Why I left and why I want to leave: A Phenomenological Perspective of Asian Employees Turnover

The current research was conducted to explore the possible causes of actual employee turnover and turnover intentions. Using Post positivism research philosophy, phenomenological qualitative research method was used to explore the phenomena. Semi-structured interviews of 21 bank employees (selected using purposive sampling) were conducted which were analyzed using NVivo 12. The research findings suggest many uniques themes in order to overcome the problem of employee turnover, especially for banks. The themes which were developed consisted of five significant themes such as the bank appraisals and reward system was identified as biased and based more on favoritism, employee feel that their actual performance is not evaluated properly and sincerely. The other factor concluded by the research findings is that the employees are dissatisfied with the salary and benefits, as they felt that there should a consistent effort to identify employee personal needs which should be customized accordingly in their compensation plans as well. The very essential factor recognized in the research finding was the upward and downward communication gaps with the employees. Such perceptions generated related issues as the employees felt that branches are much deprived to have a direct communication channel with the top team heads. The other very essential factor discovered after the investigation of the phenomena of turnover is lack of career growth. Lastly, another important cause of employee turnover was the transfers, which took place without the consent of the employee. Employees felt demotivated due to such transfers and changes in their work locations. Recommendations and future research directions have been at the end of the research

Understanding the Sustainability and Institutionalization of Change Initiatives for School Improvement

The sustainability and institutionalization of change initiatives for school improvement dependent on a number of inter-related factors and many of which are cultivated through leadership. The focus of this study was to understand how school leadership sustains and institutionalizes change initiatives for school improvement. The study design was qualitative in nature. Two schools from each public and private educational system were selected, to understand the continuation of the innovations from two diverse outlooks and contexts. The focused, sustained change initiatives in this study were the initiation of the English medium section and school-based teacher professional development in the case study schools, respectively. The headteacher, professional development teacher, and two senior subject teachers from each school were the direct source of data collection for this study. Data were generated through multiple methods such as interview, observation, and document analysis. The findings of the study reported that despite working in a limited framework and resources, school leadership play crucial role as robust contributor in fostering educational changes and school improvement. It was also found that the close association and ongoing interaction of both the school leadership with the stakeholders stimulated and created a culture of collegial relationship in the schools. The involvement of stakeholders in decision-making, shared leadership, and provision of ongoing professional development opportunities created a sense of ownership, commitment, and determination among the staff members. As a result, they put their efforts collaboratively for the sustainability of the change initiatives and school improvement.