University of Ghana http://ugspace.ug.edu.gh UNIVERSITY OF GHANA BUSINESS SCHOOL EXPLORING THE AUDIT ASSISTANTS’ DECISION TO LEAVE AUDIT FIRMS IN GHANA By GIDEON MAWULI GOZAH (10700282) A DISSERTATION SUBMITTED TO THE UNIVERSITY OF GHANA BUSINESS SCHOOL IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF MASTER OF SCIENCE IN ACCOUNTING AND FINANCE JUNE 2019 University of Ghana http://ugspace.ug.edu.gh DECLARATION I GIDEON MAWULI GOZAH, do hereby declare that this thesis, “EXPLORING THE AUDIT ASSISTANTS’ DECISION TO LEAVE AUDIT FIRMS IN GHANA”, is the original work done by me in the Department of Accounting and Finance, University of Ghana Business School in the 2018/19 academic year. To the best of my knowledge, except for works of others cited and duly acknowledged in reference, it contains neither materials submitted in whole nor in part for the award of academic qualifications in the University of Ghana or any other institution of higher learning. Sign: ................................................. Date: ….................................................. GIDEON MAWULI GOZAH (10700282) i University of Ghana http://ugspace.ug.edu.gh CERTIFICATION I hereby certify that this thesis was supervised in accordance with the procedures laid down by the University. DR. GODFRED MATTHEW YAW OWUSU (SUPERVISOR) SIGNATURE …………………………. DATE……………………... ii University of Ghana http://ugspace.ug.edu.gh ABSTRACT This study employed the Probit regression method to identify and examine the extent to which the identified factors influence the audit assistants’ decision to leave the audit profession in Ghana. The study identified age, marital status and sex of audit assistant as influential factors to the decision to leave the audit profession. Thus, the study concludes that older, married audit assistants are more likely to exit the audit profession perhaps due to the added domestic responsibilities given the fact that most were not satisfied with their compensation. Consistent with expectations, the study also concludes that females are more likely to exit the audit profession perhaps due to the male dominated environment they find themselves. Given the low percentage of audit assistants’ level of satisfaction with their compensation, it is recommended that audit assistants’ should be duly compensated on their work Again, it is suggested that audit firms should continue to provide career training for the assistants and help them see how their work impact on the organizational overall objective. iii University of Ghana http://ugspace.ug.edu.gh DEDICATION I dedicate this dissertation to God Almighty, maker of Heaven and Earth and to my dear wife Elizabeth, my dad Mr. Gomez Gozah, Lovely Mum, Margaret Gozah and brothers. iv University of Ghana http://ugspace.ug.edu.gh ACKNOWLEDGEMENTS I wish to sincerely thank my academic supervisor, Dr. Godfred Matthew Yaw Owusu for his continuous guidance during my course of study. To all faculty members of the University of Ghana Business School, I say thank you for your support and timely interventions. I will like to also thank all audit assistants and former audit assistants who took time off their busy schedules to provide information required for the study. Finally, to my colleagues at the University of Ghana Business School, I say thank you. v University of Ghana http://ugspace.ug.edu.gh TABLE OF CONTENTS CONTENT PAGE DECLARATION ............................................................................................................ i CERTIFICATION ......................................................................................................... ii ABSTRACT ................................................................................................................. iii DEDICATION .............................................................................................................. iv ACKNOWLEDGEMENTS ........................................................................................... v TABLE OF CONTENTS .............................................................................................. vi LIST OF FIGURES ................................................................................................... viii LIST OF TABLES ........................................................................................................ ix LIST OF ABBREVIATIONS ........................................................................................ x CHAPTER ONE ............................................................................................................ 1 INTRODUCTION ......................................................................................................... 1 1.1 Background ..................................................................................................... 1 1.2 Problem Statement .......................................................................................... 2 1.3 Research Objectives ........................................................................................ 4 1.4 Significance of the study ................................................................................. 4 1.5 Condensed Methodology................................................................................. 5 1.6 Scope and Limitations of the study ................................................................. 5 1.7 Chapter Disposition ......................................................................................... 5 CHAPTER TWO ........................................................................................................... 6 LITERATURE REVIEW .............................................................................................. 6 2.1 Introduction ..................................................................................................... 6 2.2 Theoretical Literature ...................................................................................... 6 2.2.1 Employee Turnover ..................................................................................... 6 2.2.2 Factors affecting Employee Turnover ......................................................... 7 2.3 Empirical Literature ...................................................................................... 14 2.4 Qualitative Response Models ........................................................................ 