the present job will
give you a satisfied job’, about 3 (1.2%) indicated very high, and 6 (2.5%) fairly enough
expectation of getting a more satisfying job. On the contrary, most of the participants, i.e. 75
(31.1%) showed very less and 42 (17.4%) not at all at expectation level of getting more
satisfying job. These results indicate that majority of the participants perceive their current job
as fairly satisfying which, according to literature review, is a sign of employee retention. These
employees are more likely to adhere to their current job.

10. 6. Reward and Recognition
When the participants were inquired whether they receive reward and recognition for the
improved performance or achievement, most of the respondents, 138 (57.3%) indicated that they
do, whereas only 12 (5%) denied that their efforts are acknowledged though rewards or
recognition. These rewards can be (bonus, vacation, etc.) and recognition may include (praise,
promotion, more responsibilities etc.)

11. 7. Importance of Appreciation
In response to the question, ‘Is it important that appreciation for your work by your
coworkers and supervisors is necessary?’ 141 (58.5%) agreed that these factors are significant at
workplace, whereas, only 9 respondents (3.7%) indicated that appreciation is not significant to

12. them. These results indicate the significance of appreciation of employees belonging to the
construction industry of Pakistan.

13. 8. Satisfaction with the Provided Facilities
Surprisingly, the study found that majority of the respondents, i.e. 142 (58.9%) are satisfied
with the facilities provided to the employees belonging to the construction industry of Pakistan,
however, 8 (3.3%) indicated that they are not satisfied with these facilities. Majority of the
respondents indicated that suitable facilities are being provided to the executives in the
construction industry.

14. 9. Quality of Infrastructure and Equipment
In response to the query, ‘How do you rate the infrastructure and equipment provided?’ 51
(21.2%) reported excellent and 58 (24.1%) indicated as very good. About 35 (14.5%) reported
good quality of infrastructure and equipment quality provided to them. On the contrary, 3 (1.2%)
reported poor and worst quality infrastructure and equipment used in the construction industry of
Pakistan. The study found that most of the respondents were satisfied with the quality of
infrastructure and equipment provided in the industry.

15. 10. Impact of Bonus on the Motivation and Performance
In response ‘Does the retention bonus have any impact on the motivation levels and
performances of an associate?’ most of the participants, i.e. 136 (56.4%) reported that bonus had
an impact on their motivation and performance, however, 14 (5.8%) indicated that bonus merely
impacted employees performance and motivation. The study found that bonus positively impacts
employees motivation and performance.

16. 11. Fun at Work and Its Impact on Employees Motivation
From a total of 150 participants about 140 (58.1%) reported that fun at workplace impacts
their performance. On the contrary, 10 (4.1%) participants held that employees motivation is
independent of fun related activities. The study found that huge majority of construction industry
employees are motivated by pleasant environment.

17. 12. Opportunities of Growth and Development
From a sum of 150 participants, 126 (52.3%) reported that their company provides growth
and development opportunities, however, 24 (10%) indicated that their current job failed to offer
growth and development opportunities. The study found that most of the employees in the
construction industry avail growth and development opportunities in their respective firms.

18. 13. Impact of Company Polices
From a total of 150 respondents, 138 (57.3%) reported that company polies or procedures
make their job more difficult, however, 12 (5%) believed that these policies and procedures do
not impact their job. The study found that company policies and procedures greatly impact
employees’ job.

19. 14. Implication of three R’s (Recognition, Reward and Respect)
When respondents were inquired of the implementation of three R’s (Recognition,
Reward, and Respect), 6 (2.4%) do not believe it impacts employee retention, 7 (2.9%) indicated
that they sometimes effect employees embededness. In addition, most of the participants 83
(34.4%) indicated that most of the time these three R’s impact employee retention.

21. 15. Level of Satisfaction with Welfare Measures
The study found that from a sample of 150 respondents, 4 (1.7%) are highly dissatisfied, 18
(7.5) are dissatisfied with the welfare measure of their firm. Nevertheless, 49 (20.3%) are
satisfied and 47 (19.5%) are highly satisfied with their company’s welfare measures. According
to the sum, majority of the respondents are satisfied with the welfare services.

22. 16. Work Environment
In response to the satisfaction level of employees to the work environment, the study found
that 3 (1.2%) employees are highly dissatisfied, 4 (1.7%) are dissatisfied with the work
environment. On the other hand, 66 (27.4%) are satisfied and 52 (21.6%) are highly satisfied and
25 (10.4%) hold neutral opinion to their work environment.

24. 17. Significance of Salary or Compensation
The study found that 22 (9.1%) believed that salary or compensation is not at all important.
About 22 (9.1%) hold that this factor is not very important in employee retention. On the other
hand, 23 (9.5%) believed that it is somewhat important. For 62 (25.7%) salary or compensation
is the most significant factor in employee retention. However, 21 (8.7%) hold neutral opinion.
The study revealed that it is a significant factor for most of the employees.

25. 18. Significance of Leave Benefits
The study found that 1 (0.4%) believed that leave benefit is not at all important. Furthermore,
about 3 (1.2%) hold that this factor is not very important in employee retention. On the other
hand, 56 (23.3%) believed that it is somewhat important. For 49 (20%) leave benefit is the most
significant factor in employee retention. However, 41 (17%) hold neutral opinion. The study
revealed that it is a significant factor for most of the employees.

