Management Internship

(BSM 498)

Submitted to:
Head of the Department Mr. Richard Wickramarathne
Internship Coordinator: Mrs. Waruni Edirisooriya
Internship Supervisor: Ms. Rakhitha Munasinghe
Department of Human Resources Management
Faculty of Management
University of Peradeniya

Submitted by:
A A E Wijethunga
MG/15/147
Submission Date:
01-04-2021
Acknowledgements

I wish to explore my gratitude to all who helped me to complete the research

successfully.

I am very much thankful to my supervisor, Mrs. Rakhitha Munasinghe, Senior

lecturer, Department of Human Resource Management, Faculty of Management,
University of Peradeniya, Sri Lanka for her untiring and great commitment given me
for preparation of my research study. She spent her valuable time to give corrections
and new suggestions for my study and she introduced new ways to do the research.
She gave me her full effort to success my research. Again I thankful to her for her
dedicated support in my research.

I offer my sincere thanks to Mr. Athula Ekanayake, Dean, Faculty of Management,

University of Peradeniya, Sri Lanka. And also I would like to thanks for all lecturers
in Faculty of Management. I wish to thanks for all the people who gives me support to
complete my research in different ways. And I wish to thanks for encouragement
given to me by the staff members in Faculty of Management.

And also I wish to extend my gratitude to Mr. Dinesh Nandasena Manager- Human
Resources, ABC Holdings (PVT) Ltd and other staff members for giving me the
necessary cooperation in gathering and collecting the required information from their
reputed organizations.

I would like to express my gratitude to my friends who helped me for this study.
Moreover, I would like to thank my parents who have given very high support to
complete my study. Once again, I thankful to all for their great support and help to
successful to this study.

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Table of Content

Acknowledgements…………………………………………………………………….ⅰ
Executive Summary.................................................................................................…...1
PART 01
1.1 INTRODUCTION…………………………………………………………………2

1.1.1 Background of Internship Provider……………………………………………...2

1.1.2 Internship Experience……………………………………………………………3

1.1.3 Vision……………………………………………………………………3
1.1.4 Mission…………………………………………………………………..3
1.1.5 Goals…………………………………………………………………….4
1.1.6 Core Values……………………………………………………………...4
1.1.7. Products…………………………………………………………………4
1.1.8 Partners of the Company………………………………………………...5
1.1.9 Brand Portfolio…………………………………………………………..5
1.1.10 Senior Management…………………………………………………….5
1.1.11 Department of HRM……………………………………………………6
1.1.12 Duties and Responsibilities…………………………………………………….6

1.12.1 Involving with the Recruitment Process……………………………….6

1.12.2 Maintaining and updating HRIS System……………………………….7

1.12.3 Preparing Report for Duty letters and Vacation of Post letters…………
7

1.12.4 Updating Reward Entitlements…………………………………………

7

1.12.5 Involving for other documentation

activities…………………………...8

1.1.13 Self- Evaluation………………………………………………………………...9

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PART 02

Internship Project

2.1 INTRODUCTION………………………………………………………………..12
2.1.1 Background of the Study……………………………………………………….12
2.1.2. Problem Statement....................................................................................…......13
2.1.3 Research Questions……………………………………………………………..15
2.1.4 Research Objectives…………………………………………………………….15
2.1.5 Significance of the Study…………………………………………………...…..16
2.1.6 Conceptual Framework…………………………………………………………16
2.1.7 Hypothesis………………………………………………...................................16
2.2 LITERATURE REVIEW………………………………………………………...17
2.2.1 Introduction……………………………………………........………….17
2.2.2 Work Environment………………………………………………….….17
2.2.3 Employee Turnover……………………………………...……………..17
2.2.4 Theoretical Measures for Employee Turnover…………………...…….18
2.2.5 Components of Work environment…………………………………….18
2.2.6 Impact of Work Environment on Employee Turnover………………...19
2.3 METHODOLOGY……………………………………………………………….21
2.3.1 Research Design………………………………………………………..21
2.3.2 Population………………………………………………………………21
2.3.3 Sample and Sampling Method…………………………………………21
2.3.4 Data Collection Methods……………………………………………….22
2.4 DATA ANALYSIS AND PRESENTATION……………………………………23
2.4.1 Introduction…………………………………………………………….23
2.4.2 Analysis of Reliability………………………………………………….23
2.4.3 Data Presentation……………………………………………………….23
2.4.3.1 Frequency for Gender……………………………………………..….24
2.4.3.2 Frequency for Age……………………………………………………25
2.4.4 Data Presentation and Analysis of Research Information……………...25
2.4.4.1 Mean and Standard Deviation of Variables and Its Dimensions……..26
2.4.4.2 Mean and Standard Deviation of Work Environment………………..26
2.4.4.3Mean and Standard deviation of Employee Turnover………………...26
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 2.4.5.1 Relationship between Supervisor Support and Employee Turnover…27
2.4.5.2 Relationship between Work Ethics and Employee Turnover..............27
2.4.5.3 Relationship between Work Environment and Employee Turnover…28
2.4.6 Multiple linear regression analysis……………………………………..28
2.4.6.1 Simple regression results on supervisor support and employee
Turnover……………………………………………………………………...29
2.4.6.2 Simple regression results on Work Ethics and Employee Turnover…30
2.4.6.3 Simple regression results on Work Environment and Employee
Turnover……………………………………………………………………...31
2.5 CONCLUSION AND RECOMMENDATIONS………………………………...32
2.5.1 Conclusion……………………………………………………………...32
2.5.2 Recommendations……………………………………………………...33
2.5.3 Limitations and Recommendations for Future Research………………34
3. REFERENCES…………………………………………………………………….35
4. APPENDICES……………………………………………………………………..36

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Executive Summary
Doing the internship at ABC Group, HR division has been an enriching at both the
personal and academic level. The project title for the internship research report is
Human Resource Management of ABC Group. The internship period support to
gained practical knowledge on how the human resource division of an organization
coordinates its activities to ensure smooth functioning of the organization at all levels
by ensuring right number of people are available at the right time to do the right job.
Also, support to gained insight into the working culture of the organization and
observed how ABC Group handles its employees with value and empowerment to
ensure they are motivated to give their best to the organization.
The report starts with an organization profile of ABC Group including mission,
vision, core values, achievements, partners, brands etc.
The next chapter contains information about the job, details about the internship
environment, tasks and responsibilities, self-evaluation.
The next section includes the main objective of this report, which is research problem
that identified during the internship period. Under that, provide the problem
statement, literature review, data analysis and provide the recommendation. Finally,
there is the conclusion followed by references.

