M.B.

A THESIS PROPOSAL

An investigation of factors that influence employees' retention in

telecommunications companies in Zimbabwe: A Case of Liquid Telecom

Zimbabwe. (2010 – 2013). Submitted in partial fulfillment of the

requirements for degree of Master in Business Administration (MBA), BSAD

550 – Business Research Methods.

This study will assess the factors influencing employee retention in Zimbabwean

Telecommunications companies with a particular emphasis on Liquid Telecom

Zimbabwe. The purpose of the study is to assess the factors perceived by employees

as influencing retention in these organizations; assessing employers’ psychological

factors influencing retention and investigating different methods used by the

organizations in retaining their best employees. Also the study aims at identifying

constraints facing selected organizations in retaining their best employees. The study

will use closed and open ended questionnaires, key informants as well as review of

documents from various libraries and online resources to collect secondary data.

Data for this study will be drawn from 150 respondents using questionnaire and

interview methods. Data analysis will done quantitatively and qualitatively using

Software Package for Statistical Science (SPSS).

1.0 INTRODUCTION AND BACKGROUND TO THE STUDY

1.1 Introduction

This part provides the background to the research problem; statement to the research

problem; objectives of the study; research questions as well as significance of the

research to policy, academia, and increasing knowledge.

1.2 Background to the Research Problem

The retention of employees has been shown to be significant to the development and

the accomplishment of the organization’s goals and objectives (Alkandari and

Hammad, 2009). Retention of employees can be a vital source of competitive

advantage for any organization. Today, changes in technology, global economics,

trade agreements and the like are directly affecting employee/employer relationships.

Until recently, loyalty was the cornerstone of that relationship (ibid, 2009). The loss

of talented employees may be very detrimental to the company’s future success

especially in telecommunications organisations where the demand for highly skilled

employees is on the rise. Outstanding employees may leave an organization because

they become dissatisfied, under paid or unmotivated (Coff, 1996), and while trying to

retain employees within the organization they may present other challenges as well.

They may demand higher wages, not comply with organization practices, and not

interact well with their other co-workers or comply with their managers’ directions.

Besides these problems lack of information about the employees’ performance may

complicate an organization’s endeavor to retain productive employees. (Coff, 1996)

distinguish productive workers from non-productive ones. Employees often may take

credit for the successes and deflect failures to other employees and this is known as a

moral hazard problem. In many instances companies may reward or punish

employees for an organization outcome for which they had no impact (Kerr, 1975).

Insufficient information about employees’ performance may result in adverse

selection by them (Grossman and Hart, 1986). The better employees may move to

other organizations for better opportunities. The coworkers who cannot improve their

positions are more likely to stay. This is especially possible when due to inadequate

in formation outstanding performance is not rewarded. Non-productive and

productive workers end up receiving the same or nearly the same compensation and

package of perks because of management’s in ability to distinguish talented

employees from the rest of the labor force in the organization.

The problem of attempting to retain talented members of the work force is further

complicated because of bounded rationality (Simon, 1976). It is another result of

asymmetric in formation where both the manager does not know the information for

which to ask from the employee and the employee does not know what to provide.

Therefore, productive workers cannot distinguish themselves from nonproductive co-

workers.

Even if an organization is fortunate enough to retain talented employees, the

company may still have to cope with agency costs resulting from them and their

colleagues. When information about an employee’s activities is difficult to gather,

the employee may be motivated to act in his own interest which may diverge from
the interest of the organization. This divergence of interests results in costs to the

organization in the form of excessive perquisite consumption, shirking of job

responsibilities and poor investment decision making. Jensen and Meckling (1976)

explained that it is in an employee’s interest to over consume perks and shirk job

responsibilities of the firm if they are not sole owners of the organization.

Another area contributing to decreased employee satisfaction is that of a company’s

motivational style. For example Weinberg (1997) states that most companies relied

in the past on two traditional strategies for managing turnover. First, they raised

wages until the situation stabilized. If that did not work, they increased training

budgets for new hires and first-level supervisors. These solutions do not work

anymore. Furthermore, skilled employees in many African countries including

Zimbabwe are migrating abroad on daily basis for better job conditions (Gillingham,

2008).

Furthermore, evidence from the implementation of the Critical Employee Retention

Scheme (CERS) adopted in 2011 suggests that departments were better able to attract

and retain qualified professional, technical and managerial staff; and encourage staff

to undertake further training to aspire for progression and to move up the career

ladder. However, the partial implementation of the CERS gave rise to unfulfilled

expectations, engendering greater animosity towards the scheme and creating the

perception that it was unfair and discriminatory.

