Employee Retention Strategies and Workers Performance: General Views of Employees in Ashanti Region of Ghana

Transcription

1 Employee Retention Strategies and Workers Performance: General Views of Employees in Ashanti Region of Ghana Kofi Osei Akuoko, Department of Sociology and Social Work, Faculty of Social Sciences, College of Art and Social Sciences, Kwame Nkrumah University of Science and Technology, Kumasi, Ghana Francis Ansong, Bureau of Market and Social Research, Accra, Ghana Abstract Employee retention strategies play an important role in organizations because it affects workers performance. The study investigated the various employee retention strategies and its effect on workers performance. Five (5) organizations were selected by simple random sampling technique. They were stratified into three (3) production and two (2) service organizations. Through proportional allocation method of the stratified sampling technique, a total of 355 respondents were selected. Questionnaires were either self-administered or through the face-to-face interview. The data was edited and analyzed with the aid of SPSS software programme. Both descriptive and inferential statistics were used in the analysis. The study found out that employee retention strategies impacted positively on workers commitment and performance. It was therefore recommended that employee retention strategies should be allowed to function properly in an organization which persuaded workers to stay in an organization. Keywords: Employees, Retention, Workers Performance, Management. 1. Introduction Recruitment and development of employees is a large burden for companies in most industries. Due to this, there is a clear organizational imperative to attract and retain talented workers since employees constitute an important resource, especially for knowledge intensive organizations. A decisive factor for success is to retain ISSN: August Page 1

2 and develop this vital resource (employees) in order to upgrade and sustain a competitive advantage. In these contemporary times as economies keep on changing, companies should be able to anticipate technological innovations and to compete with other companies worldwide. Securing and retaining skilled employees play an important role in this process, because employees knowledge and skills are central to companies ability to be economically competitive. Employee retention is very important for the functioning and competitiveness of a company. Ideally, employee retention is keeping the employees that have already been hired. "When you have hired good people, trained them, built them into high-performing teams, you don't want to lose them"(herman, 1999). Companies need to keep and retain good employees, as well as motivating them. Employee retention is simple to understand, but at the same time it can be difficult to achieve. Knowing what employees want and need is a step in the right direction. Employees today are different. As soon as they feel dissatisfied with the current employer or the job, they switch over to look for another job. It is the responsibility of employers to retain their best employees. A good employer should know how to attract and retain its employees. Companies continue to grow and globalization gives the opportunity for employees to find jobs elsewhere. To avoid this situation the organization needs to plan ahead and look at retention management in the long term. 2. Problem Statement There are many tactics and strategies used to retain employees in organizations. The basic purpose of these strategies is to increase employee s satisfaction, boost employee morale, and achieve retention. Sometimes, retention strategies are not used properly and wrong retention strategies are used. As a result of this, these strategies fail to achieve the desired results. There are costs associated with employee turnover. The impact of employee turnover on organizations is that it often engenders far-reaching consequences and may jeopardize efforts to attain organizational objectives (Hill and Jones, 2001). In addition, Hill and Jones (2001) indicated that when an organization loses a critical employee, there is a negative impact on innovation, consistency in providing service may be jeopardized, and major delays in the delivery of services to customers may occur. A decline in the standard of service could also adversely affect the satisfaction of internal and external customers and consequently, the profitability of the organization. It is for these reasons that the paper sought to assess retention strategies in organizations and how they affect workers performance. 3. Objective The main objective of the paper was to identify the strategies employed by management in retaining their employees in an organization. Specifically, the paper sought to examine the retention strategies and their effect on workers performance. In addition, the paper also examined the role of employee retention in organizations. 4. Conceptual Framework The human resource of an organization consists of management and employees. Human resources are key assets to organizations. Consequently, employees have to be motivated to stay in an organization. When employee retention strategies function properly, they increase the commitment of employees towards organizational goals. Thus, if the commitment of employees is won by management through employee retention strategies, it increases job satisfaction, motivates employees to work hard as well as encourages workers to stay in their organization. Hence, employees will be satisfied with their job and be motivated to work hard, thereby leading to improved employee performance. Improvement in employee performance leads to achievement of organizational goals. 