Dikes Defined and Explained

A dike (spelled dyke in British English) is a body of rock, either sedimentary or igneous, that cuts across the layers of its surroundings. They form in pre-existing fractures, meaning that dikes are always younger than the body of rock that they have intruded into.   Dikes are normally very easy to find when looking at an outcrop. For starters, they intrude the rock at a relatively vertical angle. They also have a completely different composition than the surrounding rock, giving them unique textures and colors. The true three-dimensional shape of a dike is sometimes hard to see at an outcrop, but we know that they are thin, flat sheets (sometimes referred to as tongues or lobes). Clearly, they intrude along the plane of least resistance, where rocks are in relative tension; therefore, dike orientations give us clues to the local dynamic environment at the time they formed. Commonly, dikes are oriented in line with local patterns of  jointing. What defines a dike is that it cuts  vertically across  the bedding planes of the rock it intrudes. When an intrusion cuts horizontally  along  the bedding planes, it is called a  sill. In a simple set of flat-lying rock beds, dikes are vertical and sills are horizontal. In tilted and folded rocks, however, dikes and sills may be tilted too. Their classification reflects the way that they were originally formed, not how they appear after years of folding and faulting.   Sedimentary Dikes Often referred to as clastic or sandstone dikes, sedimentary dikes occur whenever sediment and minerals build up and lithify in a rock fracture. They are usually found within another sedimentary unit, but can also form within an igneous or metamorphic mass. Clastic dikes can form in several ways: Through fracturing and  liquefaction  associated with earthquakes. Sedimentary dikes are most often associated with earthquakes and often serve as paleoseismic indicators.  Through the passive deposition of sediment into pre-existing fissures. Think of a mudslide or glacier moving over an area of fractured rock and injecting clastic material downward.  Through the injection of sediment into a not-yet-cemented, overlying material. Sandstone dikes can form as hydrocarbons and gases move into a thick sand bed overlain by mud (not yet hardened into stone). The pressure builds in the sand bed, and eventually injects the beds material into the above layer.  We know this from the preserved  fossils of cold seep communities  that lived on such hydrocarbons and gases near the top of sandstone dikes. Igneous Dikes Igneous dikes form as magma is pushed up through vertical rock fractures, where it then cools and crystallizes. They form in sedimentary, metamorphic and igneous rocks and can force open the fractures as they cool. These  sheets range in thickness, anywhere from a few millimeters to several meters. They are, of course, taller and longer than they are thick, often reaching thousands of meters high and many kilometers in length. Dike swarms consist of hundreds of individual dikes that are oriented in a linear, parallel or radiated fashion. The fan-shaped  Mackenzie dike swarm  of the Canadian Shield is over 1,300 miles long and, at its maximum, 1,100 miles wide.   Ring Dikes Ring dikes are intrusive igneous sheets that are circular, oval or arcuate in overall trend. They form most commonly from caldera collapse. When a shallow magma chamber empties its contents and releases pressure, its roof often collapses into the voided reservoir. Where the roof collapses, it forms dip-slip faults that are nearly vertical or steeply sloping. Magma can then rise up through these fractures, cooling as dikes that make up the outer edge of a collapsed caldera.   The Ossipee Mountains of New Hampshire and  Pilanesberg Mountains  of South Africa are two examples of ring dikes. In both of these instances, the minerals in the dike were harder than the rock that they intruded into. Thus,  as the surrounding rock eroded and weathered away,  the dikes remained as small mountains and ridges.   Edited by Brooks Mitchell

Bio Final Outline - 892 Words

Final Report Part 1 – Outline Directions: For Part 1, you are required to write a complete introductory paragraph using the outline below. For the second, third, and fourth paragraphs, you need to write complete sentences that show the basic outline for the essay. By completing this outline, you will have a guide to refer to when finalizing your report in Parts 2-4. Introductory Paragraph (Identify the thesis statement and write a complete paragraph explaining the topic in general.) Thesis Sentence: By using non-renewable resources mankind is putting a strain on the earth and causing global warming. Paragraph: Do you know the difference between a non- renewable resource and a renewable resource? A non- renewable resource is a†¦show more content†¦If the consumption continues at the current rate it is being consumed