The Impact of Financial and Non-Financial Rewards on Employee Turnover in the Telecom Industry of Pakistan: The Moderating Role of Training and Development

In the rapidly evolving and competitive landscape of the telecom industry in Pakistan, retaining skilled human capital is crucial for achieving organizational goals and ensuring strategic success. This study explores the complex dynamics of employee turnover by examining the impact of various rewards on employees’ intentions to leave, with a special emphasis on the moderating role of training and development. Specifically, it empirically assesses six predictor variables: remuneration, work-life balance, cash incentives, employee recognition, supervisor support, and training and development. Each of these predictors are evaluated for its influence on employee turnover within the context of the Pakistani telecom sector. Employing a quantitative research approach grounded in a positivist philosophy, this study adopts a deductive research methodology to establish causal relationships among the studied variables. The research design is descriptive and analytical, facilitating an in-depth examination of the interactions between reward factors and employee turnover intentions. Data collection was meticulously executed through structured survey questionnaires, utilizing Likert scales, and encompassed a diverse cohort of 200 telecom industry employees, comprising both male and female participants across various job roles and age groups. To rigorously analyze the collected data, advanced statistical techniques were applied, including correlation analysis, regression analysis, and hierarchical regression models. These methods helped elucidate the specific impacts of each reward type on turnover intentions and revealed how training and development modify these effects. The findings highlight a significant negative correlation between comprehensive rewards packages and employee turnover intentions. Notably, the study confirms the mitigating role of training and development in the relationship between remuneration and turnover intentions, suggesting that well-structured training programs enhance job satisfaction and loyalty. However, it was observed that training and development do not have a uniform moderating effect across all reward types. This research contributes to the understanding of employee retention strategies in the telecom sector and provides actionable insights for HR managers aiming to devise effective reward systems. By detailing the specific impacts of various rewards and the crucial role of training and development, the study offers a valuable framework for reducing turnover and enhancing employee engagement in high-turnover industries.

Name dc:type.qualificationname

dba

Level dc:type.qualificationlevel

doctoral

Grantor dc:publisher.institution

University of Wales Trinity Saint David

Year dc:date.issued

2025

Author dc:creator

• Shahbaz, Muhammad

• HD28 Rheoli. Rheoli Diwydiannol

Dc Identifier Grantnumber

UWTSD

OAI identifier oai:identifier

oai:repository.uwtsd.ac.uk:3654