Research Paper on Gender, Age and Educational Background of Respondents

Introduction

The following is an analysis of the respondents' academic level, age, and gender data collected during the study.

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An analysis of Table 1 shows 77% of the respondents are of the male gender, whereas 23% are of the female gender. The institution has more male personnel, forming the majority of the workforce. The nature of work undertaken by the institution reveals the reason behind the recruitment and retention of more male personnel when compared to their female counterparts.

Whereas, the results of the age demographics of the respondents determine; 63% are 25-35 years old, 20% are 35-45 years old, and 17% are 45 years old and above. Therefore, from the results, we can deduce the majority number of the respondents are teenage and middle-aged individuals.

The diverse level of education among the respondents provide an invaluable perception on how the organization can harness the different individual capabilities, which enables them to perceive various issues within the organization effectively. For instance, based on Table 1 results, the respondents who attend; the National Youth Service is 41%, Secondary education are 27%, Polytechnic is also 27%, and University education is 5%. The different levels of education attended by the respondents is admirable, as none of them only attended primary school. Therefore, the respondents showed the ability to quickly understand, hence responded to various questions before them in a satisfactory manner. The ease of understanding and responding to questions boost the process of data collection, as it is efficiently undertaken.

The study comprises respondents from diverse work stations within the institution. Based on Table 2 data, the work station is comprised of the following respondents; SCG 40%, DFHQ 13%, SAF 37%, SFU 3%, SDA 7%. Therefore, it can be determined that the SCG work station is comprised of a majority of the respondents. The SCG work station unit functions to provide maritime security protecting the country's EEZ.

To aid in the identification and evaluation of employee retention rate, the study found that it is integral to determine the period of employment of either employee in the organization. As indicated above, the extent of the years an employee stays in the institution can be considered to be their relative level of satisfaction with the organization based on the preexisting conditions in the working environment. Thereby, the period of employment by the various employees is as follows; 10-15 years is characterized by 36% of respondents, whereas 28% have worked between 8-10years. Moreover, 6-8 years is represented by 20% of the respondents, and 15-20 years comprised 11% of the respondents. A mere 5% of the respondents are considered to be more satisfied with the prevailing conditions as they have worked for 20 years and more. Generally, there is an increased employee retention rate as evidenced by a high percentage of individuals having worked for between 8-10 years and 10-15years.

One of the leading reasons for employee satisfaction leading to high retention rates is the promotion to more senior positions. That is because of the improved benefits top positions bring along, for instance, better salaries, and among other allowances. Generally, it is determined 31% of respondents got a promotion to higher positions for the last time in 2015. Whereas the year 2016 witnessed 26% of respondents being promoted, 27% in the year 2017, and lastly the year 2018 18% of the respondents were promoted.

Factors Affecting Job Satisfaction

The section is a presentation of the results based on the first research prompts which was to identify and evaluate factors influencing job satisfaction leading to the retention of employees within the institution (Razik and Maulabakhsh 2015).

Figure 1. How satisfied are you in your present job?

Nearly half number, 49%, of the respondents reported being satisfied with the prevailing working conditions within the institution. Whereas 39% of the respondents said to be very satisfied in their respective jobs, and only 12% indicated they are not happy with the working conditions. When compared to the study conducted in the year 2015-2017, there is a significant improvement with regards to the employee retention rate, as determined by a large number of employees who are guaranteed to have a future within the organization. According to work by Harper et al., high rates of job satisfaction is demonstrated by workers staying longer in the organization. Moreover, they deliver high throughput based on their work rates (Harper, E., Castrucci, B. and Bharthapudi 2015).

Figure 2: Are you with your working condition?

Figure 3: Showing satisfaction in with salary and additional fringe benefits.

From the results, it was determined a high percentage (76%) of the respondents reported satisfaction in the current salaries and benefits offered to them as per their contribution in the organization, whereas, 24% of respondents are dissatisfied. According to the observed results, the institution values offers benefits to ensure job satisfaction. The finding corresponds with a study done by Mbasso and Dlamini, who determined that increased compensation to employees lead to job satisfaction (Mabaso and Dlamini 2017).

Figure 4: Are you job secure?

From the results, 75% of respondents feel job secure, whereas, 25% of respondents are not feeling secure.

When evaluating the results from the collective data sets as displayed by figures one to four, we deduce significant findings. For instance, we determine that when the working environment of the workforce is taken care of and made comfortable, the more satisfaction they get, hence feel job secure. That is culminated by high employee retention and enhanced performance. According to previous research by Terera and Ngirande, they noted job satisfaction is a crucial factor when it comes to employee retention (Terera and Ngirande 2014). That is especially when the working environment is enhanced to be made comfortable and convenient for the employees. Such that, the institute can determine they have fully catered for the workforce needs, therefore, stay longer and become more productive (Iqbal, Guohao, and Akhtar 2017, p.153).

References

Harper, E., Castrucci, B. and Bharthapudi, K. (2015). Job Satisfaction: A Critical, Understudied Facet of Workforce Development in Public Health. [online] NCBI. Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4590522/ [Accessed 21 Mar. 2019].

Iqbal, S., Guohao, L. and Akhtar, S. (2017). Effects of Job Organizational Culture, Benefits, Salary on Job Satisfaction Ultimately Affecting Employee Retention. Review of Public Administration and Management, 05(03): 120-196.

Mabaso, C. and Dlamini, B. (2017). Impact of Compensation and Benefits on Job Satisfaction - SciAlert Responsive Version. [online] Scialert.net. Available at: https://scialert.net/fulltextmobile/?doi=rjbm.2017.80.90 [Accessed 21 Mar. 2019].

Razik, A. and Maulabakhsh, R. (2015). Impact of Working Environment on Job Satisfaction. [online] Science Direct. Available at: https://www.sciencedirect.com/science/article/pii/S2212567115005249 [Accessed 21 Mar. 2019].

Terera, S. and Ngirande, H. (2014). The Impact of Rewards on Job Satisfaction and Employee Retention. [online] Mcser.org. Available at: http://www.mcser.org/journal/index.php/mjss/article/view/1925 [Accessed 21 Mar. 2019].