now it could be sooner like ten to fifthteen years. (Non Renewable Resources, 2015) Paragraph 3: Opposition (To present a fair argument you need to research and outline some of the common positions that dispute your position (i.e. if you are for chocolate for your position, here you would be writing why chocolate is bad). Write a topic sentence that supports your thesis and provides a transition between the paragraphs. Then, record at least three details that provide support for the topic sentence.) Topic Sentence: Renewable resources have advantages and well as disadvantages. Detail A: When using renewable resources energy it is very difficult to generate large quantity of electricity or fossil fuel. If the earth were to constantly rely on renewable energy, humans would have to cut back on the amount of usage. Detail B: Many of the renewable resources rely on the weather to make power. Solars need clear skies and no rain to collect heat. In order to have a constant water supply an entire dam would have to be filled. 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Voluntary turnover Free Essays

string(175) " on costs that employees associate with go forthing the organisation ; and normative committedness refers to employees ‘ feelings of duty to stay with the organisation\." Chapter NO.1 Introduction Background 1.01 Employee turnover is a much-studied phenomenon. We will write a custom essay sample on Voluntary turnover or any similar topic only for you Order Now There is a huge literature on the causes of voluntary employee turnover dating back to the fiftiess. 1.02 Voluntary turnover is a major job for many organisations in many Asiatic states ( Barnett, 1995 ; Chang, 1996 ; Syrett, 1994 ) . Employee turnover is giving insomniac darks to human resource directors in many states in Asia ( Naresh Khatri ) . Organizations are passing tonss of money to cut down employee turnover. Employee turnover is besides one of the issues faced by many organisations in Pakistan. Aim of the Research Study 1.03 The aim of the survey is to cognize the factors of employee turnover, why employee quit the occupations and leave the organisations and which factor influence the most while go forthing the organisation. 1.04 The aim of the survey is to cognize the factors, which influence the most in employee turnover in, name centre industry in Pakistan. Problem statement 1.05 What are the factors of employee turnover in the organisations? Research Questions a ) What are the grounds ; employees quit their occupations and leave the organisations? B ) What is the function of the factors ( options, purpose to discontinue, occupation satisfaction, organisational committedness, rewards and conditions, employee features, preparation and development and influence of colleagues ) in employee turnover? degree Celsius ) Which factors cause the most in the employee turnover? Rational Of the Study 1.06 The intent of the research survey â€Å"Factors of employee turnover† is to assist out the directors to calculate out the factors of employee turnover in the organisations. So that the directors easy can happen, why employee is go forthing the organisation? Harmonizing to the consequences they can do the programs to cut down the employee turnover in the organisations. Definitions of the Footings 1.07 â€Å"Employee turnover is defined as, the ratio of figure of workers that had to be replaced in a given clip period to the mean figure of workers† . Chapter NO 2 Literature Review 2.1 Over clip there have been a figure of factors that appear to be systematically linked to turnover. An early reappraisal article of surveies on turnover by Mobley ( 1979 ) revealed that age, term of office, overall satisfaction, occupation content, purposes to stay on the occupation, and committedness were all negatively related to turnover ( i.e. the higher the variable, the lower the turnover ) . In 1995, a meta-analysis of some 800-turnover surveies was conducted by Hom and Griffith, which was late updated ( Griffith, 2000 ) . Their analysis confirmed some well-established findings on the causes of turnover. These include: occupation satisfaction, organisational committedness, comparing of options and purpose to discontinue. 2.2 The top factor cited in most surveies is low compensation and unequal benefits. Lack of grasp and feeling that the employer values the employees ‘ parts besides ranks high on the list of grounds for employee turnover. Another lending factor to employee turnover is hapless direction. This includes such factors as hapless communicating from leading, deficiency of preparation, excessively much alteration, deficiency of resources necessary to make the occupation, deficiency of acknowledgment that an employee is dissatisfied with calling development chances, torment, take downing behaviour, and a deficiency of flexibleness toward employees. Lifestyle alterations, such as the transportation of a partner, birth of a kid, or the demand for a shorter commute will besides do employee turnover. ( Kathleen Goolsby ) 2.3 Some variables and factors are examined and discussed in more item below. Comparison of Options 2.4 The comparing of options is a factor that plays a function in employee turnover. The relationship between options and turnover on an single degree has been researched widely since March A ; Simon ‘s 1958 seminal work on easiness of motion. 