5. Literature Review Employee retention is keeping employees that have already been hired. The components of employee retention that have been identified are compensation, organizational environment, relationship, growth and career, and support. Compensation constitutes the largest part of employee retention processes. Compensation includes salary and wages, bonuses, benefits, prerequisites, stock options and vacations. Salary and monthly wage includes basic wage and house rent allowance. Salary and wages represent the level of skill and experience of an individual. Salaries and wages of employees should be reviewed upwards. And this increase should be based on the employees performance and contribution to the organization (Bratton and Gold, 2003). Bonuses are usually given to employees at the end of the year. Economic benefits includes paid holidays and leave travel concession. Long-term incentives include stock options or stock grants. These incentives help to retain employees in an organization s start-up stage. Health insurance is of great benefit to employees. According to Advisory, Conciliation and Arbitration Service (1990), health insurance saves employees money as well as gives them a peace of mind that they have somebody to take care of them in bad times. It also informs employees that the organization cares about them and their families. Benefits after retirement include payments that an employee receives after he retires such as Employee Provident Fund. Miscellaneous compensation may include employee ISSN: August Page 2

3 assistance programmes such psychological counseling and legal assistance, discounts on company products and use of company cars. Organizations should focus on managing the work environment to make better use of the available human assets. People want to work for an organization which appreciates work performance has opportunities to grow, a friendly and cooperative environment and a feeling that the organization is second home to the employee (Breaugh and Starke, 2000). Three (3) types of environment that an employee needs in an organization are learning, supportive and work environment (De Cenzo and Robbins, 1994). Learning environment includes continuous learning and improvement of the individual, certifications and provision for higher studies. For supportive environment an organization can provide support in the form of work-life balance. Work life balance includes flexible hours, telecommuting, dependent care, alternate work schedules, vacations and wellness. However, work environment includes efficient managers, supportive co-workers, challenging work, involvement in decision making, clarity of work and responsibilities, and recognition. The absence of such environment pushes employees to look for new opportunities. The environment should be such that employees feel connected to the organization in every respect. Sometimes relationship with management and peers becomes the reason for an employee to leave the organization. Management sometimes is unable to provide an employee a supportive work culture and environment in terms of personal or professional relationships (Rendall, 1986). There are times when an employee feels bitter towards management or peers. This bitterness could be due to many reasons. This reduces employees interest and they become de-motivated. It leads to less satisfaction and eventually attrition. A supportive work culture helps to grow employees professionally and boosts employee job satisfaction. To enhance good professional relationships at work, management should keep the following points in mind: respect for the individual, hire managers who can make and maintain good relations with their subordinates, promote team work, not only among teams but in different departments, promote an employee based culture, consider individual development and induce loyalty (Breaugh and Starke, 2000). Growth and development are the integral part of every individual s career. If employees cannot foresee their path of career development in their current organization, there are chances that they will leave the organization as soon as they get an opportunity (Bratton and Gold, 2003). The important factors in employee growth that an employee looks for himself are work profile, personal growth and dreams, and training and development. Lack of support from management can sometimes serve as a reason for employee retention. Management can support employees by providing them recognition and appreciation. Employers can provide valuable feedback to employees and make them feel valued to the organization. Armstrong (2001) argued that feedback from supervisors helps employees to feel more responsible, confident and empowered. Top management can also support its employees in their personal crisis by providing personal loans during emergencies, childcare services, employee assistance programmes and counseling services. Employers can also support their employees by creating an environment of trust and inculcating the organizational values into employees. Thus, employers