COLE SUPRIEURE LIBRE DES SCIENCES COMMERCIALES APPLIQUES

Master of business administration MIBA

RESEARCH PROJECT
THE ROLE OF LEADERS IN EMPLOYEE RETENTION

Supervised by : Dr.Sanya El Galaly

Presented by: Mohamed Abo Elenine Rizk ESLSCA 28 Global Management Track
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CAIRO- Feb.2011
Acknowledgement
This study would never have been completed without the important contribution of many persons. They all deserve individually my thanks and recognition for the valuable contributions they made.

First of all I would like to thank all my ESLSCA professors for their guidance, support, knowledge and experience that helped me a lot in my studies.

I also render gratitude to my ESLSCA colleagues, especially intake 28-A friends, for making my study a memorable one. As well as their understanding and support throughout my studies.

I am forever indebted to my wife and children for their unconditional love, support and encouragement. They were truly my inspiration and were ultimately responsible for my success in life.

Finally, I would like to deeply thank my supervisor, Dr. Sanya El Galaly for making this a meaningful learning process. Her guidance and encouragement throughout the process of formulating my ideas was invaluable. Her ability to

view things pragmatically was critical and priceless to the success of this study and needs to be commended.

Executive summary
Today's, the employees retention considers one of the main headache that affect the organizations passively . These leads the organization to think about the factors that increase the employee turn-over and affect the leave of the good candidates from the organizations which may affect the organizations financially on direct or indirect base. One of the main factors that affect the employee retention is the leaders. In that study , the leaders role will be discussed on the basis that is the leaders have vital role or not in employees retention and upon the result raised , what the role of the leaders in the employees retention. The study is applied inside one of the big pharmaceutical companies ( GSK ) , and the candidates are chosen from the greater Cairo office of GSK company

Table of contents
Acknowledgments ..2 Executive summary ............. 3 Table of contents . .................. .. 4 Chapter 1: The Introduction 1.1. Overview ....... 8 .......8

1.2. Problem definition ......9 1.3. Research objective .........11 Research structure12 .1.4 Chapter 2: literature Review ...13 Background ...13.2.1 Theory ..20 2.2 .................. 25

Chapter 3: Research Methodology Introduction 25 Problem Definition Research Objective

.3.1 ..25 .3.2 ......26 .3.3 27 .3.4

Theoretical Framework ....

Dependent Variables .... 28 .3.4.1 Independent Variables .... 28 .3.4.2 4

Research questions and hypotheses ....30 .3.5 Research questions .. .....30 .3.5.1

Research Hypothesis ....30 .3.5.2 Hypotheses 1 ....30 .3.5.2.1 30 .3.5.2.2 ..30 3.5.3

Hypotheses 2.. .. No. of Questionnaires

Research methodology.31 .3.6 Research type.....31 .3.6.1 Data collection tool and sources ... .31 .3.6.2 Sampling method 32 .3.6.3 Population ....32 .3.6.3.1 Sample size ....33 .3.6.3.2 Data analysis method ..33 .3.6.4 Research limitation .... 34 .3.7 Chapter 4: Research findings and analysis ... 35 Introduction .35 .4.1 Descriptive Analysis ....35 .4.2 Reliability Test .35 .4.2.1 1st Questionnaire 2nd Questionnaire .35 ... 76

Data from H.R - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 116 Discussion and Findings .... 116 .4.3

Chapter 5: Conclusion, Recommendations and Future Work

.117

Conclusion ..117 .5.1 Recommendations and future work. ..117 .5.2 Recommendations.. .117 .5.2.1 Future work 118 .5.2.2 References 118..53 Appendix A: Questionnaire...

Introduction
In today highly competitive labour market , there is extensive evidence that organization regardless of size , technological advances , market focus and other factors are facing retention challenges . Prior to the September 11 terrorist attacks , a report by the Bureau of National Affairs ( 1998 ) showed that turnover rates were soaring to their levels over the last decade at 1.3% per month. There are indeed many employee retention practices within organization , but they are seldom developed from sound theories . Swanson ( 2001 ) emphasized that theory is required to be both scholarly in itself and validated in practice , and can be the basis of significant advances. Given the large investment in employee retention efforts within organization , it is rational to identify , analyze and critique the motivation theories underlying employee retention in organization . Low unemployment level can force many organization to re-examine employee retention strategies as part of their efforts to maintain and increase their competitiveness but rarely develop these strategies from existing theories. Furthermore , Hale ( 1998 ) stated that 86% of employers were expecting difficulty attracting new employee and 58% of organizations claim that they are experiencing difficulty retaining their employees . Even when unemployment is high , organization are particularly concerned about retaining their best employees.

Fitz-enz ( 1997 ) stated that the average company loses approximately organization. Combined with direct and indirect cost , the total cost of an

$1

million with every 10 managerial and professional employees who leave the exempt employee turnover is minimum of one year s pay and benefits , or a maximum of two years pay and benefits. There is significant economic impact with organization losing any of its critical employee , especially given the knowledge that is lost with the employee s departure . this is the knowledge that is used to meet the needs of expectation of the customers ( Knowledge management is the process of creating , capturing , and using knowledge to enhance organization performance , Bassi 1997 ) The concept of human capital and knowledge management is that people possess skills , experience and knowledge and therefore have economic value to organization. These skills , knowledge and experience represent capital because they enhance productivity. Human capital theory postulates that some labour is more productive than other labour simply because more resources have been invested into training of that labour, in the same manner that machine that has had more resources invested into it , is apt to be more productive. According to Mueller 1982 , One of the basic tenets of human capital theory is that , like any business investment , an investment in skill building would be more profitable and more likely to be undertaken the longer the period over which returns from the investment can accrue. Again employee retention is important in realizing full return on investment. 1.1 Problem definition
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By reviewing the concept of retention management and employee satisfaction ,it was found that the retention management concept includes: motivation, recruitment, rewarding, employee job opportunities, and work environment, the role of leadership, as well as communication and understanding, beside that Employee satisfaction can follow five-element model Compensation and benefit, promotions, training ,work tasks, coworkers and supervisors. So It was found that leaders inside organization have main role in Employee satisfaction and also in their retention. It was believe that the most Important topic to discuss in retention management is the leader's role and what consequences of his/her decisions may cause. Management objectives are to direct and control a group of one or more people for the purpose of coordinating and harmonizing that group towards accomplishing the organization goal . Management role is with power by position, whereas leadership involves power by influence. Management operates through various functions, often classified as planning, organizing, leading/motivating and controlling. Voluntary turnover is according to Mitchelletal (2001) a huge problem for many organizations. The retention issue is an important topic and managers need to face the problem of job hoping. The companies need to entice employees with something else than salary. Employer needs to be the good link who offers well functioning working places with a big amount of freedom.
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The labour market today is growing and changing fast. It is the responsibility of the leader in the organization to adapt to these changes to be able to make the organization profitable. To be able to do this, it is crucial to retain the key employees in the company since they are the ones which drive the company forward

1.2 Research objective The research Focuses on how leaders can , in the best possible way, keep their key employees through retention management. An organization with strong leaders and a well developed and functional retention plans are more likely to succeed. It is important for the leaders to think in the long-term as there might be fewer highly educated people in the market to choose from, due to a changing workforce. Companies continue to grow and globalisation gives the opportunity for employees to find jobs elsewhere. To avoid this situation the organization needs to plan ahead and look at retention management in the long-term. The research is studying the retention management from the perspective of the leaders in the company, because the research wants to find out whether the leader can influence the employee to stay in the company or not. In order to help the reader understand how leaders can prevent key employees from leaving the company it is of big importance that the communication and the leadership in the organization are well- integrated together, they can improve their role as a leader through communication and motivation.