2.5 Much of the subsequent research focused on the nexus between occupation satisfaction, perceived alternate chances and turnover. Subsequently, research workers began to concentrate on the function of both existent and sensed chances in explicating single turnover determinations. 2.6 Subsequent research has indicated that existent options are a better forecaster of single turnover than sensed chances. Research on the impact of unemployment rates as a placeholder for existent chances in employee turnover revealed that unemployment rates affected the job-satisfaction/turnover purpose relationship but non existent turnover ( Kirschenbaum A ; Mano-Negrin, 1999 ) . They concluded that macro degree analysis predicted turnover forms but perceptual experiences of chances did non. This point was reinforced in their survey on medical centres in assorted locations used steps of perceived and nonsubjective chances in internal and external labour markets. The writers concluded that aims chances were a better set of accounts of existent turnover behaviour than either sensed internal or external labour market chances. 2.7 Nevertheless, while existent options appear to be a better forecaster of turnover, there is besides well-established grounds of the nexus between perceived options and existent turnover. In their most recent meta-analysis, Griffith ( 2000 ) confirmed that perceived options modestly predict turnover. Purposes to Discontinue 2.8 Intension to discontinue is one of the factors that play a function in employee turnover. Mobley ( 1979 ) noted that the relationship between purposes and turnover is consistent and by and large stronger than the satisfaction-turnover relationship, although it still accounted for less than a one-fourth of the variableness in turnover. Much of the research on sensed chances has been found to be associated with purposes to go forth but non existent turnover ( Kirschenbaum A ; Mano-Negrin, 1999 ) . Organizational Committedness 2.9 Many surveies have reported a important association between organisational committedness and turnover purposes ( Lum, 1998 ) . Tang ‘s ( 2000 ) survey confirmed the nexus between committedness and existent turnover and Griffith ‘s ( 2000 ) analysis showed that organisational committedness was a better forecaster of turnover than overall occupation satisfaction. 2.10 Research workers have established that there are different types of organisational committedness. Allen A ; Meyer ( 1990 ) investigated the nature of the nexus between turnover and the three constituents of attitudinal committedness: affectional committedness refers to employees ‘ emotional fond regard to, designation with and engagement in the organisation ; continuation committedness refers to commitment base on costs that employees associate with go forthing the organisation ; and normative committedness refers to employees ‘ feelings of duty to stay with the organisation. You read "Voluntary turnover" in category "Essay examples" Simply, employees with strong affectional committedness stay with an organisation because they want, those with strong continuation committedness stay because they need to, and those with strong normative committedness stay because they feel they ought to. Allen and Meyer ‘s survey indicated that all three constituents of committe dness were a negative index of turnover. In general, most research has found affectional committedness to be the most decisive variable linked to turnover. Job Satisfaction 2.11 The relationship between satisfaction and turnover has been systematically found in many turnover surveies ( Lum, 1998 ) . Mobley 1979 indicated that overall occupation satisfaction is negatively linked to turnover but explained small of the variableness in turnover. Griffith ( 2000 ) found that overall occupation satisfaction modestly predicted turnover. In a recent New Zealand survey, Boxall ( 2003 ) found the chief ground by far for people go forthing their employer was for more interesting work elsewhere. It is by and large accepted that the consequence of occupation satisfaction on turnover is less than that of organisational committedness. Features of Employees 2.12 Despite a wealth of research, there look to be few features that meaningfully predict turnover, the exclusions being age and term of office. Age is found to be negatively related to turnover ( i.e. the older a individual, the less likely they are to go forth an organisation ) . However, age entirely explains small of the variableness in turnover and as age is linked to many other factors, entirely it contributes small to the apprehension of turnover behaviour. 