27. 19. Significance of Retirement Plan
The study found that 11 (4.6%) believed that the retirement plan is not at all important.
Furthermore, about 18 (7.5%) hold that this factor is not very important in employee retention.
On the other hand, 42 (17.4%) believed that it is somewhat important. For 40 (16.6%) retirement
plan is the most significant factor in employee retention. However, 39 (16.2%) hold neutral
opinion. The study revealed that it is a significant factor for most of the employees.

28. 20. Significance of Health and Related Benefits
The study found that 14 (5.8%) believed that health and related benefits are not at all
important. Furthermore, about 15 (6.2%) hold that this factor is not very important in employee
retention. On the other hand, 42 (17.4%) believed that it is somewhat important. For 42 (17.4%)
health and related benefits is the most significant factor in employee retention. However, 37
(15.4%) hold neutral opinion. The study revealed that it is a significant factor for most of the
employees.

30. 21. Significance of Long-Term Insurance
The study found that 5 (2.1%) believe that long-term insurance is not at all important.
Furthermore, about 17 (7.1%) hold that this factor is not very important in employee retention.
On the other hand, 34 (14.1%) believe that it is somewhat important. For 58 (24.1%) long-term
insurance is the most significant factor in employee retention. However, 36 (14.9%) hold neutral
opinion. The study revealed that it is a significant factor for most of the employees.

31. 22. Significance of Tuition Reimbursement
The study found that 14 (5.8%) believe that tuition reimbursement is not at all important,
Furthermore, about 17 (7.1%) hold that this factor is not very important in employee retention.
On the other hand, 36 (14.9%) believe that it is somewhat important. For 76 (31.5%) tuition
reimbursement is the most significant factor in employee retention. However, 7 (2.9%) hold
neutral opinion. The study revealed that it is a significant factor for most of the employees.

33. 23. Significance of Deferred Compensation
The study found that 13 (5.4%) believe that deferred compensation is not at all important.
Furthermore, about 13 (5.4%) hold that this factor is not very important in employee retention.
On the other hand, 38 (15.8%) believe that it is somewhat important. For 45 (18.7%) deferred
compensation is the most significant factor in employee retention. However, 41 (17%) hold
neutral opinion. The study revealed that it is a significant factor for most of the employees.

34. 24. Significance of Employee Assistance Program (EAP)
The study found that 18 (7.5%) believe that employee assistance program (EAP) is not at all
important. Furthermore, about 13 (5.4%) hold that this factor is not very important in employee
retention. On the other hand, 37 (15.4%) believe that it is somewhat important. For 51 (21.2%)
employees assistance program (EAP) is the most significant factor in employee retention.
However, 31 (12.9%) hold neutral opinion. The study revealed that it is a significant factor for
most of the employees.

36. 25. Significance of Life Works (resource and referral)
The study found that 17 (7.1%) believe that life works (resources and referral) are not at all
important. Furthermore, about 17 (7.1%) hold that this factor is not very important in employee
retention. On the other hand, 39 (16.2%) believe that it is somewhat important. For 39 (16.2%)
life works (resources and referral) is the most significant factor in employee retention. However,
38 (15.8%) hold neutral opinion. The study revealed that it is a significant factor for most of the
employees.

37. Career Plan
In response to the query, ‘Would you like to plan your further career in this
organization?’ 134 (55.6%) respondents said they would like to continue their career in the
current organization. Nonetheless, 16 (6.6%) indicated that they would prefer switching their job.
The study found that most of the participants were willing to continue the job in their current
organization.

38. Section Two
26. Job Satisfaction and Age Group
The study found that with respect 14 participants form age group 26-35 were highly satisfied,
and 19 were fairly satisfied with the current job. In addition, 8 participants from age group of 36-
45 were very less and 6 were not at all satisfied with their current job. This trend shows that the

39. age group of 26-35 is the most and 36-45 is the least satisfied group in the selected sample of
employees working in construction industry of Pakistan.

40. 27. Gender and Job Satisfaction
The study found that a total of 42 male participants are highly satisfied whereas, 12 males are
not at all satisfied. The study cannot conclude the job satisfaction with respect to gender because
of a huge portion of male respondents.

41. Section Three
28. Relationship between Job Satisfaction and Working Environment
The study found a weak but positive relationship between job satisfaction and the working
environment.

42. 29. Relationship between Job Satisfaction and Gender
The study found a weak but positive relationship between job satisfaction and gender.
30. Relationship between Job Satisfaction and Age Group
The study revealed a weak but positive relationship between job satisfaction and age group.
31. Relationship between Job Satisfaction and Rewards and Recognition
The study revealed a weak but positive relationship between job satisfaction and rewards and
recognition.

43. 32. Relationship between Job Satisfaction and Appreciation
The study revealed a weak but positive relationship between job satisfaction and
appreciation.
33. Relationship between Job Satisfaction and growth and development Opportunities
The study revealed a weak but positive relationship between job satisfaction and growth and
development opportunities.

44. 34. Relationship between Job Satisfaction and Health and Related Benefits
The study revealed a weak but positive relationship between job satisfaction and health
and related benefits.