can support their employees in a number of ways by providing feedback, giving recognition and rewards, counseling them and providing emotional support (Breaugh and Starke, 2000). Perspectives on retention strategies have been identified. Motivation theory model, such as Maslow s hierarchy of needs, is an effective way of identifying effective retention protocol (Armstrong, 2001). Armstrong (2001) pointed out Maslow s hierarchy of needs. These were physiological, safety, social, esteem and self-fulfillment. Each of the five tiers of Maslow s hierarchy of needs relates to optimal retention strategy. When applied to the organizational model, meeting the self-actualization and esteem needs of an employee tend to correlate to better retention strategy. Physiological, safety, and social needs are important, and must be addressed to better the work environment (Huczynski and Buchanan, 2001). Another perspective identified is Herzberg s Motivator-Hygiene theory. Herzberg s findings indicated that factors garnering job satisfaction are separated from factors leading to poor job satisfaction and employee turnover (Armstrong, 2001). Herzberg s system of need is segmented into motivators and hygiene factors. Like Maslow s hierarchy, motivators are often unexpected bonuses that foster the desire to excel. Hygiene factors include expected conditions that if missing will create dissatisfaction (Breaugh and Starke, 2000). Examples of hygiene factors include bathrooms, lightening, and the appropriate tools for a given job. Moreover, equity theory states, in effect, that people will be better motivated if they are treated equitably and demotivated if they are treated inequitably. Equity theory realizes the humanitarian concern with fairness and equality. While one party may be given motivational rewards and opportunities, the individual will assess the work-reward ratio based on similar external positions. If the individual feels that the rewards and motivators do ISSN: August Page 3

4 not meet the standard, the employee will lose the motivation, request more compensation, or leave their current position in search of more favourable benefits (Armstrong, 2001). Employee retention affects workers performance. Traits, behaviour and outcomes (inputs and outputs) are used to measure workers performance (Bratton and Gold, 2003). However, there are challenges to employee retention strategies. These are monetary dissatisfaction, speaking lies at interviews, getting bored in a short span of time, unrealistic expectations from the job and lack of opportunities - thus where there is lack of opportunities, stopping people who are looking for a change becomes a big challenge (Vroom and Yago, 1978). In addition to the challenges, Herman (1999) has also outlined five main principles why employees leave their organizations. The reasons are incompatible corporate culture, unsatisfactory relationships with co-workers, insufficient support to get tasks accomplished, inadequate opportunities for growth and dissatisfaction with compensation offered (Herman, 1999). 6. Testing of Hypothesis 6.1 Null hypothesis (Ho): There is no significant association between employee retention strategies and high levels of workers performance. 6.2 Alternative hypothesis (Ha): There is a significant association between employee retention strategies and high levels of workers performance. 7. Research Methods 7.1 Research Setting The research setting was the Ashanti region of Ghana. It is one of the ten (10) regions in Ghana. It is centrally located in the middle belt of Ghana. Kumasi is the capital city of Ashanti region. Ashanti region occupies a total land area of 24,389 square kilometers representing 10.2 per cent of the total land area of Ghana. According to 2000 population census (GLSS, 2005), the region has a population of 3,612,950 (50.3% males and 49.7% females). For the purpose of the study, five (3 production and 2 service) organizations, were randomly selected. 7.2 Research Design The study was a social survey. Social survey is a process in which researchers translate a research problem into questionnaires, and then use the questionnaires to create data (Neuman, 2000). Neuman (2000) also indicated that survey is a process of asking many people the same questions and examining their answers. Hence, respondents were asked the same questions. The aim of a survey is to obtain information which can be analyzed and patterns extracted and comparisons made (Bell, 2004). Information was obtained on the various strategies of employee retention and comparisons were established. 7.3 Sampling Procedure The target population for the study was all employees working in the selected organizations. The list of all the workers in the organizations served as the sampling frame. Out of the sampling frame, the sampling units were identified. The individual persons in the organizations such as managers and the various categories of workers were used as sampling units for the study. The study population was junior and senior staffs in the selected organizations. 