2.13 Tenure is besides negatively related to turnover ( the longer a individual is with an organisation, the more likely they are to remain ) . Mangione in Mobley concluded that length of service is one of the best individual forecasters of turnover. ; Griffith besides found that age and term of office have a negative relationship to turnover. 2.14 There is small grounds of a individual ‘s sex being linked to turnover. Griffith ‘s 2000 meta-analysis re-examined assorted personal features that may be linked to turnover. They concluded that there were no differences between the quit rates of work forces and adult females. They besides cited grounds that gender moderates the age-turnover relationship ( i.e. adult females are more likely to stay in their occupation the older they get, than make work forces ) . They besides found no nexus between intelligence and turnover, and none between race and turnover. Wagess and Conditionss 2.15 Wagess and conditions is one of the variables of the employee turnover. Mobley ( 1979 ) concluded that consequences from surveies on the function of wage in turnover were assorted but that frequently there was no relationship between wage and turnover. Other surveies found no important relationship. 2.16 On the other manus Campion ( 1991 ) cited in Tang suggests that the most of import ground for voluntary turnover is higher wages/career chance. Martin ( 2003 ) investigates the determiners of labour turnover utilizing establishment-level study informations for the UK. Martin indicated that there is an reverse relationship between comparative rewards and turnover ( i.e. constitutions with higher comparative wage had lower turnover ) . Pay and Performance 2.17 Griffith ( 2000 ) noted wage and pay-related variables have a modest consequence on turnover. Their analysis besides included surveies that examined the relationship between wage, a individual ‘s public presentation and turnover. They concluded that when high performing artists are insufficiently rewarded, they leave. They cite findings from Milkovich and Newman ( 1999 ) that where corporate wages plans replace single inducements, their debut may take to higher turnover among high performing artists. Attitudes to Money 2.18 For some persons pay will non be the exclusive standard when people decide to go on within an bing occupation. In the survey of mental wellness professionals, Tang ( 2000 ) examined the relationship between attitudes towards money, intrinsic occupation satisfaction and voluntary turnover. One of the chief findings of this survey is that voluntary turnover is high among employees who value money, irrespective of their intrinsic occupation satisfaction. However, those who do non value money extremely but who have besides have low intrinsic occupation satisfaction tended to hold the lowest existent turnover. Furthermore, employees with high intrinsic occupation satisfaction and who put a low value on money besides had significantly higher turnover than this 2nd group. The research workers besides found that puting a high value of money predicted existent turnover but that backdown knowledges ( i.e. believing about go forthing ) did non. Training and Career Development 2.19 Martin ( 2003 ) detected a complex relationship between turnover and preparation. He suggested that constitutions that enhance the accomplishments of bing workers have lower turnover rates. However, turnover is higher when workers are trained to be multi-skilled, which may connote that this type of preparation enhances the chances of workers to happen work elsewhere. The literature on the nexus between lower turnover and preparation has found that off-the-job preparation is associated with higher turnover presumptively because this type of developing imparts more general accomplishments ( Martin, 2003 ) . Consequence of Vocational Training 2.20 In a survey analyzing the consequence of apprenticeships on male school departers in the UK, Booth and Satchel ( 1994 ) found that completed apprenticeships reduced voluntary job-to-job, voluntary job-to-unemployment and nonvoluntary occupation expiration rates. In contrast, uncomplete apprenticeships tended to increase the issue rate to these finishs relative to those who did non have any preparation. Winkelmann ( 1996 ) reported that in Germany apprenticeships and all other types of vocational preparation cut down labour mobility in malice of the fact that the German apprenticeship preparation is intended to supply general and therefore more movable preparation. Career Commitment 2.21 Chang ( 1999 ) examined the relationship between calling committedness, organisational committedness and turnover purpose among Korean research workers and found that the function of calling committedness was stronger in foretelling turnover purposes. When persons are committed to the organisation they are less willing to go forth the company. This was found to be stronger for those extremely committed to their callings. The writer besides found that employees with low calling and organisational committedness had the highest turnover purposes because they did non care either about the company or their current callings. 