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It is believe that the problem for leaders to retain their key employees can be linked to the organizations structure. If the structure (in terms of unclear work tasks etc.) of the organization is problematic , this might lead to an increased voluntary turnover. Voluntary turnover can be good to an extent but there needs to be a balance. Turnover needs to be natural in the sense that some employees leave and new employees enter. In this thesis , the researcher intends to answer this key question: What the relationship between leaders actions and employees retention? What is the leader's role when it comes to retaining employee? The aim is to enlighten the reader about the problem formulation, the purpose of the research, perspective, and finally the results raised from the research be presented. This research will be discussed inside greater Cairo office of Glaxo Smithkline Egypt company

1.3 Report Structure In the following sections will be divided to : Section I : Literature review , that will review the previous articles that discus the topic of this research and the finding of these articles Section II : Research Methodology , that will discuss the problem through collecting the data from GSK company that illustrate the reasons of turnover during the last 3 years and by issuing two questionnaires one for the employee to know their perceiving concept towered the practical meaning of leadership
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, what about their manager and the criteria of leaders they want to work with. The second questionnaire will cover the leader role in retention of employee in the point of view of the managerial level in the company . Section III :Data Analysis and Findings , by discussion of the results and analysing the finding of the research Section IV : Conclusion and Recommendation , by the end of the research , the conclusion is raised to illustrate the result of the thesis

2.Literature Review
Hereunder , I will discuss the previous literatures that discussed before the role of leaders in employee retention and to know what others has said in this topic.

2.1 Background Reasons for people to leave are often unrelated to their jobs, where unexpected events or shocks can be the cause. Employees can on the other hand stay in their jobs because of attachments to the company, or the sense of affiliation , according to Mitchell et al, 2001. Therefore, it is extremely important for leaders to have a well developed retention plan for each of their employees, in order to make them stay in the company and to help them motivated to do a good and inspiring job.
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The reasons why employees voluntary leave organizations are many, according to Mitchell et al 2001, people often leave for Reasons unrelated to their jobs: Personal risk Desire to learn a new skill Trade An unsolicited job offer Unexpected events or shocks: - unfair treatment of a co-worker

being passed over for promotion being asked to do something against ones beliefs On both the individual level and the organizational level, turnover imposes extensive costs , according to Mitchelletal (2001). At the individual level, no matter if the person leaves voluntarily or is forced to leave, the transitions to another job or situation take a personal toll. The estimated time for adjustment to be made and a career to get back on track is up to one year, and probably in some cases even more. The problem for the organization arises when departing employees take their valuable knowledge and expertise gained through experience with them. Close relationships with clients that they have established is not that easy to rebuild. Even worse are the costs directly related to the turnover that organizations face. This turnover inflicts numerous costs for the company, such as: -Exit interview time and administrative requirements
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-Payout of unused vacation time -Cost of temporary workers -Overtime for co-workers asked to fill in -Formal and informal training costs -Replacement costs:

advertising processing of candidates interviewing selecting There are not just some types of companies that need to engage in a struggle to retain talent. Organizations of all sizes need to actively work on these issues said in this topic. Also according to Sunil Ramlall ( 2004 ) , The critical factors among the respective motivation theories and the implications for developing development and implementing employee retention practices are : Needs of the employee Employee have multiple needs based on their individual , family , and cultural value. In addition, these needs depend on the current and desired economic , political , and social status. Work Environment Employees want to work in environment that is respectful , provides feeling of inclusiveness and offers friendly setting Responsibilities Given that one feel competent to perform in more challenging capacity and has previously demonstrated such competencies , employee may feel a need to seek additional responsibilities and be rewarded in a fair and equitable manner
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Supervision Manager and other leaders more frequently than others feel a need to teach , coach and develop others. In addition , these individuals would seek to influence the organization's gaols , objectives and strategies designed to achieve the mission of the organization.

Fairness and Equity Employees want to be treated and rewarded in fair and equitable manner regardless of age , gender , ethnicity , disability , sexual orientation , geographic location or other similarly defined categories . With increased effort and higher performance employees also expect to be rewarded more significantly than counterparts who provide output at or below the norm Effort Even through employee may exert higher level of effort into position based on perceived significant reward , this could be short term success if the task itself does not challenge or provides satisfaction to the employee.

Employees' Development Employees prefer to function in environment that provide challenge , offers new learning opportunities , significant contributes to the organization's success , offers opportunities for advancement and personal development based on success and demonstrated interest in particular area.

Feedback __ Individuals prefer to have timely and open feedback from their supervisors. This feedback should be ongoing process during the year and not limited to formal performance reviews once or twice per year. In addition , the feedback should be from both the employee and the supervisor.

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Perceived Organizational Support (POS) & Perceived Supervisor Support ( PSS) relationship Hereunder , there were the article that discuss the relationship between the perceived organization support (POS) & perceived supervisor support (PSS) Or in another meaning , when supervisors feel supported , what is the relationship with subordinates' perceived supervisor support , perceived organizational support and the performance. According to Robert Eisnberger ( 2006) , to investigate relationship of supervisors' perceived organization support (POS) with subordinate' perception of support from their supervisors ( perceived supervisors' support ( PSS)), and in-role and extra-role performance , he found that supercisors' POS was positively related to their subordinates' perception of supervisors' support. PSS ,in turn, was positively associated with their POS , in-role performance and extra-role performance. These finding suggest that supervisors who feel supported by the organization reciprocate with more supportive treatment for subordinates.

Research from the social and organizational support literature indicates that when supervisors are supportive of subordinates , this treatment leads to favourable outcomes for the employee and the organization such as reduced work stress , reduced turnover and enhanced performance

According to Robert Eisnberger et al ( 2002)

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Supervisor POS

Subordinate PSS

Subordinate EXP

Subordinate INP

Subordinate POS

POS PSS EXP INS

: : : :

Perceived organization' support. Perceived supervisors' support Extra-role performance In-role performance

On the basis of organizational support theory , finding of positive

relationship between PSS and POS have usually been interpreted to indicate that PSS leads to POS , according to Yoon and Thye ( 2000 ), suggested that causality might also occur in the reverse direction , with POS increasing PSS : employee' perception that the organization values
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their contribution and cares about their well being might lead them to believe that supervisors , as agents of the organization , are favourably inclined toward them and also will affect the turnover .
According to Levinson ( 1965 ), Because the supervisors act as

Organization agents in their treatment of subordinates , PSS should contribute to POS. The strength of this relationship should depend on the degree to which employees identify the supervisor with the organization . Supervisors who appear to be highly valued and well treated by the organization would be highly identified with the organization's basic character and therefore strongly influence POS that would affect the employee satisfaction and then the level of Turnover According to Mark A.Griffin ( 2001 ) , Supervisors play an important role in structuring the work environment and providing information and feedback to employees and so affect the turnover of employees.
According to Maureen L. Ambrose