7.4 Sample Selection The method applied to select the sample size was the proportional allocation method of the stratified sampling technique. According to Twumasi (2001) this technique is most appropriate in selecting sample from unequal population. This is to ensure a fair representation of each study organization in the sample. Employees were then selected randomly by using the simple random sampling technique. The total number of employees in the five (5) organizations selected was 1,775. Out of the 1,755, 355 respondents were selected to specifically provide information that would be relevant to the study. The sample size was obtained by calculating 20% on the total population and each employee was given an equal chance of being selected. 7.5 Methods for Collecting Primary Data Questionnaires were the tools used for collecting the primary data for the study. The questionnaires contained both closed-ended and open-ended questions. The questions focused on employee retention strategies and their effects on workers performance. Considering the nature of organizations in terms of employees time schedule, self-administered questionnaires and face-to-face interviews were effective methods used in collecting the primary data. Self-administered questionnaire was useful for the research since the researchers could reach many respondents within a short time. Moreover, the face-to-face interview also enabled the researchers to observe the surroundings and nonverbal communication of respondents, which allowed the use of visual aids ISSN: August Page 4

5 during the field work. The language that was used for the face-to-face interview was Twi, which was a local dialect, since some of the junior staff could not read and write very well. 7.6 Data Collection Process The researchers recruited and trained interviewers to assist in the data collection. The questionnaires were pretested. The essence of the pretesting was to reveal the strengths and weaknesses of the questions for the study. It was found out that the concepts used were not understood by the respondents and the flow and logical sequence of the questions created problems. Thus, some of the questions were not answered. The length of questionnaire became an issue although it was found to be adequate for the study. Thus, the results of the initial piloting helped in restructuring the questionnaire and making the necessary corrections where needed. 7.7 Field Problems Although the questionnaires were efficient in collecting primary data for the study, one of the challenges was misplacement of the self-administered questionnaires by respondents. In such cases the authors had to give out another questionnaires incurring additional cost for the study and a waste of time. Some of the respondents were not willing to spend time with the researchers since they had to be at their posts. Access to information from some of the human resource (HR) departments was difficult. 7.8 Data Handling Interpretations were given to the data obtained from the field and edited. This consisted of examining the data to find out whether all the questions had been answered properly. After editing, the data was coded. Using Statistical Package for Social Sciences (SPSS-version 20.0), the data was presented in tables. The data was analyzed in terms of percentages. This enabled the researchers to derive the trends of the analysis as well as to offer explanations and generalizations on the results obtained. 7.9 Ethical Considerations The respondents were asked to indicate their willingness to participate in the study. The freedom of respondents was taken into consideration which indicated that their rights were respected. The primary data was handled with care to ensure rights to privacy of respondents. Anonymity was ensured. Thus, the identity of the respondents was secured as names were not associated with the data. 8. Data Analysis and Presentation of Results 8.1 Socio-Demographic Characteristics Sex From the study majority of the respondents were males (83.7%) whilst 16.3% accounted for female respondents. This meant that the staff strength of the organizations had a greater number of male workers than female workers Marital Status Focusing on marital status, 66.2% of the respondents were single whilst 33.8% were married Educational Background 41.1% and 30.1% of the respondents had attained tertiary and secondary level of education respectively whilst 28.7% had attained primary level of education. This meant that all the respondents had gone through some formal education in the country. Further analysis revealed that 36% (males) and 5% (females) had tertiary level of education whilst 24% (males) and 6% (females) had secondary level of education. Furthermore, 23% (males) and 5% (females) had primary level of education. This meant that almost more than one third (1/3) of the males were Higher National Diploma (HND) and degree holders compared to females who had a higher percentage of senior secondary school certificates Grade at Work The study indicated that 68.7% of the respondents were junior staffs whilst 31.3% were senior staffs. Further analysis revealed that 54% males and 10% females were junior staffs whilst 29% males and 7% females were senior staffs. This revealed male dominance in the various positions in the organizations. 8.2 Compensation One of the objectives of the study was to identify the various employee retention strategies in an organization. 92.4% and 89.6% of the respondents indicated that monthly salary and benefits after one s retirement were mostly used in their organizations respectively. This meant that employees had economic and social security whilst they work. Bonuses and economic benefits as a component of compensation which accounted for 66.2% ISSN: August Page 5