2.22 Persons with high calling committedness and low organisational committedness besides tend to go forth because they do non believe that the organisation can fulfill their calling demands or ends. This is consistent with old research that high calling committers consider go forthing the company if development chances are non provided by the organisation. However, this group is non disposed to go forth and is likely to lend to the company if their organisational committedness is increased. Chang found that persons become affectively committed to the organisation when they perceive that the organisation is prosecuting internal publicity chances, supplying proper preparation and that supervisors do a good occupation in supplying information and advice about callings. Influence of Colleagues 2.23 A 2002 survey by Kirshenbaum and Weisberg of 477 employees in 15 houses examined employees ‘ occupation finish picks as portion of the turnover procedure. One of their chief findings was that colleagues ‘ purposes have a major important impact on all finish options – the more positive the perceptual experience of their colleagues desire to go forth, the more employees themselves wanted to go forth. Chapter NO 3 Method Research Procedure 3.01 The research is a descriptive survey. A descriptive survey can be defined as, â€Å"A survey that focuses on a peculiar state of affairs or set of state of affairss, studies on of import facets observed, and efforts to find the interrelatednesss among them.† 3.02 The end of the descriptive research survey is to offer to researcher a profile or to depict relevant facets of the phenomena of involvement from an person, organisational, industry- oriented, or the other prospective. ( Uma Sekran ) 3.03 The intent of the research survey â€Å"Factors of employee turnover† is to assist out the directors to calculate out the factors of employee turnover in the organisations. So that the directors easy can happen, why employee is go forthing the organisation? Harmonizing to the consequences they can do the programs to cut down the employee turnover in the organisations. Sampling 3.04 The sample for the research is taken through the random sampling. The type of sampling is cluster trying. In this type of trying I have chosen 100 employees as a sample to make full out the questionnaire. These employees are from different sections and their places in the sections are besides different. The sample of the employees consists of top degree directors, in-between degree directors and non directors. Data Collection Secondary Datas 3.05 Secondary informations is collected from the diaries, newspapers, and publications and pervious research surveies. Most of the information is taken from the old research documents on employee turnover, which are available on the Internet libraries. Primary Data 3.06 For the primary informations, I have designed a questionnaire harmonizing to factors described above in the literature reappraisal. The questionnaire is filled by 100 employees from different organisations. The employees are from top degree direction, middle flat direction and no managerial degree. Datas Analysis 3.07 Each inquiry is analyzed by utilizing informations tabular matter method ; tabular matter consists merely numbering the figure of instances that fall in to assorted classs. Tabulation Frequency Distribution 3.08 Frequency distribution is method to reason the questionnaires, frequence distribution method merely reports the figure of responses that each inquiry received and is the simplest manner of discouraging the empirical distribution of the variable. A frequence distribution organizes informations in to categories or group of values and shows the figure of observations. 3.09 The presentation of tabular matter frequence distribution is done by column charts, saloon charts and pie charts etc. Chapter NO 4 Consequences and Discussion What is your gender? Table 1 Gender Frequency Percentage Valid Percentage Cumulative % Male 75 75 75 75.00 Female 25 25 25 100.00 Entire 100 100 100 Pie Chart 1 4.1 This tabular array shows that the sample of 100 questionnaires was distributed indiscriminately among male and female employees. In which we observed that 75 % were male pupils and 35 % were female employees. What is your age? Table 2 Age Frequency Percentage Valid Percentage Cumulative % 20-24 24 24 24 24.00 25-29 31 31 31 55.00 30-34 21 21 21 76.00 35-39 13 13 13 89.00 40-44 6 6 6 95.00 45-Above 5 5 5 100.00 100 100 % 100 % Pie Chart 2 4.2 The above tabular array shows that questionnaires were divided into six different age groups i.e. from 20-24, 25-29, 30-34, 35-39, 40-44 amp ; 45-Above. Out of this 31 % employees were aged from 25-29. 