EFFECT OF EMPLOYEE ENGAGEMENT ON ATTRITION WITH RESPECT TO

SERVICE INDUSTRY
Dr. Rabiya T. S. Sange, Assistant Professor, Human Resources,
Allana Institute of Management Studies, Mumbai
[email protected]

Abstract
Background: As economies develop and there is more choice of employment, organizations will find it increasingly
challenging to attract and retain talent and potential. This change in economic conditions would mean being less
dependent on manufacturing markets and more focused on service industries. This increases the importance of employees
becoming brand ambassadors. In a race to survive in a highly competitive service industry, most organizations realize that
a satisfied employee does not necessarily mean a loyal employee and a high performer. Moreover, in times of diminishing
loyalty, employee engagement is a powerful retention strategy. The fact that it has a strong impact on the bottom line adds to
its significance, thus making employee engagement an essential tool in managing human capital (Sarah Cook, 2008).
Objective: The research paper aims at investigating the effect of employee engagement on attrition in organizations with
special reference to service industry.
Methodology: Secondary data sources were used to understand the existing literature on the topic. Survey, personal and
telephonic interviews were used to gather data from primary sources. HR professionals of 64 organizations from the
service industry were surveyed.
Results: Correlation and Regression analysis was applied to the dataset using SPSS 15. The Hypothesis Employee
engagement practices significantly affect employee attrition was accepted at 0.01 level of significance.
Conclusion: It was found that employee engagement strategies do have a significant effect on reducing the attrition rate in
organizations. However, a more serious consideration in exploring the relationship between the two variables needs to be
made by the organization to have an impact on bottom line results.
Key Words: Attrition, Retention, Employee Engagement, Service Industry, Business Environment
1.
INTRODUCTION
The business environment around is full of trials and
many executives are facing an acute challenge of making
the people changes that they feel are necessary to rapidly
improve performance whilst maintaining employee
engagement. The success of organizations in a changing
economy is tied in large measure to the creative and
innovative energy from the most significant asset:
employees. When employees are effectively and
positively engaged with their organization, they form an
emotional connection with the company. This impacts
their attitude towards the companys clients, and thereby
improves customer satisfaction and service levels.
Successful employee engagement helps create a
community at the workplace and not just a workforce.
India and Brazil have young and plentiful growing
workforces; China has one of the worlds largest but
oldest populations. Retention issues are already
beginning to emerge in these countries with workers
quick to leave for better remuneration and higher job
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titles. Countries such as China and India are experiencing

skill shortages in many fields. The workforces in these
countries frequently show the desire and ambition to get
ahead that contrasts with their U.S. counterparts.
Research by consultancy DDI shows that employees in
China are more satisfied than their U.S. counterparts
with their work life balance. They are more willing to
make personal sacrifices; they have stronger desire for
promotion and find work more fulfilling than their
personal life. Conversely, workers in China were twice
less likely to agree with the statement I have too much to
do than their U.S counterparts. So while U.S.
employees are striving for balance and are fairly cautious
about making personal sacrifices to advance their
careers, their Chinese counterparts have a thirst for
advancement, new knowledge and skills.
According to Sarah Cook (2008), as economies develop
and there is more choice of employment, organizations
will find it increasingly challenging to attract and retain
talent and potential. In order to harness the ambition of
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employees, businesses will need to put in place

programmes for robust recruitment and selection,
ongoing development and succession planning. For
example, Proctor & Gamble has been successful in
attracting and retaining high quality managers although
the compensation package is not as attractive as
elsewhere because they offer continuous learning and
development to their managers. Businesses that
thoroughly embrace the concept of employee
engagement will carve a clear competitive advantage for
themselves in the future.