16 2.5 Summary of Literature Review ..................................................................... 17 CHAPTER THREE ..................................................................................................... 19 vi University of Ghana http://ugspace.ug.edu.gh METHODS .................................................................................................................. 19 3.1 Introduction ................................................................................................... 19 3.2 Conceptual Framework ................................................................................. 19 3.3 Theoretical Framework ................................................................................. 20 3.4 Analytical Approach ..................................................................................... 20 3.4.1 Likert Data Analysis .............................................................................. 20 3.4.2 The Probit Model ................................................................................... 21 3.5 Operationalization of Variables .................................................................... 22 3.6 Data Source, Sample and Sampling Procedure ............................................. 24 CHAPTER FOUR ........................................................................................................ 25 RESULTS AND DISCUSSIONS ................................................................................ 25 4.1 Introduction ................................................................................................... 25 4.2 Relative percentages of contributory factors to job satisfaction ................... 25 4.3 Magnitude and direction of factors influencing audit assistant’s decision to leave the audit firm ................................................................................................... 27 CHAPTER FIVE ......................................................................................................... 30 CONCLUSION AND RECOMMENDATIONS ........................................................ 30 5.1 Introduction ................................................................................................... 30 5.2 Conclusions ................................................................................................... 30 5.3 Recommendations ......................................................................................... 31 REFERENCES ............................................................................................................ 32 APPENDICES ............................................................................................................. 41 vii University of Ghana http://ugspace.ug.edu.gh LIST OF FIGURES Figure 1: Conceptual Framework of factors influencing audit assistant's decision to leave the audit profession............................................................................................. 19 viii University of Ghana http://ugspace.ug.edu.gh LIST OF TABLES Table 1: Operationalization of variables and a priori expectations ............................. 23 Table 2: Valid percentages of contributory factors to level of satisfaction ................. 26 Table 3: Probit results of influencing factors on the audit assistants' decision to exit the audit profession ............................................................................................................ 29 ix University of Ghana http://ugspace.ug.edu.gh LIST OF ABBREVIATIONS AC Audit Committee EB Executive Board IAF Internal Audit Function LDV Limited dependent variables OCB Organizational Citizenship Behaviour OLS Ordinary Least Squares x University of Ghana http://ugspace.ug.edu.gh CHAPTER ONE INTRODUCTION 1.1 Background According to Eulerich et al., (2017) recent corporate indignities and financial crunches has heralded the need for effective governance structures. In this wake, Roussy (2015) argue that there is a paradigm shift from the unambiguous roles of monitoring the internal control happenings played by the audit committee (AC), the internal audit function (IAF) and the executive board (EB). Recent literature increasingly refers to the benefits of implementing an IAF in addition to the well-known factors of good corporate governance, such as EB and AC members. For instance, Mohamed (2012) observes that when ACs and IAF works together, the result is a reduction in asymmetric information between EBs and shareholders leading to a general improvement in the governance system. Thus, the role of the IAF has metamorphosed from an in-house “watchdog” for EBs to serving the interests of shareholders and other external stakeholder such as regulators and auditors. Auditors play a very significant part in the development and improving the global economy when they express a view on the objectivity of financial statements (Al- Khaddash et al., 2013). By the auditors work therefore, financial statement users are assured of proper measurement, accurate reporting and fair presentation of financial data. Despite the auditors’ important role, Alvesson (2011) report a menacing phenomenon in the audit profession that sees more than fifty percent of audit assistants abandon the profession in less than three years after starting their audit careers and even before they get certified. Though this occurrence is not peculiar to the audit profession Binti et al., (2016) observe that the turnover phenomena in public accounting is a topical subject because auditors are a firms’ core capital. Thus, Ready et al., (2008) 1 University of Ghana http://ugspace.ug.edu.gh observe that holding onto their pool of talent including audit staff should therefore be one of the topmost priorities of any organization seeking growth sustainability and marketplace competitiveness. In this light, Endang and Irma (2014) indicate that organizations must work to attract and retain competent and committed staff, dedicated to performing in-step with the requirements of the organization. To achieve this, a congenial work environment and that level of satisfaction the employee attaches to the work cannot be overlooked. According to Chi et al., (2013) job satisfaction is a major contributing factor of employee turnover. Evidence from literature suggest that job satisfaction hinges on the conditions of work, the work environment as well as perceptions of the profession (Furnham et al., 2009). In the case