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 1.1 INTRODUCTION
1.1.1 Background of Internship Provider
Chairman Ananda Jayasinghe known as the “Father of screen printing” in Sri Lanka is
the founder and visionary leader behind the evolution of the ABC Group. ABC began
as “Agra Chemical” in 1978 by a group of five employees in a small rented house
where the first ascolite ink, PVC ink, and solvent pipe adhesive glue were produced,
showing their ingenuity and cohesiveness in the field, and commencing the pivotal
first step in ABC’s long and successful journey.
From its humble beginnings in 1978, ABC steadily grew and expanded its ABC’s to
become the leading fabric printing company in the country. Growing exponentially
over the last 38 years, ABC strategically diversified their services to form the ABC
Group, which apart from fabric printing also manufactures internationally recognized
fabric printing, inks and cleaning products.
ABC Fabric Printers dispenses their services to the ever-growing apparel industry in
Sri Lanka whilst catering to its highly demanding fashion brands. With their latest
cutting-edge fabric printing and embellishment technologies; their maintenance of
exceptionally high standards in quality, delivery and compliance has made them the
pioneers in the fabric printing industry. ABC Fabric Printers strive to pursue
excellence through creating an innovative product range with the speed to match the
ever-changing demands of the fashion world. This is part of ABC’s great secret
formula, which has made them the champions of the industry.
The other arm is ABC General Industries, which focuses on manufacturing various
types of inks. Conceived as a backward integration strategy to reduce the cost of
manufacturing for ABC Fabric Printers, they have expanded to cater the various local
businesses and international clientele.
The ABC Industries business entails in producing various detergents to the local
market using the prestigious brand known as Britol. Through the Britol brand name,
ABC is able to cater the demands of the Sri Lankan community’s cleaning needs with
high quality and harmless ingredients.
ABC IT Solutions is the newest company of ABC Group which is a recognized
software company developing and delivering software solutions for a diverse set of
business entities. Aviorsys is a core platform made by ABC IT Solutions (PVT) Ltd
which was the HRIS system that is designed by this company itself.
In order to oversee all the administrative functions such as finance, human resources
for entire ABC Group, they established ABC Holdings (PVT) Ltd.

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This is the company structure of ABC Group, it consists of main 5 companies as I
mentioned earlier.
ABC’s founder and visionary Mr. Ananda Jayasinghe, was solely responsible for
establishing the organization which today consists of over 1500 employees. With
immense passion, commitment and strength Mr. Jayasinghe brought the organization
to new heights. He is the driving force that empowers ABC’s recognized international
standards, methodical management and inspiration including ABC’s prosperous work
ethic and workforce, which is highly respected and governed by the company’s own
set of standards focusing on humanistic values and a harmonious culture.
Some of the highlights of ABC Group Accomplishments;
 Entrepreneur of the year 1996 – Bronze Awards
 5S Awards 1997
 5S Awards 1998
 Outstanding Entrepreneurship Award – 2012
 Social Dialog and Workplace cooperation Award 2015
 2016 SD Awards Gold – ABC General Industries
 2016 SD Awards Bronze – ABC Fabric Printers
 2017 SD Awards Bronze – ABC Fabric Printers

1.1.2 Internship Experience

Internship Provider :-ABC Holdings (PVT) Ltd

Department :-Human Resource Division

Location :-No. 170, Madapatha Road, Piliyandala

Internship Supervisor’s Name :-Dinesh Nandasena (Manager/HR)

Total Time Period :-13th October 2020 to 13th April 2021

1.1.3 Vision

“To Experience the sheer joy of printing and value added embellishment, for the
benefits of the apparel industry”

1.1.4 Mission

“New Standard of excellence”

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1.1.5 Goals

“To sustain the confidence of the customer and the retailer”

1.1.6 Core Values

 Integrity and Ethics
 Innovation
 Respecting the supreme act of motherhood
 Creating an eco-friendly, safe and healthy environment 

1.1.7. Products

Company Products
ABC Fabric Printers Prints : Pigment Print, Discharge
Print, Burnout Print, High Density Print,
Metalic Puff Print, Sublimation
(Manual/Digital), Fog-Foil, Rubber
Print
Embellishment: Pigment print + 3D
Embroidery, Nude stone transfer,
Fluorescent Stones Transfer
ABC Industries Car Care : Battery Water, Car
Interior liquid spray, Car liquid, Engine
Coolant
Laundry Care: Bathing Bar – Aroma,
Fabric Softener, Detergent Powder
Home Care : Air fresheners, Hand
wash, Glass cleaner
ABC General Industries Screen Inks :-Water based inks,
Plasticizer based inks, Silicone based
inks, Solvent based inks, Additives
Offset Inks :- Web fed offset inks,
Sheet fed offset inks

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1.1.8 Partners of the Company

MAS Active

Brandix Intimates Apparels

Ceylon Knit Trend (PVT) Ltd

MAS Intimates

Brandix Essentials

Desmon Mercury

1.1.9 Brand Portfolio

Nike
Victoria Secret
Pink
Adidas

Calvin Klein

Reebok

Speedo

1.1.10 Senior Management

GenChaar ali rmMananag er

Pro du cti on ng ineDire erinctor g D irectoHR r CC onenDire trotractor ll Di purityO(A artperatiBCIndu meonMastrie) ntnager
De purity Mange r

De pa rtm en tEDep(ABC artITS meoluti ntons) De(ABC paFab rtmricP eninter ts) De(A paBCH rtmoldin engs) tDep
(Oper tions-a ABCGe neral
Indus tries)

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1.1.11 Department of HRM

HR Manager
HR Executive

HR Officer

HR Assistant

Inplant Trainee

1.1.12 Duties and Responsibilities

1.12.1 Involving with the Recruitment Process

It was the major function of department of HR-Admin and the responsibility on

interview was laid on the HR officer, I was doing a supportive role in the recruitment
process such as;

 Directing for filling job application, welfare forms and employee personal
details form
 Filling ABH Forms
 Preparing Bar Codes
 Collect the relevant documents such as Copies of Birth Certificate, NIC,
School leaving Certificate and Grama Sewa Certificate (under Covid 19
Guidelines)
 Taking Photographs for newly recruited employees in order to attach in HRIS
 Creating profiles in HRIS System
 Giving Induction about the company for new recruits

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1.12.2 Maintaining and updating HRIS System

I have the opportunity to get the practical knowledge about HRIS System that is
called Aviorsys. In there I have the responsibility to create new employee profiles for
newly recruited employees updating their photos in their relevant profiles, update
their contact and family details , financial details such as bank details loan details,
work details such as unit, designation, work experience, achievements such as
qualifications, skills, accomplishments, company provisions such as company assets
entitlement, meal entitlement etc. I am responsible to maintaining and updating those
information under the supervision of the HR Officer. Also I used this system’s reports
like summarized attendance reports, auto no-pay reports in order to prepare salary
particulars and salary remittance.