profitability, employee retention, safety, and

customer satisfaction (Buckingham & Coffman,
1999; Coffman & Gonzalez-Molina, 2002).
Similar relationships have not been shown for
most traditional organizational constructs such as
job satisfaction (Fisher & Locke, 1992) (Sources
quoted by Little, 2006).
b)
The items used in employee engagement surveys
measure aspects of the workplace that are under
the control of the local manager. (Little, 2006)
Employee Engagement became a topic of concern in
early 2000 when the dotcom bubble burst, 9/11 occurred,
the economy dipped, and unemployment rose. At that
time, the common response from managers to employees
was, You should be happy you have a job. Work
expectations rose, while companies froze employees
pay. The result was a disengaged workforce. Employees
had been put through so much that when the economic
conditions improved they realized that they have choices
elsewhere. This caused immense pain to employers who
were afraid of losing them. Employers then started doing
engagement surveys, engagement studies, and
engagement workshops to develop engagement
strategies. (Ketter, 2008)
Although the term employee engagement has become a
buzzword, it is used quite inconsistently by research
institutes, corporate houses and consulting firms. It is
also used to refer to a number of employee attitudes like
satisfaction, motivation, commitment etc. Most of the
literature employs a multidimensional approach to
defining employee engagement, where the definition
encapsulates several elements required in order to
achieve true engagement. As a result there has been
extreme confusion with regards to the construct.
A variety of definitions have been put forth leading to
lack of clarity and understanding about what engagement
is all about. For the purpose of the research paper,
employee engagement is defined as A positive attitude
held by the employee towards the organisation and its
values. An engaged employee is aware of business
context and works with colleagues to improve
performance within the job for the benefit of the
organisation. The organisation must work to develop and
nurture engagement which requires a two-way
relationship between employer and employee.
(Robinson et al., 2004)

2.
LITERATURE REVIEW
2.1 Employee Engagement Evolution & Concept
Engagement at work was conceptualized by Kahn,
(1990) as the harnessing of organizational members
selves to their work roles. In engagement, people
employ and express themselves physically, cognitively,
and emotionally during role performances.
The term employee engagement, in its present usage,
was coined by the Gallup Organization, as a result of 25
years of interviewing and surveying employees and
managers. Their intent was to create a measure of
workplaces that could be used for comparisons.
According to Buckingham & Coffman (1999), Gallup
spent years refining a set of employee opinion questions
that are related to organizational outcomes. The
statistically derived items, called the Gallup Workplace
Audit (GWA) that measure employee engagement are
related to productivity, profitability, employee retention
and customer service at the business unit level (hospital,
hotel, factory, etc.). They report that employees who
score high on the questions are "emotionally engaged" in
the work and the organization (Sources quoted by Little,
2006).
Melcrum Publishing (2005) found that from a global
survey of over 1,000 communication and HR
practitioners 74% began to formally focus on the issue
between 2000 and 2004.
The term has shown up in Workforce Magazine (2005),
Harvard Business Review (2005) and the Washington
Post (2005), not to mention the websites of many Human
Resources consulting firms such as DDI (2005) and
Towers Perrin (2003) (Sources quoted by Little, 2006).
The term seems to be attractive for at least two reasons:
a)
Employee engagement has been shown to have a
statistical relationship with productivity,
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2.2 Employee Attrition

Hiring and employee retention have been identified as
the key challenges in managing and measuring
employee productivity, according to a survey conducted
among more than 200 HR managers across industries.
The Workforce Productivity India 2012 report revealed
that HR managers are too caught up in fire fighting
attrition that they are less able to focus on more strategic
objectives of their business operations. (The Hindu,
2012)
Attrition rate has always been a sensitive issue for all
organizations. Calculating employee turnover rate is not
that simple as it seems to be. No common formula can be
used by all the organizations. A formula has to be devised
keeping in view the nature of the business and different
job functions. Moreover, calculating attrition rate is not
only about devising a mathematical formula. It also has
to take into account the root of the problem by going back
to the hiring stage.
There is no standard formula to calculate the attrition rate
of a company. This is because of certain factors as: (Dev,
2005)

The employee base changes each month. So if a

company has 1,000 employees in April 2004 and
2,000 in March 2005, then they may take their
base as 2,000 or as 1,500 (average for the year).
If the number of employees who left is 300, then
the attrition figure could be 15 per cent or 20 per
cent depending on what base you take.

Many firms may not include attrition of freshers

who leave because of higher studies or within
three months of joining.

In some cases, attrition of poor performers may

also not be treated as attrition.
A simple formula that can be used includes:
Attrition = (No. of employees who left in the year /
average employees in the year) x 100.
Thus, if the company had 1,000 employees in April 2004,
2,000 in March 2005, and 300 quit in the year, then the
average employee strength is 1,500 and attrition is 100 x
(300/1500) = 20 percent.
2.3 Reasons for Attrition
Hay Group (2013) in association with the Centre for
Economics and Business Research conducted the study
Preparing for Take-Off. It covered 700 million
employees in 19 countries. According to the study,
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worldwide, attrition is predicted at 21.2% in 2013 as