( 2005 ) ,

the study examines the effect of leader moral development on the

organizations ethical climate and employee attitudes. Results indicate that the relationship between leader moral development and ethical climate is moderated by two factors: the extent to which the leader
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utilizes his or her cognitive moral development (i.e., capacity for ethical reasoning), and the age of the organization. Specifically, the influence of the leaders moral development was stronger for high utilizing leaders, those whose moral actions were consistent with their moral reasoning. Additionally, the influence of the leaders moral development was stronger in younger organizations. Finally, as predicted, congruence between the leaders moral development and the employees moral development was positively associated with job satisfaction and organizational commitment and negatively associated with turnover intentions.
According to Jui-Chen Chen (1980 )There are appropriate

match between leadership style and subordinate readiness results in higher levels of subordinate job satisfaction and performance and lower levels of job stress and intention to leave. However, the results did partially support Situation Leadership Theory (SLT) in that, the higher the leader's leadership score, the more effective is the leader's influence , the less employee turnover . However, the leadership score did

not predict job performance. There was a positive correlation between ability and willingness, employee job satisfaction, and job performance. Employee willingness positively correlated with job satisfaction and job
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performance and was negatively correlated with turnover intention. 2.2 THEORY FOUR PROFILES OF EMPLOYEES The study has provided four profiles of employees that are particularly useful in thinking through the twin problems of employee retention and employee turnover. The two important variables here are the employees satisfaction with his job and the environmental pressures, inside and outside his company, that affect his determination to continue or terminate. Reasons for job satisfaction include achievement, recognition, responsibility, growth, and other matters associated with the motivation of the individual in his job. Environmental pressures inside the company include work rules, facilities, coffee breaks, benefits, wages, and the like. Environmental pressures outside the company include outside job opportunities, community relations, financial obligations, family ties, and such other factors. Exhibit I show the relationship between job satisfaction and environmental factors for four types of employees, and also explain why each type stays.

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The turn-over are dissatisfied with their job, have few environmental pressures to keep them in the company, and will leave at the first opportunity. While employees seldom start out in this category, they often end up here, having experienced a gradual erosion of their inertia. Consider, for example, an employee who a few years ago was highly motivated, had three children in college, and was close to being vested in the company retirement plan. Today, his children are graduated, he is vested, and he has lost interest in his job. His inertia to stay has been greatly weakened, and he may shortly become a turnover statistic.
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The turn-offs are prime candidates for union activities; they can easily generate employee-relations and productivity problems, and conceivably industrial espionage or sabotage. These employees are highly dissatisfied with their jobs and stay for mainly environmental reasons. For example, they may feel they are too old to start over again or that they are financially dependent on the company benefit programs; or they may believe they cant get a job on the outside. Employees trapped in this category have two alternatives: (1) they can look for outside help (for example, from unions); and (2) they can change their behaviour and either do exactly what they are told and no more or decide to get even with the company. The turn-ones are highly motivated and remain with the company almost exclusively for reasons associated with the work itself. This is most desirable from the companys viewpoint because these employees really want to stay and are not locked in by the outside environment. However, if managerial actions reduce job satisfaction (even temporarily), turnover may rise dramatically. Since the inertia of the turn-ons is not strengthened by environmental factors, it is therefore not strong enough to make them stay without continual job satisfaction. The turn-ones-plus are the most likely to stay with the company in the long run. These employees stay for job satisfaction plus environmental reasons. Even if job satisfaction temporarily declines, they will probably stay. The word temporarily is a key one, for if job satisfaction drops permanently, these employees become turn-offs. This transformation will not raise the turnover statistics, but it will increase frustrations and affect work performance.

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In neither case has he become a turnover casualty, but there is a dramatic difference between the two situations in terms of morale and productivity. One purpose of the research is to understand better the balance between job satisfaction and environmental reasons as it affects employee retention and to gain insight into ways to influence that balance. The process of employee retention will benefit an organization in the following ways
The Cost of Turnover: The cost of employee turnover adds

hundreds of thousands of money to a company's expenses. While it is difficult to fully calculate the cost of turnover (including hiring costs, training costs and productivity loss), industry experts often quote 25% of the average employee salary as a conservative estimate.
Loss of Company Knowledge: When an employee leaves, he

takes with him valuable knowledge about the company, customers, current projects and past history (sometimes to competitors). Often much time and money has been spent on the employee in expectation of a future return. When the employee leaves, the investment is not realized.
Interruption of Customer Service: Customers and clients do

business with a company in part because of the people. Relationships are developed that encourage continued sponsorship
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of the business. When an employee leaves, the relationships that employee built for the company are severed, which could lead to potential customer loss.

Turnover leads to more turnovers: When an employee

terminates, the effect is felt throughout the organization. Coworkers are often required to pick up the slack. The unspoken negativity often intensifies for the remaining staff.
Goodwill of the company: The goodwill of a company is

maintained when the attrition rates are low. Higher retention rates motivate potential employees to join the organization.
Regaining efficiency: If an employee resigns, then good amount

of time is lost in hiring a new employee and then training him/her and this goes to the loss of the company directly which many a times goes unnoticed. And even after this you cannot assure us of the same efficiency from the new employee

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3.Research Methodology
3.1. Introduction The research methodology chapter explains the approaches used in determining the structure of the research paper and the research strategy that was necessary for achieving the papers objective. Initially, the paper discusses the questionnaire followed by discussions on the variables used in the questionnaire along with the required citations. The population and sampling procedures discuss sample size and how it was drawn and administered. This section ends with the methods used for data analysis. 3.2. Problem Definition The employee turnover may affect the organization through many aspect , financially , effort wise, time wasting and structurally . There are many factors may affect the employee retention as motivation, recruitment, rewarding, employee job opportunities, and work environment, the role of leadership, as well as communication and understanding. One of the main factors that affect the employee retention is leadership. So I found that leaders inside organization have main role in employee satisfaction and also in their retention. I believe that the most important topic to discuss in retention management is the leader's role and what consequences of his/her decisions may cause.