1.12.3 Preparing Report for Duty letters and Vacation of Post letters

According to the company policy, if an employee is not reporting to work for 3 days
continuously on the 4th day the company shall inform him/her in writing to report to
work/inform the company of the inability for reporting to work during the period of
14 days. (Report for Duty Letter)

If there is no response for the first letter during the given time on the 15 th day the
company shall inform him/her in writing that he/she will be considered as vacates the
position on his/her own accord. (Vacation of Post Letter)

I have to prepare those letters for employees who are leaving their service without any
notice by checking their leave history using detailed leave report and summarized
attendance report from HRIS System.

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1.12.4 Updating Reward Entitlements

In order to attract new employees (Operation Associates) to the company the

management have introduced a new policy which is the company encourage the
existing employees to bring people to the company by rewarding them some monetary
benefits.

If existing employee bring one person to the company they will be rewarded 2000.00

If existing employee bring two person to the company they will be rewarded 5000.00

If existing employee bring more than two persons to the company for the each person
he brings will be rewarded 2000.00

Those information are identified through the Job Application of new employees and
this information should updated in the reward report. I have the responsibility to
update those information in order to submit to the payroll officer.

1.12.5 Involving for other documentation activities

 Preparing Salary Particulars and Salary Remittance Letters

 Preparing error and lost bar-codes and preparing bar-code deduction
intercommunication notes
 Filling ABH forms
 Preparing Death Donation letters

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1.1.13 Self- Evaluation
I worked as a HR intern in ABC Group of Companies, Piliyandala for six months.
Throughout this period, the internship gave knowledge on discipline, real world
experience, and providing contacts that could help to gain full-time employment. At
the beginning of the internship, I was confronted with several challenges when
adapting to the organization.
One of the challenges was effective communication because, the work environment is
excessively grave and professional. In such an environment, I find it difficult to ask
questions for the fear of being judged. Also, in university we know the theoretical
aspects regarding Human Resource Management but in working place I have to
transfer the learned knowledge, skills, and abilities into practical scenarios. As an
example, the HRIS system was entirely new concept to me because I only knew the
theoretical aspects of it and also it is based on the information and communication
technology which takes time to adapt to that environment.
Moreover, some of old employees in other divisions try to manipulate by giving
negative comments or ignoring because as interns we have low profile in the
workplace. Also due to Covid-19 pandemic company have reduces the number of
employees in the HR division so that more workload have to cover as intern which
lead more pressure in the workplace.
When it comes to the opportunities gain from this internship program first and
foremost opportunity was get the exposure about professional work environment,
interpersonal relationships, new policies and practices used in HR etc.
Moreover, this experience is a great way to apply the knowledge from the classroom
to real-world experience in order to explore different career paths and specializations
that suit my interests. Also it helps me learn all about workplace culture, employee
relations, and leadership structure, which should help me onboard in my first
professional job with more ease than if they haven’t had professional experience.

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Furthermore, when working with the organization I was able to improve several skills
which helps me to cope with the challenges I have mentioned above and also it helps
me improve in career development. Such skills is described as follows.

Communication & Interpersonal Skills

As I was representing the HR department, every day I have to deal with different
people who are in different levels in the company structure. Sometimes it will be with
the Senior Management, Immediate level staff members, and Operational level
employees as well as with people who are not getting under internal company
structure. (Security, cleaning service) So I had to have better communication skills to
communicate with them and pass the messages accurately. I was using many
communication modes such as e mail, telephone, face to face meetings etc. So dealing
with different parties was really supportive me to improve my communications skills
and as a HR representative I had to deal with different kind of people was able to
improve my interpersonal skills.

Time Management Skills

I was given some deadlines in completing some tasks so I was able to manage my
time according to the priorities. And also my supervisor is concern more about on
time task completion and this could improve my skills relating to it.

Technical Skills

In the internship period, I get gain knowledge about computerized systems such as
HRIS System because when I learn the theoretical aspects of HRIS System I never got
the chance to know how to handle HRIS System in real life. During this internship
period I got the opportunity to work with the HRIS system. Also I am more familiar
with the MS Office package, especially Excel. It improve my technical skills.

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Part 2

Internship Project

Impact of Work Environment on Employee Turnover with

special reference to ABC Fabric Printers (PVT) Ltd under
the Covid-19 Pandemic

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 2.1 INTRODUCTION

2.1.1 Background of the Study

Employee turnover create significant issues in the daily production process of a

company. When considering a manufacturing companies, each and every employee is
directly connected with the ongoing production. The employee can affect the
productivity by quitting the job or being absent from work. As a result, companies
may face many issues to meet daily targets and monthly targets (De Silva et al, 2017).
Therefore, main intention of human resource management process of the company is
to reduce employee turnover and absenteeism in a manufacturing company. The term
employee turnover can be defined as leaving the organization with the employee
intension. Further this intention to be created causing the better job opportunities, bad
working conditions, negative attitudes or lack of support from the supervisors. Nawaz
et al (2009). Also, a hostile working environment influences the adverse feeling about
the work situation and increases employee turnover.
When it comes to work environment of any organization highlights, how well
employees engage with factors in their working environments influences to a great
extent their error rate, level of innovation and collaboration with other employees,
absenteeism and ultimately, how long they stay in the job. Moreover, the attention in
the workplace environment is of rising concern because most employees spend at
least fifty percent of their lives within indoor environments which influences their
cognitive and emotional states, concentration, behavior, actions, and abilities and by
extension performance (Chandrasekar, 2011). So there is a significant impact between
work environment and employee turnover and work environment factors have major
contribution for the likelihood of the employees’ to leaving their current job.
Furthermore, with the current Covid-19 pandemic situation in recent months, also
lead more and more employees stop coming in to work, due to government directives,

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thereby reducing the scale of operations, with consequent effect on quality, cost and
production volumes. Over a period, this adversely affects the turnover, which slows
down to a trickle.

As well as, due to this pandemic, work environment is more toward social distancing
and work from for home which resulting lack of attention given by their supervisors,
lack of cooperation, lack of socialization and learn throughout their time on the job
that will lead to distant relationships between employees and their supervisors that
will be an adversely impact on employees’ productivity. Moreover, due to the
pandemic situation more salary deduction were happened in the workplace so that
employees more toward unethical work ethics that will be creating a hostile work
environment throughout the organization which also lead some employees leaving
their jobs.
The problem identified by the researchers is that since the establishment of many
manufacturing companies, the staff in the manufacturing companies has been exposed
to major changes, such as high staff turnover, staff shortage and increase in workload,
in their working conditions. Based on the above information, it becomes evident that
many factors exist in the working conditions and environment of the manufacturing
companies that may have an impact on the performance of employees.

2.1.2. Problem Statement

ABC Fabric Printers (PVT) Ltd which is the largest manufacturing company of the
ABC Group which is the only fabric printing company in Sri Lanka that uses all
fabrics printing strategies that are trending internationally. Moreover, it is complete
with production centers of modern technology. The production capacity per day in
this company is sample – 50 styles with the production of 100,000 to 120,000
pcs/day. In order to achieve the company target, human resources playing a major
role.