compared to 20.3% in 2010. The number of workers
expected to take flight in 2014 will increase by 12.9% as
compared with 2012. This is mainly due to increase in
industry growth and employment opportunities.
Comparatively, turnover was minimal between 2010 and
2012. In the next five years, 49 million employees will
leave their employers globally.
(Hay Group, 2013)
In India, employee turnover is predicted to rise to 26.9%
in 2013 compared with 26% in 2010. This makes attrition
rate in India the highest in the world making it a dire
necessity for oorganizations in India must give serious
thought to what drives employee commitment. Firms
need to focus on employees with mission-critical skills,
as well as high-potentials and those holding crucial roles.
(Hay Group, 2013)
The India Attrition Study 2008, done between October
2008 and March 2009, was a partnership between BT and
People Strong to figure out why employees quit
(published by BT in April 2009). In the good times before
September-October 2008, attrition in India was as high
as 20 per cent (and up to 40 per cent in the booming
services sector). Research by BT People Strong found
that India is not only losing fair bit of top performers but
plenty of the Universal Leavers, who form any
companys backbone. The survey found that opportunity
for career growth tops the list of reasons for employees
leaving their organization (Fig 2.1).

Fig 2.1: Reasons for Employees Leaving the

Organizations (Source: Business Today, 2009)
The study also found that during downturn organisations
that have shed chunks of the workforce are left with
insecure employees who tend to jump ship if they can to
avoid a pink slip. Companies that ignore attrition in a

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downturn do so at their own peril as it means letting go of

top performers. It has been noted by experts that talented
employees are always high on aspirations and their
worry is how fast they climb the corporate ladder much
more than survival. Organizations who do not address
the concerns of their top performers will tend to lose
them at all times. Losing employees to the competitors is
also a concern for HR professionals. Recession was
found to be a good time for organizations to pick up talent
from the market. Unfortunately it worked both ways for
organizations. (Business Today, 2009)
Given the importance of personal fulfilment to Gen Y
employees (Glass, 2007), work life balance has emerged
as a factor in employee attrition. Long working hours,
work overloads, limited leave and requirements for
relocation all have the potential to interfere with
employees home and lifestyle priorities. The
consequence of this interference could either be workfamily conflict (Armstrong, 2007) or a work-lifestyle
imbalance that eventually contributes to voluntary turnover (Dunne, 2007).
Conflicting demands and organizational constraints, role
ambiguity, and conflict with service managers, teams
and customers, lead to job stress among client interfacing
employees (Wetzels et al., 1999). Unmanageable
workloads and inadequate resources, as well as other
job-related factors increase the amount of stress at work
(Price, 2001). Immediate superiors and co-workers form
the social support pillars for employees of an
organization. Having an unsatisfactory relationship with
supervisors or with peers negatively impacts individuals
performance and satisfaction and can push them to resign
from their workplace (Price, 2001).
It has also been found that different groups of employees
cite different reasons for leaving their job. Managerial
staff cites "career growth" and "leadership" as the major
factors that influence attrition and retention, together
with "opportunities for management", "ability of top
management" "use of skills and abilities" and "work /
family balance". Professional employees cite concerns
about "supervisory coaching and counseling," "company
direction" and "interesting work"; Clerical employees
voice concerns such as "type of work," "use of skills and
abilities" and "opportunity to learn"; Hourly employees
notice whether they are treated with respect, their
"management ability" and "interesting work" (Nair,
2008).

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Some aspects that affect turnover intentions of

employees and can be taken care of by employers and are
under the control of the HR managers of the organization
are: High Stress, Working conditions, Supervision,
Communication, Inability to use core skills, Proper
organization's goals / mission, Inadequate training,
Employee employer relationship, Balance between
work and life, Flexible work options and Proper reward
systems.
However, it is important to note that employee attrition
rate can be never be entirely eradicated. It can only be
influenced to keep it in control. The business model on
which a subsidiary operation runs is significant in
achieving this. Outsourcing higher end responsibilities
that offers challenging tasks to the employees goes a long
way in helping to deal with the issue (Nair, 2008).
2.4 Effect of Employee Engagement on Attrition
One in four employees in the organised sector in India is
set to switch jobs, the highest attrition rate globally,
according to a Hay Group study. The series of fresh
investments planned across sectors could raise demand
for talent even as economic conditions remain tepid,
raising concerns on employee engagement and retention.
(Economic Times, Jun 2013)
Senior executives, human resource professionals as well
as line managers realize that employees who feel
uncertain about their careers or who find better
opportunities elsewhere would leave the company
causing a talent gap. All this has led organizations to use
different strategies to retain their talent pool. As cited by
Nancherla (2009), report by Right Management has cited
very high attrition rates for some sectors in India. In
addition to management skills, lack of investment in
employee engagement, career progress and meaningful
work was cited as important reasons for high attrition
rates in certain sectors.
Report published by Lloyd Morgan along with the
Corporate Leadership Council (2004) states that by
increasing employees engagement levels, organizations
can expect an increase in performance of up to 20
percentile points and an 87% reduction in employees
probability of departure. The highly engaged outperform
the average by two deciles and are dramatically less
likely to leave the organization.