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Management objectives are to direct and control a group of one or more people for the purpose of coordinating and harmonizing that group towards accomplishing the organization goal . Management role is with power by position, whereas leadership involves power by influence. Management operates through various functions, often classified as planning, organizing, leading/motivating and controlling. The aim is to enlighten the reader about the problem formulation, the purpose of the research, perspective, and finally will the disposition of the thesis be presented. 3.3. Research Objective To find out whether the leader has main role in employee retention or not And also whether the leader can influence the employee to stay in the company or not. In order to help the reader understand how leaders can prevent key employees from leaving the company. It is of big importance that the communication and the leadership in the organization are well- integrated together, they can improve their role as a leader through communication and motivation. The findings from the quantitative questionnaire will help the researcher to examine his hypotheses and then this will help in tailoring a scientific recommendations and future framework .
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3.4 Theoretical Framework

Independent variables

Dependent variable

Communication

Fairness

Motivation Employee Retention

Decision Making

Shorten Feedback loop

Personal & Work life 27

3.4.1. Dependent variables (Y) Y: Employee Retention Definition: is a systematic effort by employers to create and foster an environment that encourages current employees to remain employed by having policies and practices in place that address their divers needs. 3.4.2. Independent variables (Xs)

Communication Definition: Two-way process of reaching mutual understanding, in which participants not only exchange (encode-decode) information but also create and share meaning. Fairness Definition: Situation where employees receive what they assume they deserve from their work. Motivation Definition: Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal. Motivation is the energizer of behaviour and mother of all action. It results from the interactions among conscious and unconscious factors such as the (1)

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intensity of desire or need, (2) incentive or reward value of the goal, and (3) expectations of the individual. Decision Making Definition: The thought process of select a logical choice from among the available options. When trying to make a good decision, a person must weigh the positives and negatives of each option, and consider all the alternatives. For effective decision making, a person must be able to forecast the outcome of each option as well, and based on all these items, determine which option is the best for that particular situation. Feedback loop Definition: Channel or pathway formed by an 'effect' returning to its 'cause,' and generating either more or less of the same effect. A dialogue is an example of a feedback loop. Balance work and personal life Definition: Family is incredibly important to team members. when work Begins to put a significant strain on ones family no amount of money will keep an employee around. stress the importance of balancing work and ones personal life. Small gestures such as allowing a team member to take an extended lunch once a week to watch his sons baseball game will likely be repaid with loyalty and extended employment with an

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organization

3.5. Research Question and Hypotheses 3.5.1. Research Questions

1) What the relationship between leaders actions and employees

retention?
2) What is the leader's role when it comes to retaining employee?

3.5.2. Research Hypotheses 3.5.2.1. Hypotheses 1

There is a positive relationship between leaders actions and employees Retention and the leaders action consider as one of the main reasons that affect the employees retention

3.5.2.2. Hypotheses 2
The leaders actions can contribute in employee retention with the other reasons that can affect the employee retention

3.5.3. Number of the questionnaires

There are two questionnaires , one questionnaire reflect the role of leader in employee retention from the perspective of the employee and the other
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questionnaire from the perspective of the leaders

3.6. Research methodology 3.6.1. Research type

The research method undertaken by the researcher will be of a hypothesis testing type, as the researcher needs to test how true his pre assumed hypothesis were. As quantitative methods might be the best when the researcher wants to compare data in a systematic way, generalize to the whole population or test theories with hypothesis. This is particularly complying with this research objective, the theoretical framework discussed earlier, and hypothesis to be tested. A survey method used to produce statistical facts for such hypotheses tests, as surveys are the preferred method for those types of questions that involve asking participants about their own experience. The research design will be exploratory

3.6.2. Data collection tools and source

The data collected for this research collected through two types of sources: the primary source or secondary source. a) Primary data: are those data which are collected for the first time, from
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H.R department of GSK company through the exit interviews of the exit candidates. b) Secondary data: are those data which are collected via the two quantitative questionnaires. One related to the employees and the other deals with the first line sales managers.

3.6.3.

Sampling method

The researcher will utilize two questionnaires . These questionnaires are a personally administrated questionnaire as defined by (Uma Sekaran, 2010). The personally administer questionnaire is a good way to collect data as the survey is confined to a local area, and the researcher is willing and able to assemble groups of the population to respond to the questionnaire at their workplace,. The main advantage of this is that the researcher can collect all the completed responses within a short period of time. If there is any doubts that the respondents might have on any question could be clarified on the spot. The researcher afforded the opportunity to introduce the researcher topic and motivate the respondents to offer their frank answers.

3.6.3.1 Population
The population of this research is: Gender: 150 males + 25 females.
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Age: between 23 and 41 years old. Marital status: 144 married + 31 single Occupation: Giza office of GSK company were targets for questionnaires (120 Medical Representatives & 55 First line sales managers at GlaxoSmithKline-Egypt). As the elements in the population have same known chance or probability of being selected as a sample subjects, this is a probability sampling. The researcher has chosen to perform the simple random sampling. This is because any person of the chosen population has the same effect and his participation is needed. In the unrestricted probability sampling design, more commonly known as simple random sampling, every element in the population has a known and equal chance of being selected as a subject. Simple random sampling also has the least bias and offers the most generalizability.

3.6.3.2. Sample size

It is the total number of respondents targeted for collecting data for the research. Sample size of one hundred seventy five persons taken for this research.

3.6.4. Data analysis method

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Once data collected through questionnaires , data been analyzed. The analysis process done be performed by The SPSS software Version 17.0 and the output will be in the form bar charts and tables.

3.7. Research limitations

The main research limitations of this research are the limited sample size due to time constrains, the research approached only one hundred seventy five persons and this can act as a constraint in the research. Although all attempts done to make this an objective study by clarifying to all participants that this is very anonymous questionnaire and this is for the sake of making an illustrative academic study, biases on the part of respondents might have resulted with some subjectivity.

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4. Data analysis and finding 4.1. Introduction

In this chapter, the researcher will give the analysis of the collected data as the result of the SPSS statistics software version 17 for the sample used size, which is 175 participants. 4.2. Descriptive results and analysis of findings 4.2.1. Reliability Test
1ST QUESTINNAIRE

Reliability test used to check the reliability and the consistency of the data to ensure it is reliable enough for statistical analysis and efficient results. Cronbachs Alfa test used to test reliability and the closer its value to 1 , the more reliable the data. From the below (Table 4.1), Alpha=0.794 which is a good indicator for reliable data. Scale: All Variables
(Table 4.1) 4.2.1.1. Case Processing Summary N Valid 120 a Excluded 0 Total 120 % 100.0 .0 100.0 35

Cases

4.2.1.2. Reliability Statistics (Table 4.2) Cronbach's Alpha .794

Statistics Employee Career N Valid Missing Mean Median Std. Deviation 120 0 1.3750 1.0000 .62258 Challenging 120 0 1.3417 1.0000 .49359 Salary 120 0 3.4000 3.0000 .52501 benefits 120 0 3.4250 3.0000 .56005 Less travel 120 0 1.2917 1.0000 .52494

No of Items 36

Statistics Equitable Supervision N Valid Missing Mean Median Std. Deviation 120 0 3.3583 3.0000 .60524 Other 0 120 Positive work 120 0 1.8583 2.0000 .74806 Compensarion 120 0 1.7417 1.0000 .86477 Appropriate balance W/L 120 0 1.5167 1.0000 .59385

Statistics Opp. For Flixibility N Valid Missing Mean Median Std. Deviation 120 0 1.3750 1.0000 .62258 Training 120 0 1.3500 1.0000 .49620 On-job training 120 0 1.7167 1.0000 .86173 advancemnt 120 0 1.5083 1.0000 .59403 Appropriate resources 120 0 1.3750 1.0000 .62258

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Statistics Distributes Promoted diversity N Valid Missing Mean Median Std. Deviation 120 0 1.3417 1.0000 .49359 Sets goals 120 0 3.2500 3.0000 .68905 workload equitably 120 0 2.5667 3.0000 .94142 provides information needed 120 0 3.2250 3.0000 .67938