6 and 63.7% respectively were also applied in the organizations. However, 33.8% of the respondents indicated that employees were not frequently entitled to bonuses in their organization whilst economic benefits such as leave, travel concessions were slightly (36.3%) offered by management to workers. Health Insurance scheme was less applied in the organizations according to 29.3% respondents. Thus, one quarter (¼) of the respondents did not qualify for some of the compensation packages in their organizations such as bonuses and economic benefits. 8.3 Criteria for Entitlement to Compensation Packages 96.3% of the respondents indicated that academic qualification and position held facilitated workers entitlement to compensation packages of the organization such as monthly wages and salaries, bonuses and economic benefits. Moreover, 62.5% indicated that the number of years a worker had served in the organization and the skills an employee possessed qualified him/her to be entitled to compensation packages. This meant that educational qualification as well as ones skills played key roles by determining ones entitlement to compensation packages in the organizations. 8.4 Workers environment The various types of organizational environment that workers required to perform very well were identified. 88.7% and 71.3% of the respondents indicated that learning environment and work environment were identified in their organizations respectively. However, 63.7% of the respondents indicated that supportive environment such as vacations, alternate work schedules and flexible work hours were applicable in their organizations. This meant that the organizations policies considered supportive environment. The findings supported the two types of environment which workers need as identified by De Cenzo and Robbins (1994) as learning and work environment. 8.5 Relationship Generally, the relationship that existed in the organizations was good, thus, relationship with colleagues was 93.8%, respect for individual was 87.6% and relationship with immediate managers was 86.2%. This was encouraging as it showed a sign of good working atmosphere where managers and employees were not working in isolation but respected and appreciated each other as human beings. 8.6 Support from Management When respondents were asked whether they received support from management, 88.7% specified that they had received frequent support from management during difficult times at work and in times of personal crisis. This meant that cordial relationship existed between management and the employees. 8.7 Effect of Employee Retention Strategies on Workers Performance In this study, 91.3% and 87.5% of the respondents respectively indicated that organizational environment and the relationship that existed in the organization affected workers performance. Thus, 66.2% of the respondents stressed on the fact both compensation and support from management also affected workers performance. This meant that the various employee retention strategies in the organizations affected workers performance positively. 8.8 Role of employee retention strategies in an organization When the respondents were asked about the role of employee retention strategies in their organizations, 52.1% said that it helped to build the goodwill of their organization and saved time, money and accumulation of knowledge acquired by employees in their organizations. Thus, employee retention strategies created a healthy working environment and also acted as a motivational source for others to join the organization. Hiring new employee s required reasonable amount of time and money. In view of this, it was a challenge for the organizations to find and keep the best people who can contribute towards the growth and success of the organization. 9. Discussion of Findings 9.1 Socio-Demographic Characteristics Sex: The findings revealed male dominance over female respondents. The nature of work in some of the organizations demanded the services of more males than females. However, few females were employed to handle administrative and secretarial assignments as well as sanitary works in the organizations Marital Status The study showed that the married respondents (33.8%) were either wives or husbands who had nuclear families they had to pay attention to. Thus, employee retention strategies such as bonuses and salaries were primary ISSN: August Page 6

7 concerns to them. In addition, respondents who were not married were also concerned about bonuses and salaries in their organization. About two thirds (2/3) of the respondents who were not married had served their organization between 1 and 5 years Educational Background From the findings, respondents who had attained tertiary level of education were higher national diploma and degree holders. In addition, the respondents who had attained secondary level of education were holders of senior secondary school certificates, (General Certificate Education Ordinary and Advanced level certificates) and vocational school certificates. Moreover, respondents who had basic level of education had received junior high school certificate. Respondents who had tertiary and secondary education could read and write with less difficulty Grade at Work It was found in the study that three (3) factors determined employees status in an organization. These were number of years a worker had served, skills and level of education. Thus, 27% of the respondents who had junior high school certificates and 10% who had senior high school certificates were junior staff members. 