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4.
HYPOTHESIS
H1: There will be a significant negative correlation
between employee engagement and attrition rate in
organizations.
5.
5.1
a)

RESEARCH METHODOLOGY
Sources of Data
Secondary Data: The research paper has used
secondary data sources like books, magazines
and journals to explore the existing literature on
the topic. Various e-journals and websites were
also reviewed to arrive at an understanding of
the variables under consideration.
b)
Primary Data: A questionnaire was developed to
investigate employee engagement strategies and
to find the attrition rate of organizations. HR
professionals of 64 organizations from service
industry were approached to collect data with
regards to the variables under study.
5.2 Questionnaire Description
Questionnaire developed was based on Robinsons
model of the drivers of employee engagement. Sample
questionnaires from the internet included Gallups 12
point questionnaire and a questionnaire developed by
Scarlett Surveys also helped in framing the statements
used in the questionnaire.
The questionnaire was designed to understand employee
engagement strategies implemented by organizations
and its effect on attrition. It included items to measure
employee engagement strategies from an organizational
perspective as well as some other items which aimed at
gathering information regarding attrition rate in
organizations. The questionnaire consisted of 37 items
out of which five point rating scale was used for 33
statements (where 1 strongly disagree and 5 strongly
agree), two items involved direct response in terms of
attrition rate and reduction in attrition rate respectively,
four items involved nominal scale and ordinal scale was
used for one item.
Cronbach Alpha reliability for the 33 items in the
questionnaire was found to be 0.949 which is considered
to be in the range of excellent reliability score (George &
Mallery, 2003).
5.3 Operational Definitions of Variables
1.
Employee Engagement: A positive attitude
held by the employee towards the organisation and its
values. An engaged employee is aware of business
context and works with colleagues to improve

Fig2.2: Relationship between employee engagement,

retention and performance (Source: Corporate
Leadership Council, 2004 Employee Engagement
Survey)
Additional support for the positive relationship between
engagement and organizational and personal outcomes
has been shown in a meta-analysis by Harter, Schmidt,
and Hayes (2002). In this study, which encompassed
7,939 business units in 36 companies, employee
engagement, measured by the Gallup Workplace Audit
(GWA), demonstrated true score correlations with
employee turnover of -.30, customer satisfaction .33, and
profitability .17.
Data from CIPD (2010) survey revealed that engaged
employees are significantly more likely to want to stay
with their organisation compared with those who are less
engaged. Consolidated data from their surveys suggested
that it cannot be taken for granted that people who are not
engaged and quit would be no loss to the organization.
3.
3.1
3.2

OBJECTIVES OF THE STUDY

To review existing literature on the effect of
employee engagement on attrition.
To study the effect of employee engagement on
attrition among organizations in service
industry.

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performance within the job for the benefit of the

organisation. The organisation must work to develop and
nurture engagement which requires a two-way
relationship between employer and employee.
(Robinson et al., 2004, p. 4)
2.
Attrition: Unpredictable and uncontrollable, but
normal, reduction of workforce during a definite time
duration. (as cited in www.citehr.com, 2010)
5.5 Sample
The unit of analysis for studying the effect of employee
engagement on attrition was organizations. Data was
collected from 64 HR professionals using the
questionnaire developed. Data collection methods
included interviews (face to face & / or telephonic) as
well as questionnaire received via email.
5.6 Descriptive Statistics
Descriptive statistics was found for the variables under
study. They have been used further in the paper to discuss
findings from the study.(Table 5.1)
Table 5.2: Frequency distribution for reduction in
attrition rate among organizations
Reduction
Frequency
Percent
missing
18
28.1
1-3%
18
28.1
4-6%
18
28.1
7-10%
6
9.4
>10%
4
6.3
Total
64
100.0