However, there is high level of employee turnover in ABC Fabric Printers Company.
A high employee turnover rate, the rate at which employees leave a business, can
affect the bottom line of their businesses.

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 The following chart emphasizes how many employees were recruited each month,
how many employees were resigned in each month, turnover rate of the each month
and the overall turnover rate of the respective years. In here, to maintain consistency
of three years, January February March months have not taken for the consideration
because due to the Covid-19 pandemic in 2020 company was temporarily stop their
operations and no recruitment took place.

Cat 2018 2019 2020

Apr May Jun Jul Aug Sep Oct Nov Dec Apr May Jun Jul Aug Sep Oct Nov Dec Apr May Jun Jul Aug SepOctNovDec

OA 585 631 655719' 730 720 753 779 777 719 748 782 826 816 720 653 592 715 557 543 495 463 455 445 429 423 415

1871 2169 2309 1467 1536 1960 1038 900 838

Resigned 185 309 341 259 338 304 234 230 248

TOR 10.90% 16.60% 17.30% 13.00% 16.69% 18.35% 17.19% 20.30% 24.33%
Overall
15% 16% 20%
TOR

Based on estimates, ABC Fabric Printers employee turnover rate in 2018 was 15%
and in 2019 it was increased to 16%. Due to the Covid-19 pandemic situation this
percentage is drastically increase from 16% to 20%. According to those estimations
for 2018 and 2019 shows that the company has unidentified factors that contributed to
the increase in turnover, and the current Covid-19 epidemic has caused further
impacts in addition to the factors mentioned above.

Using the previous literatures, it has been empirically proven that poor work
environment is probably one of the main reasons contributing to employees’ intention
to quit (Shalley et al., 2000; Hendrie, 2004; Kumar et al., 2014).

When investigating factors affecting to turnover it highlighted that most of the

employees were leaving the organization as a result of unfavorable work environment.
Most of the new employees have lack of supervision by their supervisors and some
supervisors are fails to give feedback for their work. As a result of that, most
employees have the likelihood to leave their current job. Apart from that, some
inexperienced employees may get promotions, salary increments over the talented
employees as a result of favoritism by some of the top level managers.

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Mainly this study focuses on supervisor support and work ethics which are the main
factors of work environment impact on employee turnover as mentioned earlier.
According to the training transfer model of Burke & Hutchins, (2008) has emphasized
that supervisor support as a key factor in the work environment. Meanwhile, Zafar et
al. (2017) argues that work ethics is also a main factor in the work environment which
coming under the organizational culture.

Under the work environment factors mainly supervisor support and work ethics has
significant impact for the employee turnover. When considering the literature on
employee turnover, Javed et al. (2014) has examined in their studies that there is a
negative relationship between supervisor support and turnover intention. Apart from
that, supervisor support has significant impact in reducing employee turnover
intentions, which gives clear indication that appropriate supervisor support has a
strong influence in reducing employee turnover intentions (Khan et al., 2020).
Moreover, when considering the literature on relationship of turnover intention and
work ethics is found negative by Durrani, Faisal; ur Rehman, Kashif, (2017).

According to the company turnover figures and existing empirical literatures, proven
that there is a relationship between work environment and employee turnover in
various contexts. Hence, this study aimed to further investigate the impact of work
environment on employee turnover under the current Covid-19 pandemic in ABC
Fabric Printers (PVT) Ltd and suggests different recommendations or strategies for
reducing employee turnover rate while increasing employee retention and enhancing
organizational effectiveness.

2.1.3 Research Questions

The following research questions become pertinent:

1. What is the relationship between work environment and employee

turnover in ABC Fabric Printers (PVT) Ltd under the Covid-19 Pandemic?
2. What is the relationship between supervisor support and employee
turnover during the Covid-19 pandemic?

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 3. What is the relationship between work ethics and employee turnover
during the Covid-19 pandemic?

2.1.4 Research Objectives

This study will focus on providing vital and conclusive information to paint a clear
picture of the employee turnover in the ABC Fabric Printers Company.

The research objective will seek the overall impact of work environment on high
employee turnover in the ABC Fabric Printers Company under the Covid-19
pandemic. In order to measure the work environment, there are two dimensions were
taken into consideration which were supervisor support and work ethics.

2.1.5 Significance of the Study

The study will provide insight to the Human Resource Department of ABC Fabric
Printers (PVT) Ltd, Piliyandala regarding the impact of work environment on
employee turnover under the Covid-19 pandemic and also I think that the result of this
study will be useful for the reducing the employee turnover regarding work
environment of the company and recommendations that will be provided might be
useful to the employer to implement in the future.

2.1.6 Conceptual Framework

Work Environment

Supervisor Support

Supervisor Support Employee

Turnover

Work Ethics

Work Ethics

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2.1.7 Hypothesis

H1 – There is a relationship between work environment and employee turnover under

the Covid-19 Pandemic.

H2 – There is a relationship between supervisor support and employee turnover.

H3 – There is relationship between work ethics and employee turnover.

2.2 LITERATURE REVIEW

2.2.1 Introduction

This chapter reviews concepts that various authors and scholars have put forward in
relation to impact of work environment on employee turnover under Covid-19
pandemic. This view is intended to help the researchers to understand more the
subject matter and will also help the readers to familiarize themselves with the
concept of employee turnover and what is the relationship between work environment
on employee turnover under the Covid-19 pandemic.

2.2.2 Work Environment

Many scholars have attempted conceptualizing the working environment. Perhaps it
may be defined in its simplest form as the settings, situations, conditions and
circumstances under which people work Oludeyi (2015).
According to Parveen et al., (2014) and Kohun (1992) has mentioned that work
environment is the sum of the interrelationship that exists among the employees and
the employers and the environment in which the employees work which includes the
technical, the human and the organizational environment.

2.2.3 Employee Turnover

When exploring definitions of employee turnover, there are different definitions can
be found in different authors. Grobler, Carell, Elbert, Hatfield, Marx and Van der
Schyf, (1998) described employee turnover the “entrance of new employees into the
organization and the departure of existing employees from the organization”. The
researcher will use the term departure of existing employees interchangeably with

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voluntary separation or exit. Another researcher Beam (2009) express that employee
turnover is an assessment share within the association during a set period of time
which is to be replaced with average number of total employees.
Meanwhile, some authors have identified employee turnover as numerical ratios.
Agnes (1999) stated this as a ratio comparing the number of employees to be replaced
in each time to the total employees. Also, Loquercio et al (2006) further incorporated
time concerns to their definition and explained this ratio to be a proportion of
employees leaving the organization in a given time period before terminating their
agreed contracts.

In addition to the numerical values, Abassi et al (2000) refer employee turnover as the
rotation of workers around the labor market; between firms, jobs and occupations; and
between the states of employment and unemployment. This definition focused the
process of turnover hence; two categories were identified. They were voluntary
turnover and involuntary turnover. Literature proposed voluntary turnover to be the
termination initiated by employees while involuntary terminator to be termination
with no any other choice causing long term sickness, death, moving overseas or
employer termination.