24 % were aged from 20-24. 21 % were form 30-34. 13 % were from 35-39. 6 % from 40-44 % , A ; 5 % from 45-above. What is your section? Table 3 Department Frequency Percentage Valid Percentage Cumulative % Administration 11 11 11 11.00 Selling 15 15 15 26.00 Operationss 7 7 7 33.00 Customer Servicess 31 31 31 64.00 Finance 10 10 10 74.00 Human Resource 17 17 17 91.00 Technical 9 9 9 100.00 Entire 100 100 100 Pie Chart 3 4.3 The above tabular array shows that the questionnaire was divided in six different sections ‘ i.e. disposal, selling, operations, client services, human resource and proficient. Out of this 31 % employees are from client services, 17 % from human resource, 15 % from selling, 11 % disposal, 10 % from finance, and 9 % are from proficient sections. What is your place in the occupation? Table 4 Position Frequency Percentage Valid Percentage Cumulative % Top direction 14 14 14 14.00 Middle direction 21 21 21 35.00 Supervisor 34 34 34 69.00 other 31 31 31 100.00 Entire 100 100 100 Pie Chart 4 4.4 This above tabular array shows that the questionnaire divided in the employees of top direction, in-between direction, supervisors, and other degree of employees. Out of this 34 % employees are from supervisory degree, 31 % are from other degrees, 21 % employees are from in-between degree direction, A ; 14 % are from top direction. What is your monthly wage? Table 5 Salary Frequency Percentage Valid Percentage Cumulative % Below 15000 17 17 17 17.00 Between 15001-20000 27 27 27 44.00 Between 20001-25000 21 21 21 65.00 Between 25001-30000 15 15 15 80.00 Between 30001-35000 14 14 14 84.00 Between 35001-above 6 6 6 100.00 Entire 100 100 100 Pie Chart 5 4.5 This above tabular array shows that the questionnaire was divided to the employees in six different wages ranges i.e. Below 15000, between 5001-20000, between 20001-25000, between 25001-30000, between 30001-35000, A ; between 35001-above. Out of this 27 % employees are acquiring the salary between 15001-20000,21 % acquiring the salary between 20001-25000, 17 % acquiring the salary below 15000,15 % are acquiring the salary between 25001-30000,14 % are acquiring the salary between 30001-35000, A ; 6 % are acquiring the salary 35001-above. For how long do you work for the organisation? Table 6 Time period Frequency Percentage Valid Percentage Cumulative % Less than 3 months 5 5 5 5.00 Between 3-6 months 27 27 27 32.00 Between 6-12 months 21 21 21 53.00 Between 1-2 old ages 15 15 15 68.00 Between 2-4 old ages 17 17 17 85.00 More than 4 old ages 15 15 15 100.00 100 100 100 Pie Chart 6 4.6 This above tabular array shows that the questionnaire divided in to employees are from six different classs i.e. less than 3 months, between 3-6 months, between 6-12 months, between 1-2 old ages, between 2-4 old ages, More than 4 old ages. Out of this, 21 % employees are working for between 6-12 months, 27 % are working for between 3-6 months, 17 % are working for between 2-4 old ages, 15 % are working for between 2-4 twelvemonth ‘s A ; More than 4 old ages. 5 % are working for less than 3 months. Rate the following about your occupation satisfaction. My occupation means a batch more to me than merely money. Table 7 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 26 26 26 26.00 Disagree 19 19 19 45.00 Neither Agree nor Disagree 7 7 7 52.00 Agree 30 30 30 82.00 Strongly Agree 18 18 18 100.00 Entire 100 100 100 Pie Chart 7 4.7 This above tabular array shows that 26 % employees are strongly disagree that their occupation means a batch to them than merely money. 30 % disagree, 7 % neither disagree nor agree, 30 % are agree, A ; 18 % are strongly agree that their occupation means a batch to them than merely money. The major satisfaction in my life comes from my occupation Table 8 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 24 24 24 24.00 Disagree 16 16 16 40.00 Neither Agree nor Disagree 9 9 9 49.00 Agree 34 34 34 83.00 Strongly Agree 17 17 17 100.00 Entire 100 100 100 Pie Chart 8 4.8 This above tabular array shows that 24 % employees are strongly disagree that the major satisfaction in their life comes from their occupations. 16 % disagree, 9 % neither agree nor disagree, 34 % are agree, A ; 175 are strongly agree that the major satisfaction in their life comes from their occupations I am truly interested in my work. Table 9 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 37 37 37 37.00 Disagree 23 23 23 60.00 Neither Agree nor Disagree 0 0 0 60.00 Agree 19 19 19 79.00 Strongly Agree 21 21 21 100.00 Entire 100 100 100 Pie Chart 9 4.9 This above tabular array shows that 37 % employees are strongly disagree that they are interested in their work. 23 % employees disagree. 