Statistics Addresses Recognize the employees N Valid Missing Mean Median Std. Deviation 120 0 2.7333 3.0000 .84747 Welcome suggestions 120 0 2.7333 3.0000 .84747 Accessible 120 0 3.2500 3.0000 .68905 problems promptly 120 0 3.2500 3.0000 .68905 Trustworthy 120 0 3.2500 3.0000 .68905

Statistics Encourage Sets goals N Valid Missing Mean Median Std. Deviation 120 0 3.5000 3.5000 .50210 cooperation 120 0 2.1417 2.0000 .88209 Values employee Makes efforts to contribution 120 0 1.3750 1.0000 .62258 hear empl. 120 0 1.3417 1.0000 .49359

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Statistics Org. Holds Responsive to empl. Concerns N Valid Missing Mean Median Std. Deviation 120 0 1.3750 1.0000 .62258 Encourage open communication 120 0 1.3417 1.0000 .49359 treat employee with respect 120 0 3.3583 3.0000 .60524 supervisor in regard 120 0 1.3417 1.0000 .49359

Let suoervisor Values Let supervisor take decisons N Valid Missing Mean Median Std. Deviation 120 0 1.3750 1.0000 .62258 supervisor contribution 120 0 1.3417 1.0000 .49359 Give the authority to try new things 120 0 1.3417 1.0000 .49359 support supervisor decisions 120 0 1.3750 1.0000 .62258 participate in teking High decisions 120 0 1.3417 1.0000 .49359

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Career Cumulative Frequency Valid 1.00 2.00 3.00 Total 84 27 9 120 Percent 70.0 22.5 7.5 100.0 Valid Percent 70.0 22.5 7.5 100.0 Percent 70.0 92.5 100.0

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Challenging Cumulative Frequency Valid 1.00 2.00 3.00 Total 80 39 1 120 Percent 66.7 32.5 .8 100.0 Valid Percent 66.7 32.5 .8 100.0 Percent 66.7 99.2 100.0

41

Salary Cumulative Frequency Valid 2.00 3.00 4.00 Total 2 68 50 120 Percent 1.7 56.7 41.7 100.0 Valid Percent 1.7 56.7 41.7 100.0 Percent 1.7 58.3 100.0

42

Employee benefits Cumulative Frequency Valid 2.00 3.00 4.00 Total 4 61 55 120 Percent 3.3 50.8 45.8 100.0 Valid Percent 3.3 50.8 45.8 100.0 Percent 3.3 54.2 100.0

43

Less travel Cumulative Frequency Valid 1.00 2.00 3.00 Total 89 27 4 120 Percent 74.2 22.5 3.3 100.0 Valid Percent 74.2 22.5 3.3 100.0 Percent 74.2 96.7 100.0

44

Supervision Cumulative Frequency Valid 2.00 3.00 4.00 Total 8 61 51 120 Percent 6.7 50.8 42.5 100.0 Valid Percent 6.7 50.8 42.5 100.0 Percent 6.7 57.5 100.0

45

Positive work Cumulative Frequency Valid 1.00 2.00 3.00 Total 43 51 26 120 Percent 35.8 42.5 21.7 100.0 Valid Percent 35.8 42.5 21.7 100.0 Percent 35.8 78.3 100.0

46

Equitable Compensarion Cumulative Frequency Valid 1.00 2.00 3.00 Total 64 23 33 120 Percent 53.3 19.2 27.5 100.0 Valid Percent 53.3 19.2 27.5 100.0 Percent 53.3 72.5 100.0

47

Appropriate balance W/L Cumulative Frequency Valid 1.00 2.00 3.00 Total 64 50 6 120 Percent 53.3 41.7 5.0 100.0 Valid Percent 53.3 41.7 5.0 100.0 Percent 53.3 95.0 100.0

48

Flixibility Cumulative Frequency Valid 1.00 2.00 3.00 Total 84 27 9 120 Percent 70.0 22.5 7.5 100.0 Valid Percent 70.0 22.5 7.5 100.0 Percent 70.0 92.5 100.0

49

Training Cumulative Frequency Valid 1.00 2.00 3.00 Total 79 40 1 120 Percent 65.8 33.3 .8 100.0 Valid Percent 65.8 33.3 .8 100.0 Percent 65.8 99.2 100.0

50

On-job training Cumulative Frequency Valid 1.00 2.00 3.00 Total 66 22 32 120 Percent 55.0 18.3 26.7 100.0 Valid Percent 55.0 18.3 26.7 100.0 Percent 55.0 73.3 100.0

51

Opp. For advancement Cumulative Frequency Valid 1.00 2.00 3.00 Total 65 49 6 120 Percent 54.2 40.8 5.0 100.0 Valid Percent 54.2 40.8 5.0 100.0 Percent 54.2 95.0 100.0

52

Appropriate resources Cumulative Frequency Valid 1.00 2.00 3.00 Total 84 27 9 120 Percent 70.0 22.5 7.5 100.0 Valid Percent 70.0 22.5 7.5 100.0 Percent 70.0 92.5 100.0

53

Promoted diversity Cumulative Frequency Valid 1.00 2.00 3.00 Total 80 39 1 120 Percent 66.7 32.5 .8 100.0 Valid Percent 66.7 32.5 .8 100.0 Percent 66.7 99.2 100.0

54

Sets goals Cumulative Frequency Valid 2.00 3.00 4.00 Total 17 56 47 120 Percent 14.2 46.7 39.2 100.0 Valid Percent 14.2 46.7 39.2 100.0 Percent 14.2 60.8 100.0

55

Distributes workload equitably Cumulative Frequency Valid 1.00 2.00 3.00 4.00 Total 17 39 43 21 120 Percent 14.2 32.5 35.8 17.5 100.0 Valid Percent 14.2 32.5 35.8 17.5 100.0 Percent 14.2 46.7 82.5 100.0

56

provides information needed Cumulative Frequency Valid 2.00 3.00 4.00 Total 17 59 44 120 Percent 14.2 49.2 36.7 100.0 Valid Percent 14.2 49.2 36.7 100.0 Percent 14.2 63.3 100.0

57

Recognize the employees Cumulative Frequency Valid 1.00 2.00 3.00 4.00 Total 8 39 50 23 120 Percent 6.7 32.5 41.7 19.2 100.0 Valid Percent 6.7 32.5 41.7 19.2 100.0 Percent 6.7 39.2 80.8 100.0

58

Welcome suggestions Cumulative Frequency Valid 1.00 2.00 3.00 4.00 Total 8 39 50 23 120 Percent 6.7 32.5 41.7 19.2 100.0 Valid Percent 6.7 32.5 41.7 19.2 100.0 Percent 6.7 39.2 80.8 100.0

59

Accessible Cumulative Frequency Valid 2.00 3.00 4.00 Total 17 56 47 120 Percent 14.2 46.7 39.2 100.0 Valid Percent 14.2 46.7 39.2 100.0 Percent 14.2 60.8 100.0

60

Addresses problems promptly Cumulative Frequency Valid 2.00 3.00 4.00 Total 17 56 47 120 Percent 14.2 46.7 39.2 100.0 Valid Percent 14.2 46.7 39.2 100.0 Percent 14.2 60.8 100.0

61

Trustworthy Cumulative Frequency Valid 2.00 3.00 4.00 Total 17 56 47 120 Percent 14.2 46.7 39.2 100.0 Valid Percent 14.2 46.7 39.2 100.0 Percent 14.2 60.8 100.0

