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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]
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
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
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.
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.
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.
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%)
were not at all satisfied with their recent job. In addition, 32 (13.3%) participants indicated that 
they are moderately satisfied with their job.
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.
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.)
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
them. These results indicate the significance of appreciation of employees belonging to the 
construction industry of Pakistan.
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.
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.
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.
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.
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.
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.
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.
A study on employee retention among executives SPSS
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.
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.
A study on employee retention among executives SPSS
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.
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.
A study on employee retention among executives SPSS
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.
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.
A study on employee retention among executives SPSS
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.
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.
A study on employee retention among executives SPSS
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.
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.
A study on employee retention among executives SPSS
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.
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.
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
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.
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.
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.
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.
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.
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.

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A study on employee retention among executives SPSS

  • 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.