21 % employees agree, A ; 19 % employees strongly agree that that they are interested in their work. How much satisfied are you with the calling development in the organisation I am committed with my calling instead than the organisation. Table 10 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 19 19 19 19.00 Disagree 14 14 14 33.00 Neither Agree nor Disagree 37 37 37 70.00 Agree 17 17 17 87.00 Strongly Agree 13 13 13 100.00 Entire 100 100 100 Pie Chart 10 4.10 This above tabular array shows that 19 % employees strongly disagree that they are committed with the calling more that the organisation. 14 % employees disagree, 37 % employees neither agree nor disagree, 17 % employees agree, A ; 13 % employees strongly agree that they are committed with the calling more that the organisation. I have tonss of chances of calling development in the organisation. Table 11 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 27 27 27 27.00 Disagree 21 21 21 48.00 Neither Agree nor Disagree 17 17 17 65.00 Agree 22 22 22 87.00 Strongly Agree 13 13 13 100.00 Entire 100 100 100 Pie Chart 11 4.11 This above tabular array shows that 27 % employees strongly disagree that they have tonss of chances of calling development in the organisation. 21 % employees disagree, 17 % neither agree nor disagree, 22 % agree, A ; 27 % strongly agree that that they have tonss of chances of calling development in the organisation. I am satisfied with calling development in the organisation Table 12 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 27 27 27 27.00 Disagree 26 26 26 53.00 Neither Agree nor Disagree 7 7 7 60.00 Agree 23 23 23 83.00 Strongly Agree 17 17 17 100.00 Entire 100 100 100 Pie Chart 12 4.12 This above tabular array shows that 26 % employees strongly disagree that they are satisfied with calling development in the organisation. 17 % employees disagree, 7 % employees neither agree nor disagree, 23 % employees agree, A ; 27 % employees strongly agree that they are satisfied with calling development in the organisation. Rate your committedness with the organisation I am committed with my organisation Table 13 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 13 13 13 13.00 Disagree 10 10 10 23.00 Neither Agree nor Disagree 37 37 37 60.00 Agree 19 19 19 79.00 Strongly Agree 21 21 21 100.00 Entire 100 100 100 Pie Chart 13 4.13 This above tabular array shows that 13 % employees strongly disagree that they are committed with their organisation. 10 % employees disagree, 37 % employees neither agree nor disagree, 19 % employees agree, A ; 21 % employees are strongly agree that they are committed with their organisation I value my organisation more than my occupation Table 14 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 16 16 16 16.00 Disagree 20 20 20 36.00 Neither Agree nor Disagree 13 13 13 49.00 Agree 30 30 30 79.00 Strongly Agree 21 21 21 100.00 Entire 100 100 100 Pie Chart 14 4.14 This above tabular array shows that 16 % employees strongly disagree that they value their organisation more than their occupation. 20 % employees disagree, 13 % employees neither agree nor disagree, 30 % employees agree, A ; 21 % employees strongly agree that they value their organisation more than their occupation. I value organisation more than rewards paid by the organisation Table 15 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 10 10 10 10.00 Disagree 13 13 13 23.00 Neither Agree nor Disagree 35 35 35 58.00 Agree 25 25 25 83.00 Strongly Agree 17 17 17 100.00 Entire 100 100 100 Pie Chart 15 4.15 This above tabular array shows that 10 % employees strongly disagree that they value the rewards paid by the organisation. 13 % employees disagree, 35 % employees neither agree nor disagree, 25 % employees agree, A ; 17 % employees agree that they value the rewards paid by the organisation Are you paid harmonizing to your attempts in the organisation? Table 16 Frequency Percentage Valid Percentage Cumulative % More than your attempts 42 42 42 42.00 Equal to your attempts 37 37 37 79.00 Less than your attempts 21 21 21 100.00 Entire 100 100 100 Pie Chart 16 4.16 This above tabular array shows that 42 % employees are paid harmonizing to their attempts in the organisation. 37 % employees are paid equal to their attempts in the organisation, A ; 21 % are paid less than their attempts in the organisation Rate the rewards and benefits, given you by the organisation. I am paid harmonizing to my public presentation. Table 17 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 20 20 20 20.00 Disagree 17 17 17 37.00 Neither Agree nor Disagree 7 7 7 44.00 Agree 25 25 25 69.00 Strongly Agree 31 31 31 100.00 Entire 100 100 100 Pie Chart 17 4.17 This above tabular array shows that 20 % employees strongly disagree that they are paid harmonizing to their public presentation. 17 % employees disagree, 7 % employees neither agree nor disagree, 25 % employees agree, A ; 31 % employees strongly agree that they are paid harmonizing to their public presentation. I value money more than my occupation. Table 18 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 29 29 29 29.00 Disagree 26 26 26 55.00 Neither Agree nor Disagree 6 6 6 61.00 Agree 23 23 23 84.00 Strongly Agree 16 16 16 100.00 Entire 100 100 100 Pie Chart 18 4.18 This above tabular array shows that 29 % employees strongly disagree that they value money more than their occupation. 