62

Sets goals Cumulative Frequency Valid 3.00 4.00 Total 60 60 120 Percent 50.0 50.0 100.0 Valid Percent 50.0 50.0 100.0 Percent 50.0 100.0

63

Encourage cooperation Cumulative Frequency Valid 1.00 2.00 3.00 4.00 Total 30 52 29 9 120 Percent 25.0 43.3 24.2 7.5 100.0 Valid Percent 25.0 43.3 24.2 7.5 100.0 Percent 25.0 68.3 92.5 100.0

64

Values employee contribution Cumulative Frequency Valid 1.00 2.00 3.00 Total 84 27 9 120 Percent 70.0 22.5 7.5 100.0 Valid Percent 70.0 22.5 7.5 100.0 Percent 70.0 92.5 100.0

65

Makes efforts to hear empl. Cumulative Frequency Valid 1.00 2.00 3.00 Total 80 39 1 120 Percent 66.7 32.5 .8 100.0 Valid Percent 66.7 32.5 .8 100.0 Percent 66.7 99.2 100.0

66

Responsive to empl. Concerns Cumulative Frequency Valid 1.00 2.00 3.00 Total 84 27 9 120 Percent 70.0 22.5 7.5 100.0 Valid Percent 70.0 22.5 7.5 100.0 Percent 70.0 92.5 100.0

67

Encourage open communication Cumulative Frequency Valid 1.00 2.00 3.00 Total 80 39 1 120 Percent 66.7 32.5 .8 100.0 Valid Percent 66.7 32.5 .8 100.0 Percent 66.7 99.2 100.0

68

treat employee with respect Cumulative Frequency Valid 2.00 3.00 4.00 Total 8 61 51 120 Percent 6.7 50.8 42.5 100.0 Valid Percent 6.7 50.8 42.5 100.0 Percent 6.7 57.5 100.0

69

Org. Holds supervisor in regard Cumulative Frequency Valid 1.00 2.00 3.00 Total 80 39 1 120 Percent 66.7 32.5 .8 100.0 Valid Percent 66.7 32.5 .8 100.0 Percent 66.7 99.2 100.0

70

Let supervisor take decisions Cumulative Frequency Valid 1.00 2.00 3.00 Total 84 27 9 120 Percent 70.0 22.5 7.5 100.0 Valid Percent 70.0 22.5 7.5 100.0 Percent 70.0 92.5 100.0

71

Give the authority to try new things Cumulative Frequency Valid 1.00 2.00 3.00 Total 80 39 1 120 Percent 66.7 32.5 .8 100.0 Valid Percent 66.7 32.5 .8 100.0 Percent 66.7 99.2 100.0

72

Values supervisor contribution Cumulative Frequency Valid 1.00 2.00 3.00 Total 80 39 1 120 Percent 66.7 32.5 .8 100.0 Valid Percent 66.7 32.5 .8 100.0 Percent 66.7 99.2 100.0

73

support supervisor decisions Cumulative Frequency Valid 1.00 2.00 3.00 Total 84 27 9 120 Percent 70.0 22.5 7.5 100.0 Valid Percent 70.0 22.5 7.5 100.0 Percent 70.0 92.5 100.0

74

Let suoervisor participate in teking High decisions Cumulative Frequency Valid 1.00 2.00 3.00 Total 80 39 1 120 Percent 66.7 32.5 .8 100.0 Valid Percent 66.7 32.5 .8 100.0 Percent 66.7 99.2 100.0

2nd QUESTINNAIRE 75

Reliability test used to check the reliability and the consistency of the data to ensure it is reliable enough for statistical analysis and efficient results. Cronbachs Alfa test used to test reliability and the closer its value to 1 , the more reliable the data. From the below (Table 4.1), Alpha=0.783 which is a good indicator for reliable data. Scale: All Variables
(Table 4.1) 4.2.1.1. Case Processing Summary N Valid 55 Excluded a 0 Total 55 % 100.0 .0 100.0

Cases

4.2.1.2. Reliability Statistics (Table 4.2) Cronbach's Alpha .783 No of Items 36

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Statistics Face any Hard worker N Valid Missing Mean Median Std. Deviation 55 0 1.3636 1.0000 .58890 challenging work 55 0 1.4182 1.0000 .53371 Loyalty 55 0 3.2000 3.0000 .48686 Communication 55 0 3.2909 3.0000 .59854 Less problem makers 55 0 1.3273 1.0000 .54618

Statistics Equitable Cooperation N Valid Missing Mean Median Std. Deviation 55 0 3.2545 3.0000 .67270 Positive work 55 0 1.9636 2.0000 .76893 Compensarion 55 0 1.7818 2.0000 .83202 Appropriate balance W/L 55 0 1.5273 1.0000 .57267 Flixibility 55 0 1.3636 1.0000 .58890

Statistics Opp. For Training N Valid Missing Mean Median Std. Deviation 55 0 1.4364 1.0000 .53623 On-job training 55 0 1.7091 1.0000 .80904 advancemnt 55 0 1.5091 1.0000 .57325 Appropriate resources 55 0 1.3636 1.0000 .58890 Promoted diversity 55 0 1.4182 1.0000 .53371

77

Statistics provides Dirtributes Sets goals N Valid Missing Mean Median Std. Deviation 55 0 3.2182 3.0000 .68559 workload 55 0 2.4545 3.0000 .81236 information needed 55 0 3.3636 3.0000 .64875 Recognize the employees 55 0 2.8364 3.0000 .78796

Statistics Addresses Welcome suggestions N Valid Missing Mean Median Std. Deviation 55 0 2.8364 3.0000 .78796 Accessible 55 0 3.2182 3.0000 .68559 problems promptly 55 0 3.2182 3.0000 .68559 Trustworthy 55 0 3.2182 3.0000 .68559 Sets goals 55 0 3.4182 3.0000 .49781

Statistics Encourage cooperation N Valid Missing Mean Median Std. Deviation 55 0 2.2545 2.0000 .88649 Values employee Makes efforts to contribution 55 0 1.3636 1.0000 .58890 hear empl. 55 0 1.4182 1.0000 .53371 Responsive to empl. Concerns 55 0 1.3636 1.0000 .58890

78

Statistics Org. Holds Encourage open communication N Valid Missing Mean Median Std. Deviation 55 0 1.4182 1.0000 .53371 treat employee with respect 55 0 3.2545 3.0000 .67270 supervisor in regard 55 0 1.4182 1.0000 .53371 Let supervisor take decisons 55 0 1.3636 1.0000 .58890

Statistics Let suoervisor Values supervisor contribution N Valid Missing Mean Median Std. Deviation 55 0 1.4182 1.0000 .53371 Give the authority to try new things 55 0 1.4182 1.0000 .53371 support supervisor decisions 55 0 1.3636 1.0000 .58890 participate in teking High decisions 55 0 1.4182 1.0000 .53371

79

Hard worker Cumulative Frequency Valid 1.00 2.00 3.00 Total 38 14 3 55 Percent 69.1 25.5 5.5 100.0 Valid Percent 69.1 25.5 5.5 100.0 Percent 69.1 94.5 100.0