2.2.4 Theoretical Measures for Employee Turnover

There are several literatures that are described to measure the employee turnover.
Among those studies, Marchington and Wilkinson (1996) cited by Rajapakshe (2018)
identified a formula used by many organizations to calculate employee turnover. It
was explained as:

Leavers∈a giventime period

Employee Turnover= x 100
Average Number of staff ∈post during giventime period

This study selected the above equation to measure the labor turnover since the
availability of related secondary data in the selected organization.

2.2.5 Components of Work environment

Briner, (2000) elaborates work enviroment as a very broad category that encompasses
the physical setting (e.g. heat, equipments etc.), characteristics of the job itself (e.g.
workload, task complexity), broader organizational features (e.g. culture, history) and

18 | P a g e
even aspects of the extra organizational setting (e.g. local labor market conditions,
industry sector, work-home relationships).
Chandrasekar (2011) has identified factors of workplace environment that had been
determined are job aid, supervisor support or relationship, opportunity to get
promoted, performance feedback, goal setting, workplace incentives, mentoring,
coaching and also the physical work environment.
According to Salunke (2015) has explained a work environment is made up of a range
of factors, including company culture, management styles, hierarchies and human
resources policies.

According to those definition there are several components under the work
environment. However, some literatures emphasize that most prominent factors of
work environment are supervisor support and work ethics.

Blau, (1964) argues that as the main working environment factor, supervisor
interpersonal role is important to encourage positive relations and increase self-
confidence of the employee and in return improve employee performance. Moreover,
Abbas J.A et al., (2008) investigated the economic and cultural conditions that
facilitate the emergence of strong work ethics is the centrality of the work
environment in any organization.

2.2.6 Impact of Work Environment on Employee Turnover

As mentioned earlier, this study mainly focuses on how supervisor support and work
ethics as main components of work environment has impact on employee turnover.
There are several studies has been conduct regarding this topic.
When considering literatures regarding supervisor support and work ethics has
significant impact on employee turnover. As an example, it is fairly likely that
employees will not stay in their jobs due to the lack of support from managers
(Mobley, 1977). Many researchers are of the view that poor supervision is one of the
leading factors of employee turnover.
Another argument put forward is that a high turnover of labor possibly implies poor
staffing and selection policy, poor supervisory system, weak grievance procedure and
lack of motivation. All these issues can result in high labor turnover in the sense
where there have been no appropriate managerial guidelines on personnel issues and,
thus, employees decide to leave the job (Lambert et al., 2001).

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When considering the work ethics, the existing researches argue that the alternative of
an unethical climate within an organization will reduce job satisfaction and increase
frustration among its employees, ultimately increasing turnover (Levy and Dubinsky,
1983; Pettijohn, Pettijohn, and Taylor, 2008; Valentine, Godkin, Fleischman, and
Kidwell, 2010).
When considering existing literatures on employee turnover in manufacturing
companies Taplin et al., (2003) provides a snapshot of employee turnover that UK
clothing manufacturers face because of restructuring and work re-organization, high
rates of labor turnover continue to stymie these efforts to realize this new position.
According to Taplin industry image and piece rate payment systems were also seen as
contributing causes for labor turnover.
Furthermore, Habib, et al, (2018) explained that employee turnover is one of the main
factors for Ready Made Garment Manufacturing (RMGM) sectors in Bangladesh.
Also they argues that those companies should integrate factors like relationships
among wage and salary structure, compensations, fringe benefits, location advantage,
job security, social and economic factors in order to show a new way to control
turnover for the managerial concern.
However, this study mainly focuses on physical arrangements and monetary benefits
which influence on employee turnover in manufacturing companies in Bangladesh.
But current research is more focus on supervisor support and work ethics as work
environment factors impact on employee turnover with reference to Sri Lankan
manufacturing companies.

Furthermore, there are several other studies that merely mentioned the Sri Lankan
context in their research. For example, Abeysekera (2007) investigated and
empirically evaluated that human resource practices such as realistic job information,
job analysis, work family balance, career development, compensation and supervisor
support may impact on marketing executive intention to leave or turnover in Sri
Lankan leasing companies. Nevertheless, this paper takes into consideration only the
leasing companies in Sri Lanka. But in this research, it will be investigate how work
environment factors: mainly supervisor support and work ethics impact on employee
turnover in ABC Fabric Printers (PVT) Ltd which is a manufacturing company during
the Covid-19 pandemic.

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Another example, Wijebandara, Malalage and Fernando, (2019) argues that job
satisfaction and supervisor-subordinate relationship is the main factors, which
influence to turnover intention. Moreover, he argues that the favorable culture
training, promotion, supervisor-subordinate relationship and compensation package
are crucial in determining the turnover intention of an employee. However this study
only concentrates on factors affecting employee turnover of non-managerial
employees in selected financial companies in Colombo district.

Hence, this study focuses on filling a gap in the academia of research by exploring the
impact of work environment on employee turnover with special reference to the ABC
Fabric Printer (PVT) Ltd under the Covid-19 pandemic.
2.3 METHODOLOGY

As stated in the first two chapters, this research project will entirely focus on
conducting a thorough investigation on the impact on work environment on employee
turnover with special reference to the ABC Fabric Printers (PVT) Ltd under the
Covid-19 pandemic. In this section of the research is to provide an understanding
regarding how the research has been designed. It basically includes how the sample
has been selected within the population, the way the researcher collected data by
using the basic research instrument, basic analytic method and how the researcher
present the findings etc.

2.3.1 Research Design

The current study is based on quantitative method to collect relevant information on

the impact on work environment on employee turnover under the Covid-19 pandemic,
its implications and remedies to overcome the problem. This research is an inquiry
about an identified problem, employee turnover based on testing hypothesis,
measured with numbers and analyzed using statistical techniques.

2.3.2 Population

There are five companies in ABC Group of Companies and from those five, only the
ABC Fabric Printers (PVT) Ltd company is consists of operations associates which
are the lower level employees and important man power which most needed for the
company. As a result of that, the population of the study was an individual unit of
analysis which is the operations associates who are given their resignation prior to one
month and those are newly recruited employees who have continuously absent from

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their service in ABC Fabric Printers (PVT) Ltd. The present direct workforce of ABC
is nearly 582 including Machine Operators, Manual Printers, Pin Setters, and other
Operation Associates and this cadre consist with both men and women.

2.3.3 Sample and Sampling Method

In order to narrow down the wide population under study; the sample was drawn from
30 employees who are given their resignation prior to one month and those are newly
recruited employee who have continuously absent from their service. This includes
operation associates who worked in different departments. Moreover, the sampling
process is conducted by using simple random sampling method since the researcher
can overcome the different limitations such as time and cost.

2.3.4 Data Collection Methods

Although there are two types of data collection methods as primary and secondary,
primary data plays key role in this research process.