Retaining top talent remains a primary concern for many organizations today

especially in the telecom sector where the demand is very high and competition

among the telecom companies is high. Critical analysis of workforce trends points to

an impending shortage of highly-skilled employees who possess the requisite

knowledge and ability to perform at high levels, meaning that organizations failing to

retain high performers will be left with an understaffed, less qualified workforce that

ultimately hinders their ability to remain competitive (Rappaport, Bancroft and

Okum, 2003). Despite the vast literature on employee turnover, which is aimed at

identifying factors that cause employees to quit (Griffeth, Hom and Gaertner, 2000)

much less is known about the factors that compel employees to stay. Maertz and

Campion (1998) noted relatively less turnover research has focused specifically on

how an employee decides to remain with an organization and what determines this

attachment. Retention processes should be studied along with quitting processes.

Steel, Griffeth, and Hom (2002) added that the fact that is often overlooked, but the

reasons people stay are not always the same as the reasons people leave. Retention is

a critical element of an organization’s more general approach to talent management,

which is defined as “the implementation of integrated strategies or systems designed

to increase workplace productivity by developing improved processes for attracting,

developing, retaining, and utilizing people with the required skills and aptitude to

meet current and future business needs (Lockwood, 2006)”.

Replacing exiting employees is costly to organizations and destructive to service

delivery. It is therefore imperative for management to reduce, to the minimum, the

frequency at which employees, particularly those who are critical to its operations

leave. Employee retention is a vital issue and challenge to all the organizations

especially those who require one hundred percent connectivity and business uptime

like telecommunications. There are numbers of factors which promote the employees

to stay or leave the organization. It may be external factors, internal factors and the

combined effect of both. Human resource practices counts a lot in this regard

(Hassan et al, 2010). Despite the fact that many studies have been done to establish

factors leading to employee staying or leaving the organizations, employee retention

remain one of the greatest challenges that many work organization including those in

telecoms sector faces particularly in Liquid Telecom Zimbabwe. However, there are

no documented evidences which indicate that the same study was done in

establishing factors leading to employees’ retention in telecommunications

organizations. Therefore, this study aims to investigate main factors for the retention

in Zimbabwe Telecommunications companies.

1.4 Objectives of the Research Study

The objectives the research study are divided into two main areas. These are the

general objective and specific objectives as follows:-

1.4.1 General objective

The general objective of this study is to assess the factors influencing employees’

retention in telecom companies in Zimbabwe.

i. To assess the factors perceived by employees’ as influencing their retention

in particular Liquid Telecom Zimbabwe.

ii. To assess employer psychological factors influencing retention;

iii. To investigate different methods used by the organization in retaining their

best employees in various departments;

iv. To identify challenges facing telecom organisations in retaining their best

employees.

1.5 Research Questions

i. What are the factors perceived by employees’ as influencing their retention in

telecom organizations?

ii. What are the employers psychological factors influencing retention?

iii. What are the methods used by the organization in retaining their best

employees?

iv. What are the main challenges/constraints facing telecom organizations in

retaining their best employees?

1.6 Significance of the Study

The study is expected to make contributions to the expanding literature on issues

related to the influence of motivation on employees’ performance in Zimbabwean

makers as well as in the academic front. The study will fulfill researchers’ academic

need of acquiring Master of Business Administration (MBA) degree. The thesis will

also be used as an important reference material to other scholars who will use the

research document for further reference. The future researchers will identify the gaps

available for further studies. Furthermore, the study is expected to provide

knowledge on the influence of motivation and incentives on employees’ performance

in telecom organisations.

1.7 Structure of the Thesis

This work will be organized as follows: - The first chapter focuses on the

introduction, research background, and statement of the problem, general objectives,

specific objectives, and research questions as well as significance of the study.

Chapter two will deal with definition of key concepts, theoretical studies, empirical

literatures and model of study. The third chapter forms the Methodology of the

study. This chapter gives details of how the research will be conducted; the tools and

the research design used, the sampling procedure, data collection and procedures

adopted. Chapter four will give details of the presentation of analysis and the

discussion of data collected. Chapter five will be the summary, conclusion(s) and

recommendation(s) of what comes out of the study as well as further areas for

research.
Organizational
factors/strategies/conditio
ns Critical
Psychological
-Level and competitiveness states of the Employee
of remuneration employees Constructive
-Opportunities for personal retention
-Experienced
development and meaningfulness -Job satisfaction
advancement of the work
-Performance
- Supportive working -Experienced
environment -Internal Employee
responsibility for
motivation Retention
outcomes of the
work - Adherence to
rules
-Knowledge of
the actual results -Teamwork
of the work
- Trust to the
management

Conceptual framework for employees’ retention