80

Face any challenging work Cumulative Frequency Valid 1.00 2.00 3.00 Total 33 21 1 55 Percent 60.0 38.2 1.8 100.0 Valid Percent 60.0 38.2 1.8 100.0 Percent 60.0 98.2 100.0

81

Loyalty Cumulative Frequency Valid 2.00 3.00 4.00 Total 2 40 13 55 Percent 3.6 72.7 23.6 100.0 Valid Percent 3.6 72.7 23.6 100.0 Percent 3.6 76.4 100.0

82

Communication Cumulative Frequency Valid 2.00 3.00 4.00 Total 4 31 20 55 Percent 7.3 56.4 36.4 100.0 Valid Percent 7.3 56.4 36.4 100.0 Percent 7.3 63.6 100.0

83

Less problem makers Cumulative Frequency Valid 1.00 2.00 3.00 Total 39 14 2 55 Percent 70.9 25.5 3.6 100.0 Valid Percent 70.9 25.5 3.6 100.0 Percent 70.9 96.4 100.0

84

Cooperation Cumulative Frequency Valid 2.00 3.00 4.00 Total 7 27 21 55 Percent 12.7 49.1 38.2 100.0 Valid Percent 12.7 49.1 38.2 100.0 Percent 12.7 61.8 100.0

85

Positive work Cumulative Frequency Valid 1.00 2.00 3.00 Total 17 23 15 55 Percent 30.9 41.8 27.3 100.0 Valid Percent 30.9 41.8 27.3 100.0 Percent 30.9 72.7 100.0

86

Equitable Compensarion Cumulative Frequency Valid 1.00 2.00 3.00 Total 26 15 14 55 Percent 47.3 27.3 25.5 100.0 Valid Percent 47.3 27.3 25.5 100.0 Percent 47.3 74.5 100.0

87

Appropriate balance W/L Cumulative Frequency Valid 1.00 2.00 3.00 Total 28 25 2 55 Percent 50.9 45.5 3.6 100.0 Valid Percent 50.9 45.5 3.6 100.0 Percent 50.9 96.4 100.0

88

Flixibility Cumulative Frequency Valid 1.00 2.00 3.00 Total 38 14 3 55 Percent 69.1 25.5 5.5 100.0 Valid Percent 69.1 25.5 5.5 100.0 Percent 69.1 94.5 100.0

89

Training Cumulative Frequency Valid 1.00 2.00 3.00 Total 32 22 1 55 Percent 58.2 40.0 1.8 100.0 Valid Percent 58.2 40.0 1.8 100.0 Percent 58.2 98.2 100.0

90

On-job training Cumulative Frequency Valid 1.00 2.00 3.00 Total 28 15 12 55 Percent 50.9 27.3 21.8 100.0 Valid Percent 50.9 27.3 21.8 100.0 Percent 50.9 78.2 100.0

91

Opp. For advancemnt Cumulative Frequency Valid 1.00 2.00 3.00 Total 29 24 2 55 Percent 52.7 43.6 3.6 100.0 Valid Percent 52.7 43.6 3.6 100.0 Percent 52.7 96.4 100.0

92

Appropriate resources Cumulative Frequency Valid 1.00 2.00 3.00 Total 38 14 3 55 Percent 69.1 25.5 5.5 100.0 Valid Percent 69.1 25.5 5.5 100.0 Percent 69.1 94.5 100.0

93

Promoted diversity Cumulative Frequency Valid 1.00 2.00 3.00 Total 33 21 1 55 Percent 60.0 38.2 1.8 100.0 Valid Percent 60.0 38.2 1.8 100.0 Percent 60.0 98.2 100.0

94

Sets goals Cumulative Frequency Valid 2.00 3.00 4.00 Total 8 27 20 55 Percent 14.5 49.1 36.4 100.0 Valid Percent 14.5 49.1 36.4 100.0 Percent 14.5 63.6 100.0

95

Dirtributes workload Cumulative Frequency Valid 1.00 2.00 3.00 4.00 Total 7 20 24 4 55 Percent 12.7 36.4 43.6 7.3 100.0 Valid Percent 12.7 36.4 43.6 7.3 100.0 Percent 12.7 49.1 92.7 100.0

96

provides information needed Cumulative Frequency Valid 2.00 3.00 4.00 Total 5 25 25 55 Percent 9.1 45.5 45.5 100.0 Valid Percent 9.1 45.5 45.5 100.0 Percent 9.1 54.5 100.0

97

Recognize the employees Cumulative Frequency Valid 1.00 2.00 3.00 4.00 Total 1 19 23 12 55 Percent 1.8 34.5 41.8 21.8 100.0 Valid Percent 1.8 34.5 41.8 21.8 100.0 Percent 1.8 36.4 78.2 100.0

98

Welcome suggestions Cumulative Frequency Valid 1.00 2.00 3.00 4.00 Total 1 19 23 12 55 Percent 1.8 34.5 41.8 21.8 100.0 Valid Percent 1.8 34.5 41.8 21.8 100.0 Percent 1.8 36.4 78.2 100.0

99

Accessible Cumulative Frequency Valid 2.00 3.00 4.00 Total 8 27 20 55 Percent 14.5 49.1 36.4 100.0 Valid Percent 14.5 49.1 36.4 100.0 Percent 14.5 63.6 100.0

100

Addresses problems promptly Cumulative Frequency Valid 2.00 3.00 4.00 Total 8 27 20 55 Percent 14.5 49.1 36.4 100.0 Valid Percent 14.5 49.1 36.4 100.0 Percent 14.5 63.6 100.0

101

Trustworthy Cumulative Frequency Valid 2.00 3.00 4.00 Total 8 27 20 55 Percent 14.5 49.1 36.4 100.0 Valid Percent 14.5 49.1 36.4 100.0 Percent 14.5 63.6 100.0

102

Sets goals Cumulative Frequency Valid 3.00 4.00 Total 32 23 55 Percent 58.2 41.8 100.0 Valid Percent 58.2 41.8 100.0 Percent 58.2 100.0

103

Encourage cooperation Cumulative Frequency Valid 1.00 2.00 3.00 4.00 Total 10 27 12 6 55 Percent 18.2 49.1 21.8 10.9 100.0 Valid Percent 18.2 49.1 21.8 10.9 100.0 Percent 18.2 67.3 89.1 100.0

104

Values employee contribution Cumulative Frequency Valid 1.00 2.00 3.00 Total 38 14 3 55 Percent 69.1 25.5 5.5 100.0 Valid Percent 69.1 25.5 5.5 100.0 Percent 69.1 94.5 100.0

105

Makes efforts to hear empl. Cumulative Frequency Valid 1.00 2.00 3.00 Total 33 21 1 55 Percent 60.0 38.2 1.8 100.0 Valid Percent 60.0 38.2 1.8 100.0 Percent 60.0 98.2 100.0

106

Responsive to empl. Concerns Cumulative Frequency Valid 1.00 2.00 3.00 Total 38 14 3 55 Percent 69.1 25.5 5.5 100.0 Valid Percent 69.1 25.5 5.5 100.0 Percent 69.1 94.5 100.0

