ABSTRACT:

We have conducted a research on factors affecting employee turnover. For our research purpose we have chosen simple random sampling which is a type of probability sampling. This research purpose was hypothesis testing & it was afield study in which our minimal interference was involved. It was a cross sectional study in which we used questionnaires for a single time & we conclude our results on the bases of these questionnaires responses. Our study focused on four independent variable perceived available job opportunities, for having a correlation with a dependent variable .i.e. Turnover intention among the faculty of Muhammad Ali university in Islamabad. Our result is in line with the proposed hypothesis and correlation results show that all the independent variables have negative relationship with perceived job alternative availability. Our research also shows that faculty members are satisfied, committed to their work but more than half percentage of them also want to turnover if they get better opportunities. This study has certain implications for management. HR policies should be devised in such a way that teachers perceive the monetary incentives and working environment compatible with the other institution. Management should provide quality supervision to increase job satisfaction & ultimately career satisfaction that would, in turn, reduce turnover intention and increase in organizational commitment and this will help in retaining the talented professional

INTRODUCTION:
Employee is a valuable asset for organizations. Employee means the individual who performs certain tasks and duties for the accomplishment of organizational goals. Turnover means voluntary cessation of membership of an organization by an employee of that organization (Morrell et al 2001). Employees switch organizations for several reasons that managers and researchers are trying to find out. This research study provides an analytical view of turnover among the faculty members of Muhammad Ali Jinnah Islamabad and the factors that significantly contribute to it. The main objective was to analyze and verify whether perceived job alternative availability is correlated with turnover of employees. The exit of low performing employees is beneficial to an organization. However, the exit of important and valuable human resources from the organizations leads to the loss of the implicit knowledge possessed by the leavers, and also has a huge effect on the cost of operation, as a result of the high cost of filling the positions that are vacant.

LITRETURE REVIEW: Turnover intention

Turnover intention is defined as the desire of an individual to leave an organization as Tett and Shore (1989) concluded turnover intention as conscious willfulness to seek for other alternatives in other organizations. Employee turnover occurs when employees voluntarily leave their jobs and must be replaced. The prospect of getting higher pay elsewhere is one of the most obvious contributors to turnover. This practice can be regularly observed at all levels of the economic ladder, from executives and generously paid professionals in high-stress positions to entry-level workers in relatively undemanding jobs. Studies have shown that job stress is the key variable in turnover intension of an employee because of different favorable and unfavorable situations that arises in the career of an employee. Different factors which cause job stress are job insecurity, low wages, discrimination, biases, low involvement, and family to work pressure. (Williamon, Pemberton and Lounsburuy, 2005).

Turnover Intention is ones behavioral intention to quit. According to Tett and Meyer (1993) in Rumery (1994), the turnover intention refers to the conscious and deliberate wilfulness of the workers to leave the organization. Vandenberg and Nelson (1999) defined intention to quit as the individual own estimated probability (subjective) that they are permanently leaving their organisation at some point in the near future.

Perceived Alternative Employment Opportunities Opportunity refers to the perceived availability of job alternatives in the labor market (Price & Mueller, 1981). Environmental opportunity has been found to have a negative impact on both job satisfaction and organizational commitment (Price & Mueller, 1986). Increased opportunities for alternative employment tend to reduce intent to stay, thus increasing turnover. Weimer (1985), for example, found that the attractiveness of an outside offer was positively related to voluntary faculty departure. Matier (1990) also found that external "pull factors" were related to faculty decisions to leave an institution; however, the external "pull factors" were less salient than the internal "push factors" (e.g., working conditions). In contrast, Zhou and Volkwein (2004) expected but did not find that labor market variables affecting faculty intent to leaved with turnover intentions.
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Problem statement:
The objective of this research is to find out the effect OF PRECEIVED ALTERNATIVE JOB ON employee turnover. The framework for this research study includes the following variables: 1. VARIABLES: Turnover (Dependent Variable) Perceived Alternative Job Opportunities (Independent Variable)

HYPOTHESIS:
H1: Availability of perceived alternative job opportunities will results in high turnover intention. .

Purpose of Study:
Purpose of our study is Hypothesis Testing.

Type of Investigation:
Co relational Investigation should be done in this case.

Nature and Type of Study:

The study that was conducted to find out the affect of the above mentioned variables on turnover is in the domain of the Field study also known as Co-relational study because the research is conducted in the natural environment of the organization with Minimum External Interference (non contrived setting) and the result of the research is purely supported by mathematical values i.e. it is objective in nature. Unit of Analysis:
The subject of the study is the faculty of Muhammad Ali Jinnah Islamabad whose responses will be analyzed in the study.

Time Horizon:
On the basis of time horizon this study will be called as Cross-Sectional Study. As only once the data will be collected for our research by filling the questionnaires.

Sampling & Data collection Methods:

We have chosen Simple random sampling method which is a type of probability sampling. To gather data from our sample we used questionnaires. We have chosen a sample size of 107 respondents.