 Primary data collection method

For primary data collection, employee resign list, new employee report, labor
turnover graphs (LTO) of the company were used.

 Secondary data collection method

The secondary data was collected through company websites, discussion conducted
with relevant parties of the company.

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 2.4 DATA ANALYSIS AND PRESENTATION
2.4.1 Introduction
Data presentation shows the results of the data which collected according to the study
objectives. Results that shows the impact of work environment on employee turnover
with special reference to the ABC Fabric Printers PVT Ltd under the Covid-19
pandemic. According to the study questionnaire has two parts. Those are personal
information and research information. Personal information results are analyzed using
frequency distributions and research information results are analyzed using univariate
and bivariate analysis.

2.4.2 Analysis of Reliability

Table 2.4.2.1 Cronbach’s Alpha Coefficient (Independent Variables)

Independent Variable Cronbach’s Alpha Value Number of Questions

Supervisor Support 0.765 12
Work Ethics 0.730 9
Overall Reliability 0.862 23
Source: (Survey data)

Table 6.4.2.2 Cronbach’s Alpha Coefficient (Dependent Variable)

Dependent Variable Cronbach’s Alpha Value Number of Questions

Employee Turnover 0.709 3
Source: (Survey data)

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According to this study Cronbach’s Alpha value for overall reliability of independent
factors is 0.862 and Employee Turnover is 0.709. If Cronbach’s alpha values is more
than 0.7 it is considered as the acceptable reliable. This study has 0.862 and 0.709
Cronbach’s alpha value. Therefore all the items in this study is considered as to be
accepted.

2.4.3 Data Presentation

Primary data are collected through questionnaire. Questionnaire is modified by using

Utsavi Bhatt’s (2012) turnover questionnaire. Data include personal information and
research information. 30 responses are used to analyze the results. Demographic
information are analyzed using frequency distributions.

2.4.3.1 Frequency for Gender

Gender
Valid Cumulative
Frequency Percent Percent Percent
Valid 1 15 50.0 50.0 50.0
2 15 50.0 50.0 100.0
Total 30 100.0 100.0
Source: (survey data

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According to the responses to the study male responses are same with the female
responses. Amount of male and female responses are 15 and 15 respectively. Male
responses are 50% and female response are 50%.

2.4.3.2 Frequency for Age

Age
Valid Cumulative
Frequency Percent Percent Percent
Valid below 20
6 20.0 20.0 20.0
years
20-25 years 10 33.3 33.3 53.3
25-30 years 3 10.0 10.0 63.3
above 30 years 11 36.7 36.7 100.0
Total 30 100.0 100.0
Source: (survey data)

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According to the above table, 6 respondents are belonging to age below 20 years and
it represent 20.0% from the sample. 10 respondents are belonging to age between 20
and 25 years and it represent 33.3% from the sample. 3 respondents are belonging to
age between 25 and 30 years and it represent 10.0%. 11 respondents are represent
36.7% and they are belonging to age above 30 years. And there are no respondent’s
age above 50.

2.4.4 Data Presentation and Analysis of Research Information

First objective is analyzed using univariate analysis and. Univariate analysis is used to
measure the level of the collected data. Second objective is analyzed using bivariate
analysis. Simple regression is used for bivariate analysis.

2.4.4.1 Mean and Standard Deviation of Variables and Its Dimensions

Univariate analysis is used to find out the mean and standard deviation of the
Employee Turnover. This help to find out the level of the Employee Turnover which
contribute to the study.

2.4.4.2 Mean and Standard Deviation of Work Environment

Mean Standard Deviation
Supervisor Support 3.70 0.444
Work Ethics 3.57 0.420
Work Environment 3.63 0.411
Source: (Survey data)

According to the table it shows the mean values and standard deviations to the factors
of work environment of the study. Supervisor support has 3.70 mean value and 0.444
standard deviation. 3.57 mean and 0.420 standard deviation is relate to the Work
ethics. . Overall mean value of the work environment are 3.63 and it is deviated form
0.411.

2.4.4.3Mean and Standard deviation of Employee Turnover

Mean Standard Deviation
Employee Turnover 2.15 0.69
Source: (Survey data)

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Univariate analysis is used to find out the mean and standard deviation of dependent
variable. According to table 2.15 mean value of the employee turnover is 2.15 and
standard deviation is 0.69

2.4.5.1 Relationship between Supervisor Support and Employee Turnover

Correlations
Supervisor
Turnover Support
Turnover Pearson Correlation 1 -.546**
Sig. (2-tailed) .002
N 30 30
Supervisor Support Pearson Correlation -.546** 1
Sig. (2-tailed) .002
N 30 30
**. Correlation is significant at the 0.05 level (2-tailed).

According to Table, Pearson correlation (r) -0.546 and Sig.value 0.000 is significant
at the 0.01 level. There is enough evidence to conclude that the result of H2 indicate,
there is a significant strong negative relationship between supervisor support and
employee turnover.

2.4.5.2 Relationship between Work Ethics and Employee Turnover

Correlations

Turnover Work Ethics

Turnover Pearson Correlation 1 -.667**
Sig. (2-tailed) .000
N 30 30
Work Ethics Pearson Correlation -.667** 1
Sig. (2-tailed) .000
N 30 30
**. Correlation is significant at the 0.05 level (2-tailed).
According to Table, Pearson correlation (r) -0.667 and Sig.value 0.000 is significant
at the 0.01 level. There is enough evidence to conclude that the result of H3 indicate,
there is a significant strong negative relationship between work ethics and employee
turnover.

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2.4.5.3 Relationship between Work Environment and Employee Turnover

Correlations
Work
Turnover Environment
Turnover Pearson Correlation 1 -.636**
Sig. (2-tailed) .000
N 30 30
Work Environment Pearson Correlation -.636** 1
Sig. (2-tailed) .000
N 30 30
**. Correlation is significant at the 0.01 level (2-tailed).

According to Table, Pearson correlation (r) -0.636 and Sig.value 0.000 is significant
at the 0.01 level. There is enough evidence to conclude that the result of H1 indicate,
there is a significant overall strong negative relationship between work environment
and employee turnover.

2.4.6 Multiple linear regression analysis

For further analysis researcher find multiple regression analysis for impact of work
environment on employee turnover in ABC Fabric Printers (PVT) Ltd under the
Covid-19 pandemic. The data has entered to analysis and undertook a multiple
regression.

All the variables such as supervisor support and work ethics were found as negative
relationship between work environment and employee turnover. The results had
indicated supervisor support was the most important factor to consider as basically for
the employee turnover. Because the standardize coefficient of beta was -0.546 and
Significant value was 0.000 (p<0.05).

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2.4.6.1 Simple regression results on Supervisor Support and Employee Turnover.