26 % employees disagree, 65 neither agree nor disagree, 23 % agree, A ; 16 % strongly agree that they value money more than their occupation. I am satisfied wit the benefits given by the organisation Table 19 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 17 17 17 17.00 Disagree 21 21 21 38.00 Neither Agree nor Disagree 9 9 9 47.00 Agree 23 23 23 70.00 Strongly Agree 30 30 30 100.00 Entire 100 100 100 Pie Chart 19 4.19 This tabular array shows that 17 % employees strongly disagree that they are satisfied with the benefits given by the organisation. 21 % employees disagree, 9 % employees neither agree nor disagree, 23 % employees agree, A ; 30 % employees strongly agree that they are satisfied with the benefits given by the organisation. Rate preparation and development in your organisation I am satisfied with the preparation given in the organisation Table 20 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 25 25 25 25.00 Disagree 17 17 17 42.00 Neither Agree nor Disagree 0 0 0 42.00 Agree 21 21 21 63.00 Strongly Agree 37 37 37 100.00 Entire 100 100 100 Pie Chart 20 4.20 This above tabular array shows that 25 % employees strongly disagree that they are satisfied with preparation and development given in the organisation. 17 % employees disagree, 21 % employees agree, A ; 37 % employees agree that they are satisfied with preparation and development given in the organisation. Training dramas of import function in my calling development Table 21 Frequency Percentage Valid Percentage Cumulative % Strongly Disagree 23 23 23 23.00 Disagree 13 13 13 36.00 Neither Agree nor Disagree 6 6 6 42.00 Agree 23 23 23 65.00 Strongly Agree 35 35 35 100.00 Entire 100 100 100 Pie Chart 21 4.21 The above tabular array shows that 23 % employees strongly disagree that preparation and development dramas of import function in their calling development. 13 % employees disagree, 6 % neither agree nor disagree, 23 % employees agree, A ; 355 employees strongly agree that preparation and development dramas of import function in their calling development. If you want to discontinue the occupation, which factor influences the most? Table 22 Frequency Percentage Valid Percentage Cumulative % Job satisfaction 12 12 12 12.00 Alternatives/Opportunities 13 13 13 25.00 Wages A ; Benefits 16 16 16 41.00 Career Development 26 26 26 67.00 Organizational committedness 10 10 10 77.00 Training A ; Development 19 19 19 96.00 Influence of coworkers 4 4 4 100.00 Entire 100 100 100 Pie Chart 22 4.22 This above tabular array shows that 34 % employees want to discontinue the occupation because of occupation dissatisfaction. 13 % employees want to discontinue the occupation because of alternatives/opportunities, 16 % employees want to discontinue the occupation because of low rewards A ; benefits, 26 % employees want to discontinue the occupation because they are non satisfied with calling development, 10 % employees want to discontinue the occupation because they are non committed with organisation, 19 % employees want to discontinue the occupation because they are non satisfied with preparation A ; development, A ; 4 % employees want to discontinue the occupation because of influence of coworkers. Chapter NO 5 Decision and Recommendations Decision 5.01 The research based on â€Å"factors of employee turnover† , the research is conducted on call centre industry, for this a sample of 100 questionnaires was developed and divided indiscriminately into the employees to cognize the factors of employee turnover. The respondents were from different age groups, different section, and from different occupation places. 5.02 The questionnaire was divided among the employees, in which 75 % employees were male and 25 % employees were female. Most of employees were the age of 20-34 about 74 % . These employees were from top direction, in-between direction, supervisory degree and others. Most of the employees were from supervisory degree or others i.e. 65 % . 5.03 The employees were asked about the occupation satisfaction, calling development, preparation and development, organisational committedness, rewards A ; benefits and influence of coworkers. 5.04 Through this research it is concluded that the factor, which influences the most in employee turnover is career development. 26 % employees said that they want to discontinue the occupation because of calling development. 19 % employees quit the occupation because of fewer chances of preparation A ; development. 16 % employees wanted to discontinue the occupation because of low rewards A ; benefits. 13 % wanted to discontinue the occupations because they have How to cite Voluntary turnover, Essay examples