15% of the respondents who had tertiary level of education such as polytechnics and the universities were senior staff members. Besides, their skills and long service also accounted for their positions as senior staff. The positions in the organizations were essential for the survival of the organization, thus, they were functional. Both the senior and junior positions played key roles that contributed to the success of the organizations. This supported the functionalist perspective on social inequality by Davis-Moore. According to Davis and Moore (1945) in Kendall (2007), stratification exists in all societies and some inequality is not only inevitable but also necessary for the ongoing functioning of society. The study revealed that junior staff members were ready to provide any response because they were willing to leave their current jobs and accept new offers where bonuses and other benefits were considered. Statistics from the HR departments of the organizations revealed that there was an association between ones position and his/her entitlement to bonuses and other economic benefits. This supported the argument by Bratton and Gold (2003) that an attractive compensation package plays a critical role in retaining employees. 70.7% of the respondents indicated that health insurance scheme was not applicable in the organizations because of the National Health Insurance Scheme (NHIS) which is currently running in the country. Most workers had enrolled on the scheme. However, there were other health insurance packages the organizations offered to their workers. The researchers found out that such health insurance packages were beneficial to the employees. Some of the respondents indicated that the health insurance packages informed them about the care their organizations had for them and their families, which helped them to save money. Thus, according to Advisory, Conciliation and Arbitration Service (1990), health insurance saves employees money as well as gives them a peace of mind that they have somebody to take care of them in bad times. Because education is one of the conditions of a workers entitlement to compensation packages, data from the HR departments of the organizations revealed that about 10% of their workers were pursuing further studies. Some of them had been granted study leave with pay to further their studies. Interestingly, the study indicated that HND holders received more compensation packages because they had acquired adequate work experience and skills. Data from some of the HR departments indicated that senior staff members were entitled to more monthly allowances than the junior staff members. One of the key findings was that, the environment within which workers performed their jobs was good. Learning environment included employee involvement in decision making, clarity of work and responsibilities. More than half (1/2) of the respondents were passionate about this three (3) elements. According to some of the respondents, the worst ordeal that can happen to an organization is for management to ignore the three (3) elements. Another finding was that, the relationship that existed between management and workers was acceptable. This prevented fear among employees thereby encouraging both management and employees to address their concerns. However, some respondents pointed out that, managers who were not friendly were autocratic in handling subordinates. Therefore, employees found it difficult to work under the supervision of such managers whose human relations were not favourable. Such an attitude exhibited by managers sometimes created fear, reduced employees commitment to organizational goals and prevented them from working hard. It was found out that when employees encountered difficulties management supported them by appreciating workers effort and providing them with feedback on happenings in the organization. In such cases employees felt that they were valued and such an atmosphere in their organizations guaranteed their confidence. This ISSN: August Page 7

8 supported the argument by Armstrong (2001) that feedback from supervisors helps employees to feel more responsible, confident and empowered. One of the fundamental revelations of the study was that frequent application of employee retention strategies affected workers performance positively. However, to find out the relationship between employees retention strategies and performance, the bivariate analysis was used. Since the computed chi-square (χ²) value of was greater than the (χ²) critical value of 3.841, the null hypothesis was rejected and concluded that there was a significant association between employee retention strategies and high levels of workers performance (Table 1). This was explained by the fact that when compensation packages, favourable environment, good relationship and support from management frequently apply in an organization, employees remain and commit themselves and work harder for the success of the organization. Another finding was that employee retention strategies contributed to employees commitment to organizational goals, thus, exposing their loyalty to their organization. Further information from