organizations which invest in engaging their employees

have lower attrition rates. Table 3 shows descriptive
statistics for the variables employee engagement and
attrition rate. The range of scores for attrition rate was
found to be very wide with the minimum score being 1%
and maximum score being 60%. This could also be due to
the fact that in service industry in general faces a
turbulent and unpredictable business environment which
also gets reflected through the attrition rate faced by the
company. Mean and Standard deviation for employee
engagement was found to be 76.45 and 13.882
respectively (Table 5.1). High standard deviation
indicates that there is great variation among the
employee engagement scores of organizations.
To test the hypothesis, respondents (HR professionals)
were asked about the attrition rate calculated for the
previous year. This was correlated with total employee
engagement score obtained. SPSS 15 was used to test the
hypothesis under consideration. Pearson product
moment correlation was applied on the data set of 64
organizations.(Table 6.2)
Results showed that employee engagement has a
moderately strong negative correlation with attrition rate
in organizations (r = -0.638). The correlation coefficient
was found to be significant at .01 levels. Thus, indicating
that organizations that score high on employee
engagement tend to have a lower attrition rate.
Regression analysis was further applied to the data set to
find whether any predictive relationship can be
established. The coefficient of determination (r2) was
found to be 0.407 (See Table 6.3). Thus, it can be said that
40% of the variation in attrition rate can be explained by
employee engagement initiatives of the
organizations.(table 6.3)
One of the key reasons for companies to invest in
employee engagement initiatives is employee retention.
Melcrum Publishing (2008) found that 73% of
companies have seen positive results in employee
retention due to their efforts in engaging employees.
Findings from the study further affirm existing literature.
Thus the Hypothesis, Employee engagement practices
significantly affect employee attrition is accepted at
0.01 level of significance.

6.
DISCUSSION OF RESULTS
High profits and fast paced growth, dont tell the full
story about many companies in Indias economy
(Nancherla, 2009). Enhanced technology and booming
economy have given rise to numerous employment
opportunities. This is creating a pressure on senior
executives, human resource professionals as well as line
managers who realize that employees who feel uncertain
about their careers or who find better opportunities
elsewhere would leave the company causing a talent gap.
All this has led organizations to use different strategies to
retain their talent pool. Further, a number of researchers
have found that lack of investment in employee
engagement strategies invariably force an organization
to bear a high cost in terms of lost customers and increase
in employee attrition.
The researcher wanted to investigate whether
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7.

65

KEY FINDINGS
Findings from literature indicate that reasons
for employee attrition vary across industries as
well as individual differences do creep into the
whole process. Some of the reasons for
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attrition as cited by researchers have been pay

& benefits, career growth, role ambiguity, work
life balance and inadequate training.
Majority of the HR professionals surveyed
identified compensation and benefits as the
primary reason for employees leaving their job.
Contrary to what HR executives believe, much
of the research evidence indicates that pay
many a times is not the primary reason for
employees leaving instead career growth has
emerged as one of the major factors affecting
attrition amongst employees (Business Today,
2009).
Statistical Analysis found that employee
engagement initiatives of organizations have a
significant effect in reducing attrition rate.
However, when HR executives were asked as to
what has been the reduction in attrition rate due
to employee engagement initiatives, around
28% of them chose not to answer the question.
The reason given was either they did not
calculate the reduction in attrition rate or they
were not very comfortable disclosing
information about it. About 28% of the
respondents reported a reduction of 1-3% and
4-6% respectively (Refer Table 5.2).

these investments in reducing the employee attrition rates

needs to be demonstrated to the top management who
then will feel more confident in further investing in such
initiatives. Thus, helping in creating a cyclical process
10.
REFERENCES
Armstrong, D. J., Riemenschneider, C. K., Allen, M. W.
& Reid, M. F. (2007); Advancement, Voluntary TurnOver and Women in IT: A Cognitive Study of WorkFamily Conflict; Information & Management; 44 (2)
Biswas, S. (2013); Attrition in India to top world charts in
2013: One in four employees to change jobs; Jun 2013
(http://articles.economictimes.indiatimes.com/2013-0607/news/39815456_1_three-employees-indianemployees-attrition)
BT People Strong Study (2009); Are You Losing The
G o o d
P e o p l e ?
(http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?
vid=8&hid=108&sid=b2c88fba-5e48-4862-b4dd9feaf26e32fa%40sessionmgr113)
CIPD Research Report (2010); Creating an Engaged
Work force: Findings from the Kingston Employee
Engagement Consortium Project
Cook, S. (2008); The essential guide to employee
engagement: Better Business performance through staff
satisfaction; Kogan Page, London & Philadelphia
Dunne, H. (2007); Putting Balance into Business: WorkLife Balance as a Strategy for Avoiding Brain Drain;
Strategic HR Review; 6 (6), pp. 28-31.
Glass, A. (2007); Understanding Generational
Differences for Competitive Success; Industrial and
Commercial Training; 39 (2)
George, D. & Mallery, P. (2003); SPSS for Windows step
by step: A simple guide and reference 11.0 update (4th
Ed.); Boston: Allyn & Bacon, p. 231
Harter, J.K., Schmidt, F. L. & Hayes, T. L. (2002);
Business-unit-level relationship between employee
satisfaction, employee engagement, and business
outcomes: A meta-analysis; Journal of Applied
Psychology; April 2002; 87 (2), pp. 268-279
Kahn, W.A. (1990); Psychological Conditions of
Personal Engagement And Disengagement at Work;
Academy of Management Journal; 33
Ketter, P (2008); Whats the Big Deal about Employee
Engagement?; Training & Development; Jan 2008, pp.
44-49
Little, B & Little, P. (2006); Employee Engagement:

8.
I M P E R AT I V E S F O R F U T U R E
RESEARCH
The present research highlights the fact that employee
engagement initiatives significantly reduce attrition rate
in organizations. Future researches can aim at finding the
reduction in attrition rate in organizations due to
employee engagement initiatives.
9.
CONCLUSION
The present research found that organizations which
score high on implementation of employee engagement
strategies have a lower attrition rate. Correlation Analysis
used to test the hypothesis under consideration was found
to be significant at .01 level. Regression analysis revealed
that 40% of the variation in attrition can be explained by
employee engagement initiatives.
Employee attrition is both a straightforward and complex
issue. The ray of hope for HR executives and line
managers, who struggle to keep their talented employees,
is to systematically build employee engagement
initiatives into their work culture. Further the effect of
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Conceptual Issues; Journal of Organizational Culture,

Communication and Conflict; 10 (1), pp. 111 120.
Nair, H. & Gavane, A. (2008); Is Attrition and Retention
Bogging You?; para. 1-4.
(http://www.citehr.com/70462-attrition-retentionbogging-you.html)
Loyd Morgan Report (2004); Driving Performance and
Retention through Employee Engagement; Corporate
L e a d e r s h i p C o u n c i l , p p . 2 - 1 8
(http://www.lloydmorgan.com/PDF/Driving%20Perfor
mance%20and%20Retention%20Through%20Employ
ee%20Engagement.pdf)
Melcrum Publishing (2005); Employee Engagement:
How to build a high-performance workforce; An
Independent Melcrum Research Report Executive
Summary, p. 4.
(http://www.melcrum.com/offer/ee/_pdf/engagementsu
mmary07d.pdf)
Melcrum Publishing (2008); Melcrum employee
engagement survey 2007/08 summary of findings, pp.
1-4

(http://www.melcrum.com/offer/etee/surveysummary.p
df)
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Bogging You?; para. 1-4.
(http://www.citehr.com/70462-attrition-retentionbogging-you.html)
Nancherla, A. (2009); Indias Attrition Problem;
Training & Development; March 2009
Robinson, D., Perryman, S., Hayday, S. (2004); The
Drivers of Employee Engagement, Institute for
Employment Studies; IES Report 408, para. 4-6
( h t t p : / / w w w . e m p l o y m e n t studies.co.uk/pubs/summary.php?id=408)
Wetzels, M., Ruyter, K. & Lemmink, J. (1999); Role
Stress in After-Sales Service Management; Journal of
Service Research; 2 (1), pp. 50-67.
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study%20India%20press%20release%20Final.pdf
http://www.thehindu.com/business/Industry/attrition-akey-worry-for-hr-managers/article2982117.ece

Table 5.1: Descriptive Statistics for Attrition Rate and Employee Engagement Total Score

Attrition rate for last year

N
64

employee engagement total score 64

Minimum
1

Maximum Mean
60
15.25

38

102

Std. Deviation
8.808

76.45

13.882

Table 6.2: Pearson product moment correlation coefficient for employee engagement total
score with attrition rate calculated for last year

employee engagement
total score

employee
engagement
total score
Pearson Correlation 1

Attrition
rate for
last year
-.638(**)

Sig. (1-tailed)
N

.000
64

64

** Correlation is significant at the 0.01 level (1-tailed).

Table 6.3: Summary of Regression Analysis between Employee Engagement & Attrition rate in organizations

Independent variable
Employee Engagement
total score

r2
F

Sig
0.407 42.520 46.192 .01

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BVIMSRs Journal of Management Research

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Vol. 7 Issue - 1 : April : 2015