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
1 .546a .298 .273 .59127
a. Predictors: (Constant), Supervisor Support

ANOVAa
Sum of Mean
Model Squares df Square F Sig.
1 Regression 4.152 1 4.152 11.876 .002b
Residual 9.789 28 .350
Total 13.941 29
a. Dependent Variable: Turnover
b. Predictors: (Constant), Supervisor Support

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 5.305 .920 5.765 .000
Supervisor
-.851 .247 -.546 -3.446 .002
Support
a. Dependent Variable: Turnover

R2 Coefficient assumes that every independent variable in the model help to explain
variation in the dependent variable. It mean the percentage of explained variation as if
all dependent variables the model affect the dependent variation. An R 2 of indicated
that the regression line perfectly fits the data.

According to R2 and adjusted R2 values of 0.298 and 0.273 meant 29.8% of variance
in the dependent variable can be explained by the regression model. According to
above table results supervisor support and employee turnover significant value not
more than 0.05 but other variables significant value more than 0.05 level. According

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to multiple regression analysis, this study has a better model with supervisor support
and employee turnover.

2.4.6.2 Simple regression results on Work Ethics and Employee Turnover.

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
1 .667a .444 .425 .52594
a. Predictors: (Constant), Work Ethics

ANOVAa
Sum of
Model Squares df Mean Square F Sig.
1 Regression 6.196 1 6.196 22.398 .000b
Residual 7.745 28 .277
Total 13.941 29
a. Dependent Variable: Turnover
b. Predictors: (Constant), Work Ethics

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 6.080 .835 7.283 .000
Work
-1.098 .232 -.667 -4.733 .000
Ethics
a. Dependent Variable: Turnover

R2 Coefficient assumes that every independent variable in the model help to explain
variation in the dependent variable. It mean the percentage of explained variation as if
all dependent variables the model affect the dependent variation. An R 2 of indicated
that the regression line perfectly fits the data.

According to R2 and adjusted R2 values of 0.444 and 0.425 meant 42.5% of variance
in the dependent variable can be explained by the regression model. According to
above table results work ethics and employee turnover significant value not more than
0.05 but other variables significant value more than 0.05 level. According to multiple

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regression analysis, this study has a better model with work ethics and employee
turnover.

2.4.6.3 Simple regression results on Work Environment and Employee Turnover.

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
1 .636 a
.404 .383 .54454
a. Predictors: (Constant), Work Environment

ANOVAa
Sum of
Model Squares df Mean Square F Sig.
1 Regression 5.638 1 5.638 19.015 .000b
Residual 8.303 28 .297
Total 13.941 29
a. Dependent Variable: Turnover
b. Predictors: (Constant), Work Environment

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta T Sig.
1 (Constant) 6.054 .900 6.730 .000
Work
-1.072 .246 -.636 -4.361 .000
Environment
a. Dependent Variable: Turnover

R2 Coefficient assumes that every independent variable in the model help to explain
variation in the dependent variable. It mean the percentage of explained variation as if
all dependent variables the model affect the dependent variation. An R 2 of indicated
that the regression line perfectly fits the data.

According to R2 and adjusted R2 values of 0.404 and 0.383 meant 38.3% of variance
in the dependent variable can be explained by the regression model. According to
above table results overall work environment and employee turnover significant value
not more than 0.05 but other variables significant value more than 0.05 level.

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According to multiple regression analysis, this study has a better model with work
environment and employee turnover.

2.5 CONCLUSION AND RECOMMENDATIONS

This chapter mainly consisted with two sections as conclusion and recommendations.
The conclusion section deals with seeking the relationship between the objectives of
the study and the findings. Final section, recommendations discuss the suggestions
that can be taken in order to reduce employee turnover in ABC Fabric Printers (PVT)
Ltd. Apart from that in the recommendations part it emphasize some of the limitations
of the research and recommendations for future researches.

2.5.1 Conclusion
In accordance with the study, the objective is to investigate impact of work
environment on employee turnover with special reference to the ABC Fabric Printers
(PVT) Ltd under the Covid-19 pandemic. Supervisor support and work ethics were
the two dimensions that were taken into account in order to measure the work
environment. As previous chapter explained there are strong negative relationship
between supervisor support and work ethics on employee turnover in ABC Fabric
Printers (PVT) Ltd which proves overall impact of work environment on employee
turnover.

Those results are consistent with previous research studies like Eisenberger et al.
(2002) who found negative relation between Supervisor support and Turnover
intentions. Similarly, some other studies like Deconinck et al. (2013); Khan et al.,
(2020) also examined and their studies portrayed negative relationship between
Supervisor support and Turnover intention.

Apart from that, relationship between work ethics and turnover intentions which is
noted to be negative and significant, this result is consistent with Ahmad (2011),
Sadozai et al. (2013) and Durrani, Faisal; ur Rehman, Kashif (2017) that employee’s
turnover intention may be predicated by work ethics.

In light of above results and discussion it has been concluded that work environment
has significant impact in reducing employee turnover intentions, which gives clear
indication that factors of work environment like appropriate supervisor support and
strong work ethics have strong influence in reducing employee turnover intentions.

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These empirical results are crucial for the top management of the ABC Group to come
up with appropriate supervisor support practices and good code of conduct for the
work ethics which particularly effect on reducing employee turnover issues.

2.5.2 Recommendations
As previous chapters explained, there is a significant impact of work environment on
employee turnover with special reference to ABC Fabric Printers PVT Ltd under the
Covid-19 pandemic. The following recommendations will support for top
management of ABC Group in order to retain talent pool of their company.

Supervisor Supportive Training Programs can be used as an organizational strategy to

prevent or reducing the stress of their employees that are particularly feeling related to
COVID. Those programs helps to improve employee outcomes such as performance
and retention, health, and well-being of employees and their families and thus, may be
used to mitigate the impact and negative effects of uncertainty, fear, and threat that is
currently experienced by employees as a result of this pandemic.

Also, supervisors can redesigning the work to support the conflicting employee work-
life demands by promoting cross-training and the ability for shift trades to jointly that
enable employee scheduling flexibility needs and work coverage. This is especially
important to prepare a workplace for when employees are sick and need to take time
off.

Moreover, supervisors should stay up to date on safety and public health COVID-19
responses relevant to their team/unit, discuss impacts to your business practices with
upper leadership, and regularly inform your team of any changes to project timelines,
activities and priorities and also know when a team member needs additional
professional help and where to refer them.  

Furthermore, Supervisors should react in such a manner that allow lower employees
to have more involvement in or knowledge of decision making, especially for those
decisions that directly affect the employees.

When considering work ethics, business leaders in labor-intensive enterprises like

ABC Group would do well to go beyond the legal requirements of employee
management strategies and take steps to assess ethical issues while offering a more

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supportive environment that actively discourages any kind of unfair treatment. The
executives should discriminate the favoritism culture in the organization and
appreciate the skillful workers.

Also, employers in the organization can promote professionalism throughout the

workplace which allow employees to become more committed for their work which
will lead to increase employee retention and improve worker performance. As well as,
managers who behave professionally set an appropriate example by encouraging their
people to conduct themselves in a manner that supports company-wide success.