the organizations profile revealed that work-related behaviours such as rate of workers absenteeism, poor time-keeping and resigning from employment were averagely less recorded in the past five (5) years. A key finding was that when employees were retained, the knowledge they had acquired facilitated the development of operations of the organization they worked for. This corroborated a study by Butler and Glover (2007) who argued that when an employee works for an organization he gathers detailed knowledge about the organization, its competitors, working style and different projects. However, when he leaves the organization, there is loss of knowledge. Employees tend to take all the strategies, policies from the current organization to the new one. When employees are retained through employee retention strategies, they are related to their customers and are encouraged by organizations to develop healthy relationship with them to attract business. 10. Recommendations The study revealed that poor manager-employee relations reduced workers commitment to work hard in the organizations. Management should understand that employee retention strategies are mechanisms that the organization needs to retain its competent employees that the organization has trained. It is recommended that favourable working conditions and good personal relations in organizations should be promoted and encouraged to motivate employees to stay in their organizations. The study also revealed lack of clear plans for career progression and development. Training employees to enhance their skills in an organization would motivate workers to stay in their organization. It is therefore recommended that management must establish attractive policies concerning training and career development for workers in their organizations. One of findings of the study was that workers became boring and repetitive when they worked at one place for a long time. It is recommended that work schedules should be adjusted from time to time and job rotation and job enrichment should be effectively pursued in the organizations to relieve workers from the boredom. This is a good mechanism to encourage workers to enjoy their stay in the organizations. A high potential employee is always at the center of attention at every workplace and all efforts should be made to retain such employees. It is therefore recommended that management should develop effective negotiating skills to enable them to convince such employees to remain with the organization. 11. Conclusion The responses from the employees indicated that employee retention strategies functioned in their organizations. Employee retention strategies are part within a system (organization) contributing to the success of the whole system, hence, it is functional. Employee retention strategies should inform management and employees as a good mechanism for retaining employees in organizations. Therefore, employee retention strategies will impact positively on workers performance if it is properly managed in an organization. This enhances employees contribution to the success of organizations. Kofi Osei Akuoko, Department of Sociology and Social Work, Faculty of Social Sciences, College of Art and Social Sciences, Kwame Nkrumah University of Science and Technology, Kumasi, Ghana Francis Ansong, Bureau of Market and Social Research, Accra, Ghana ISSN: August Page 8

9 References International Journal of Business and Management Tomorrow Vol. 2 No. 8 Advisory, Conciliation and Arbitration Service, (1990), Employment Handbook, ISBN , England, Ikon Limited. Amstrong, M., (2001), Human Resource Management Practice,Bath, United Kingdom: The Bath Press. Bratton, J and Gold, J., (2003), Human Resource Management, Theory andpractice, New York: Palgrave Macmillan. Breaugh, J. A. and Starke M., Research on Employee Recruitment: So Many Studies, So Many Remaining Questions, Journal o f Management (2000): Butler, P and Glover, L., (2007), Human Resource Management: A Contemporary Approach, London: Pearson Education Limited. De Cenzo, D. and Robbins, S. P., (1994), Human Resource Management: Concepts and Practices, New York: John Wiley and Sons Inc. Ghana Living Standard Survey, (2000), Population and Housing Census, Ashanti Region - Analysis of District Data and Implications for Planning, Accra: Ghana Statistical Service. Herman, R.E., (1999),Hold on to the People You Need, HR Focus, ( Hill, C. and Jones, G., (2001), Strategic Management Theory, Boston, MA: Houghton-Mifflin. Huczynski, A. and Buchanan, D., (2001), Organizational Behaviour: An Introductory Text, New York: Prentice Hall International. Kendall, D., (2007), Sociology in our times: The essentials, New York: Thomson Learning Inc. Rendall, P., (1986), Stuck in the Middle, Chief Executive, September, In Bratton, J and Gold, J., (2003), Human Resource Management, Theory and Practice, New York: Palgrave Macmillan. Neuman, W. L., (2000), Social Research Methods: Qualitative and Quantitative Approaches, New York: Allyn and Bacon. Twumasi, P. A., (2001), Social Research in Rural Communities, Accra: Ghana University Press. Vroom, V.H. and Yago, A.G., (1978), On the Validity of the Vroom-Yetton Model, Journal of Applied Psychology, 63, Table 1: Calculation of chi-square value fo fe fo-fe (fo-fe) (fo-fe) 2 fe Calculated (χ²) value is 44.97; (χ²) Critical value is 3.841; df is 1; α = 0.05 ISSN: August Page 9