107

Encourage open communication Cumulative Frequency Valid 1.00 2.00 3.00 Total 33 21 1 55 Percent 60.0 38.2 1.8 100.0 Valid Percent 60.0 38.2 1.8 100.0 Percent 60.0 98.2 100.0

108

treat employee with respect Cumulative Frequency Valid 2.00 3.00 4.00 Total 7 27 21 55 Percent 12.7 49.1 38.2 100.0 Valid Percent 12.7 49.1 38.2 100.0 Percent 12.7 61.8 100.0

109

Org. Holds supervisor in regard Cumulative Frequency Valid 1.00 2.00 3.00 Total 33 21 1 55 Percent 60.0 38.2 1.8 100.0 Valid Percent 60.0 38.2 1.8 100.0 Percent 60.0 98.2 100.0

110

Let supervisor take decisons Cumulative Frequency Valid 1.00 2.00 3.00 Total 38 14 3 55 Percent 69.1 25.5 5.5 100.0 Valid Percent 69.1 25.5 5.5 100.0 Percent 69.1 94.5 100.0

111

Values supervisor contribution Cumulative Frequency Valid 1.00 2.00 3.00 Total 33 21 1 55 Percent 60.0 38.2 1.8 100.0 Valid Percent 60.0 38.2 1.8 100.0 Percent 60.0 98.2 100.0

112

Give the authority to try new things Cumulative Frequency Valid 1.00 2.00 3.00 Total 33 21 1 55 Percent 60.0 38.2 1.8 100.0 Valid Percent 60.0 38.2 1.8 100.0 Percent 60.0 98.2 100.0

113

support supervisor decisions Cumulative Frequency Valid 1.00 2.00 3.00 Total 38 14 3 55 Percent 69.1 25.5 5.5 100.0 Valid Percent 69.1 25.5 5.5 100.0 Percent 69.1 94.5 100.0

114

Let suoervisor participate in teking High decisions Cumulative Frequency Valid 1.00 2.00 3.00 Total 33 21 1 55 Percent 60.0 38.2 1.8 100.0 Valid Percent 60.0 38.2 1.8 100.0 Percent 60.0 98.2 100.0

115

Data from H.R

The data collected from H.R that described the exist interviews archived in the department ( 20 exist interviews ) , it was clear that 85% referred their leaving out the company to the negative role of their supervisors in the business impact that is reflected passively on their loyalty toward the company . 4.3. Discussion and findings Based on the above result, It is clear that one of the very important reasons that affect the employee retention is the supervision. Not only that but also , the supervisors play important role as following :
Set the goals for their employees

Perform with open communication with their employee Encourage the feedback Recognize the good candidates Set plans of correction action to support the low performer one To be available any time for support

Finally , the supervisors consider the whole company in the point of view of their employees. It is clear that the employees behave as their supervisors' behaviour

116

Chapter 5: Conclusion, Recommendations and Future Work 5.1. Conclusions

The main conclusion from the study is that the leader play crucial role in the retention of their employees . Especially , in the field like the pharmaceutical field that the efficacy depend mainly on the moral of the Med.rep ( beside the medical background ) so the Med.Reps have to work in familiar and friendly atmosphere to get from the Med.Reps the maximum result during their communication and negotiation with the health care professionals. So the leaders have to exert their efforts to maintain the employees inside the organization through build suitable atmosphere in which the employees feel better and fit to do the maximum they have to achieve the organization's goal , by encouraging the open communication with the employees , encouraging the feedback , setting the individuals goal and motivating the employees.

5.2. 5.2.1.

Recommendations and future work Recommendations

The research is linked to specific recommendations regarding the leaders role in the employees retention to prevent the turn-over of the good candidates . The employee retention considers adding value to the organization specially in the field of one to one communication field as the pharmaceuticals field .

117

5.2.2.

Future work

This research may extend to target different business sectors separately with a larger sample size.

Host company detailed profile

Host company profile

is

GSK ?

GSK is one of the worlds largest pharmaceutical companies (#2 behind Pfizer based on sales).

6.9% of global pharmaceutical sales is a very significant share & the market is still very fragmented and highly competitive .

GSK is a world leader in vaccines and medicines for respiratory conditions, like asthma and COPD, and anti-virals against diseases such as HIV/AIDS.

GSK is (really) the only big pharma company with a consumer healthcare division.

GSK business comprises three main types of product: prescription medicines, vaccines and consumer healthcare products.

11

GSK products include treatments for a wide variety of diseases, conditions and illnesses.

GSK company is made up of over 100,000 people in 114countries. GSK Vision

GSk have a challenging and inspiring mission to improve the quality of human life by enabling people to do more, feel better and live longer. GSK Mission Since 2008, GSK have focused their business around the delivery of three strategic priorities, which are

Grow

Grow a diversified global business

Deliver

Deliver more products of value

Simplify
11

Simplify the operating model

GSK Egypt is the largest pharmaceutical company in the country

with a market share of almost 9%.

GSK Egypt in its current shape is a result of the merger of the two

legacy companies in 2001, 2 local acquisitions in 1992 and 1999, Advanced Biochemical Industries (ABI) and Amoun Pharmaceutical Industries Company (APIC) respectively, and the acquisition of the mature pharmaceutical business and factory of Bristol Myers Squibb. Those acquisitions make GSK Egypt the largest foreign investor in the pharmaceutical/healthcare field in Egypt with investments of USD 636 million

The companys turnover of USD 240 million comprised of 56%

GSK brands, 29% of locally acquired brands, 11% vaccines and 4% licensors. The Company, with the last Bristol Myers acquisition, has two manufacturing sites, one in Cairo and the other in Giza that are the largest in the Middle East and North Africa region, producing 141 million units per year. The production covers a wide profile of products ranging from
11

tablets, capsules, liquids, topical, cephalosporin, soft gelatine and sterile in all therapeutic classes ranging from antibiotics, non steroidal, pain killers, gastrointestinal, vitamins, cough and colds, dermatology, oncology, asthma, allergy, cardiovascular and hepatology. While the majority of the manufactured products are consumed locally, at least 15% of the total production is exported to 29 international markets, led by Romania and Nigeria, with total exports at USD 25 million. The Company is currently the number two exporter in the field, and has bold plans and strategies that will take it to the number one position, which will be made even more reachable with the latest acquisition that will enable the Company to produce and export at double the current pace. GSK Egypt currently employs 1500 people, and has five sales offices in Cairo, Alexandria, Nile Delta, Giza and Upper Egypt.

GSK Egypt is proud to boast receipt of a number of certificates and

awards recognizing superior performance, compliance with environmental standards and requirements, and the provision of a safe and healthy work environment.

GSK are equally proud of their partnerships with the community,

which it is an integral part of. GSK Egypt has over the years contributed to a myriad of projects, including but not limited to: efforts to eliminate Lymphatic Filariasis, the Special Olympics, joint collaboration with the Red Crescent, the training and continuing education of health care

11

providers, and research projects with leading universities and research institutes in the country.

Business Units The company consists of two main business units as follows: Commercial "COM"

Global Manufacturing & Supp "GMS"

Sales Marketing Medical Vaccines Finance Human Resources Information Technology

Production Quality Engineering & Capital Logistics Procurement Business Development Environmental Health & Sa Finance Human Resources

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