Furthermore, managers must acknowledge the needs of their employees, because

today needs of the employees are changing so in order to employees show a high level
of engagement and commitment their needs should be meet.
Also, feedback is an essential part of the workplace communication cycle, and hence
constant feedback plays a vital role in nurturing an environment with good work
ethics. So organization can facilitate open discussions, transparent work culture,
suggestions and rigorous exchange of ideas and information, update the norms of the
organization with the latest and best trends which lead to increase the retention level
of the employees.
As a summary, the present study has beneficial implications for the manufacturing
firms like ABC Fabric Printers (PVT) Ltd to design the policies and code of conduct
regarding supervisor support and work ethics programs, training and strategies.

2.5.3 Limitations and Recommendations for Future Research

Finally, there are some limitations to this study which need to be considered. Firstly,
the number of samples is small and this study entirely based on one company which
coming under the manufacturing sector. Secondly, the generalization of the findings
of the present study might be questionable due to the nature of the sample.

In order to minimize those limitations, future study should use bigger sample size and
involve more companies in manufacturing sector in order to get better results. It is
also possible to extend the theoretical model by including additional dependent
variables such as organizational commitment, job performance, burnout, and
absenteeism.

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 3. REFERENCES
Wijebandara, H., Malalage, G. and Fernando, W., 2019. Factors Affecting Employee
Turnover Intention among Non-Managerial Employees in Selected Financial
Companies in Colombo District. Kelaniya Journal of Human Resource Management,
14(1), p.33.
Khan, Muhammad Iqbal, et al. “THE ROLE of SUPERVISOR SUPPORT on
WORK-FAMILY CONFLICT and EMPLOYEE TURNOVER INTENTIONS in the
WORKPLACE with MEDIATING EFFECT of AFFECTIVE COMMITMENT in
TWIN CITIES in the BANKING INDUSTRY, PAKISTAN.” International Review of
Management and Marketing, vol. 10, no. 6, 3 Nov. 2020, pp. 42–50,
10.32479/irmm.10807. Accessed 2 Dec. 2020.
Sinclair, Robert R., et al. “Occupational Health Science in the Time of COVID-19:
Now More than Ever.” Occupational Health Science, vol. 4, no. 1-2, June 2020, pp.
1–22, 10.1007/s41542-020-00064-3. Accessed 26 Aug. 2020.

De Silva, J.B. Janaka. ABSENTEEISM and LABOR TURNOVER and ITS IMPACT on
PRODUCTION COSTS in the SPECIAL OCCASION WEAR INDUSTRY. 2017.

Rahman, Sahidur, et al. Investigating the Reasons of Employee Turnover in

Bangladesh: A Factor Analysis. 2008, Volume 23.

Iqbal, Shuja, et al. “Impacts of Supervisor Support on Turnover Intentions: Mediating

Role of Job Satisfaction.” Asian Journal of Education and Social Studies, 5 Feb.
2020, pp. 1–9, 10.9734/ajess/2020/v6i330174. Accessed 20 Mar. 2020.

Rubel, Mohammad Rabiul Basher, et al. “Ethical Climate and Employee Turnover
Intention in the Ready-Made Garment Industry of Bangladesh.” Global Business and
Organizational Excellence, vol. 36, no. 2, 16 Dec. 2016, pp. 61–73,
10.1002/joe.21770. Accessed 30 Nov. 2020.

M.G.S., Dilanthi, and Rasanjana K.A.N. “A LITERATURE REVIEW on

EMPLOYEE TURNOVER in the SRI LANKAN APPAREL INDUSTRY.”
International Journal of Advanced Research, vol. 8, no. 02, 29 Feb. 2020, pp. 477–
482, 10.21474/ijar01/10484. Accessed 5 Mar. 2020.

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Ezaili Alias, N, et al. “Factors Influencing Turnover Intention in a Malaysian
Manufacturing Company.” KnE Social Sciences, vol. 3, no. 10, 22 Oct. 2018, p. 771,
10.18502/kss.v3i10.3171.

Taplin, Ian M., et al. “Understanding Labour Turnover in a Labour Intensive Industry:
Evidence from the British Clothing Industry*.” Journal of Management Studies, vol.
40, no. 4, June 2003, pp. 1021–1046, 10.1111/1467-6486.00369.

4. APPENDICES
Dear Sir/Madam,
I am 4th year undergraduate of department of Human Resource Management in
Faculty of Management, University of Peradeniya. I am currently doing a research
study on impact of work environment on employee turnover with special reference to
the ABC Fabric Printers (PVT) Ltd under the Covid-19 pandemic.
I kindly request you to give your frank opinions for the questions included in this
questionnaire. The information will be used only for the study purposes. All
information collected in this study will be treated as strictly confidential. Your
responses will be anonymous. The time taken to fill this questionnaire will be 05-10
minutes approximately. Please respond to each of the statements drawing only from
your experience.
Thank you very much for your participation. Your views are highly valued and will
go a long way in determining the successful completion of this survey.
Yours faithfully,
Anushka Wijethunga

Section Ⅰ
(This section contains questions demographic factors of a respondent)
Please put a tick (x) in the relevant box

1. Gender: Male

Female

2. Age: Below 20

20-25

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 25-30

Above 30

Section Ⅱ
Please indicate your level of agreement or disagreement with each of the below
mentioned statements by placing an “X” mark in the box of your answer.

Statement Strongly Disagree Someho Agree Strongly

Disagre w Agree Agree
e
Overall, I am happy to work
with this organization
It is unlikely that I will
actively look for a different
organization to work for in
the next year.
I am not thinking about
quitting my job at the present
time.
My immediate superior is
technically competent.
My immediate superior is
competent in human relations.
My immediate superior deals
with employees problems
fairly.
My immediate superior deals
with all employees fairly.
When I do a good job, I
receive the recognition for it
that I should receive from my
supervisor.
I am satisfied with the
training provided by my
immediate supervisor for my
current job.
I feel my efforts are
appreciated by my supervisor
the way they should be.
My immediate supervisor
give me feedback in a timely

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 manner.
My immediate supervisor
encourages/ appreciated my
work.
My supervisor periodically
reinforce and support the
working system.
My supervisor made aware
enough of “what’s going on”
and “where we’re headed?”
My immediate supervisor
tells me clearly what is
expected from me.
The organizational hierarchy
is treated equally by
everyone.
The organizational hierarchy
is considered to be the same
for all.
The leaders in my
organization act ethically.
The leaders in my
organization employ
favoritism.
Some top level managers
gives certain employees better
treatment within my
workplace.
Some top level managers
provides more development
opportunities for certain
employees.
Some employees having
unethical relationships with
the top positions.
Some top level managers
acknowledges certain
employees’ contribution at
work.
The policies and procedures
are healthy for every
employee in the organization.

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