Analytical Tools:

Correlation Coefficient

Regression

RESULTS
Descriptive Statistics N APAJ ATOI Valid N (listwise) 44 44 44 Minimum 1.25 1.75 Maximum 3.50 4.75 Mean 2.0511 3.2159 Std. Deviation .57964 .67684

Reliability Statistics Cronbach's Alpha .569 4 N of Items

Reliability Statistics Cronbach's Alpha .179 4 N of Items

Reliability Statistics Cronbach's Alpha .544 8 N of Items

Correlations APAJ Pearson Correlation APAJ Sig. (2-tailed) N Pearson Correlation ATOI Sig. (2-tailed) N 44 .419 .005 44 44
**

ATOI .419 .005 44 1

**

Model Summary Model R

R Square

Adjusted Square

R Std. Error of the Durbin-Watson Estimate .62168 1.358

.419

.176

.156

ANOVA Model

Sum of Squares Regression 3.466 16.233 19.699

df 1 42 43

Mean Square 3.466 .386

F 8.969

Sig. .005
b

Residual Total

Coefficients Model Unstandardized Coefficients

Standardized Coefficients

Sig.

Collinearity Statistics Tolerance

B (Constant) 1 APAJ .490 2.211

Std. Error .348 .164

Beta 6.348 .419 2.995 .000 .005

1.000

Coefficients Model

Collinearity Statistics VIF (Constant)

1 APAJ 1.000

a. Dependent Variable: ATOI

Collinearity Diagnostics Model Dimension

Eigenvalue

Condition Index

Variance Proportions (Constant) APAJ .02 .98

1 1 2

1.963 .037

1.000 7.296

.02 .98

a. Dependent Variable: ATOI

Residuals Statistics

Minimum Predicted Value Residual Std. Predicted Value Std. Residual 2.8235 -1.19595 -1.382 -1.924

Maximum 3.9256 1.55914 2.500 2.508

Mean 3.2159 .00000 .000 .000

Std. Deviation .28392 .61441 1.000 .988

N 44 44 44 44

a. Dependent Variable: ATOI

Analysis: Hypothesis Testing:

Analysis was conducted on the data to test the hypothesis .

. The results of Hypothesis 4 also showed that Availability of perceived job alternatives has a great impact on employee turnover

Conclusions:

We can conclude that the employees of various institutes are satisfied with their job & career. Most of the respondents were committed with their organization. Beyond job nature component it had seen that employees were not in the favor to quit their organizations. While applying correlations & other analytical tools we had seen that all independent variables except availability of perceived job alternatives were holding significantly inverse correlation with employee turnover. Employees were willing to leave their organizations if they got the job what they really want in their career. The entire hypothesis we had developed were tested & accepted after analyzing them. We had used SPSS software for our analysis purpose. Using SPSS we made frequency tables, histograms, run correlation & regression analysis among variables & had drawn the results.

Recommendations:
On the basis of our findings we have following recommendations: The enhancements in job satisfaction and organizational commitment can be expected to reduce employees intentions to quit. To increase motivation, organization environment should be friendly. There should be given respect for their opinions and inclusion in decision making. Training opportunities should be provided so that employees may take interest in their respective fields. Employee's salary and promotion should be on equity basis. Flexible working hours will decrease the turnover intention.

Give autonomy and appreciation to employees which will result in enhancing satisfaction of employees.

Limitations:
As students we were limited with resources to conduct an expensive & highly effective research. Sample size was limited. Shortage of time to conduct more authentic research. Limited access to employees of institutes.

References:

1. Wiiliamon, M., Pemberton, E. &Lounsbury, W. (2005). An Investigation of Career and Job Satisfaction In Relation To Personality Traits of Information Professionals. The library quarterly, 75(2), 121-141.

2. Matier, M. (1990). Retaining faculty: A tale of two campuses. Research in Higher Education, 31(1), 39-60.

3. Price, J., & Mueller, C. (1981). Professional turnover: The case of nurses. New York: Spectrum. 4. Price, J., & Mueller, C. (1986). Handbook of organizational measurement. Marshfield, MA: Pitman. 5. 27. Weimer, W. (1985). Why do faculty members leave a university? Research in Higher Education, 23,270-278. 6. Zhou, Y., & Volkwein, J. (2004). Examining the influences on faculty departure intentions: A comparison of tenured versus no tenured faculty at research universities using NSOPF-99. Research in Higher Education, 45(2), 139-176 7. Tett, R.P. & Meyer, J.P. (1993). Job satisfaction, organizational commitment, turnover intention and turnover: path analysis based on analytic findings. Personnel Psychology, 46, 259-93. 8. Valentine, S., Silver, L. & Twigg, N. (1999). Locus of control, job satisfaction and job complexity: the role of perceived race discrimination. Psychological Reports, 84, 1267-73

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