of the auditor, a number of reasons can be ascribed to the desire to leave the profession. Aside the case of job satisfaction and work environment cited above, Arif et al., (2018) mentions burnout as a factor. For instance, Herda (2012) states that burnout is the results of demanding job schedules, ultimately resulting in high level of turnover intention. Organizational commitment is also a factor noted to impact the desire to change jobs. A possible explanation for this phenomenon is that many accounting graduates perceive working in public accounting firms as a means to gain experience and training before getting better job. 1.2 Problem Statement According to Zhang (2016) when an individual who gets material yield from an organization either voluntarily or involuntarily terminates his membership of the said organization, the process is referred to as employee turnover. Voluntarily, the employee may resign or switch careers and this is usually predictable and controllable to a certain degree. Involuntary turnover on the other hand sees the organization terminating the 2 University of Ghana http://ugspace.ug.edu.gh employee’s engagement. The situation is not limited to auditors in public accounting firms but also those in government agencies have turnover intentions (Arif et al., 2018). According to Dysvik and Kuvaas (2010) employee turnover is acknowledged as a key managerial concern in modern organizations. For instance, with regards to employee turnover, Nadiri and Tanova (2010) identified over 1500 studies. According to Suwandi and Indriantoro (1999) the auditing profession is one characterized with high levels of job switching. Again, Hiltebeitel and Leauby (2001), over fifty percent of persons whose first profession is auditing, switched careers in three years. What is more, Gertsson et al., (2017) echoing the sentiments of Abbott (1988) observe that most audit assistants quit even before getting certified. While turnover can be advantageous to employers in the event of non-performing personnel leaving, losing competent staff can have a debilitating effect on confidence and work environment and eventually, quality of output. For instance, according to Arif et al., (2018) in the event of an auditor turnover, there is time and cost of educating and training new employees who qualify as auditors. Though the audit profession expects some natural turnover as a result of due up or out system (Carrington, 2010), the attendant challenges associated with a high number of assistants quitting the profession is reduced audit quality associated with low expertise (Chi et al., 2013). Given the importance of the audit function in economic development and advantage of losing a non performing personnel such as improving the agility and creativity of the organization, there is an associated cost of a competent employee leaving. These include attracting and training along with decreased enterprise reputation raising the following research questions; 1. What factors contribute to the audit assistants’ choice to quit the audit profession in Ghana? 3 University of Ghana http://ugspace.ug.edu.gh 2. What is the relationship between the identified factors on the choice to quit the audit profession? 1.3 Research Objectives The primary objective of the study is to ascertain the decision why the audit assistant in Ghana will to leave the audit firm. To do this, the study will address the following specific objectives; 1. To identify factors that contribute to the audit assistants’ decision to leave the audit profession in Ghana. 2. To examine the extent to which the identified factors influence the audit assistants’ decision to leave the audit profession. 1.4 Significance of the study The present study will contribute to literature on turnover in audit firms by exploring the factors that influence career change. Especially in the Ghanaian context, this will help identify what motivates the Ghanaian audit assistant to either remain in or exit the audit profession. Understanding the motivating factors to the audit assistants’ decision to chart a career path in the audit profession will help in policy formulation to assist curb the challenging phenomenon that plagues the audit profession. Thus, human resource professionals as well as audit firms and government agencies will gain insight as to how to attract and more importantly retain top and committed talents in the audit profession. Retaining competent and motivated audit assistants will in turn aid in the quality of audit conducted and this will serve as a bedrock for proper corporate governance, stakeholder confidence. 4 University of Ghana http://ugspace.ug.edu.gh 1.5 Condensed Methodology The study employed descriptive analysis to appreciate the relative influence of the identified factors on the level of satisfaction. A binary regression model was used to ascertain the decision of the audit assistant to leave the audit profession and the magnitude and direction of the explanatory variables. 1.6 Scope and Limitations of the study The present study will focus on audit firms in Ghana by administering questionnaires to auditors in these institutions. The essence is to gather data to address the outlined research objectives. Where available, the study will rely on secondary data. For instance, data on audit assistant turnover from the various institutions within the past five years will be sought in order to describe the trend in Ghana. The study will also identify from literature, factors that contribute to audit assistant turnover and present these to respondents to rank in order how the think these factors affect the decision to leave the audit profession. 1.7 Chapter Disposition The study is organised into five chapters. In chapter one, a general introduction to the study is provided, highlighting the problem under investigation as well as research objectives. In chapter two, the literature reviewed for the study is presented. This provided the theoretical underpinnings for the study. Chapter three highlights the methods employed in generating the results of the study. The results and its discussion are presented in chapter four. Chapter five is dedicated to the summary, conclusions duly drawn from the results and their corresponding recommendations. 5 University of Ghana http://ugspace.ug.edu.gh CHAPTER TWO LITERATURE REVIEW 2.1 Introduction This chapter reviews the relevant literature that contributed to this thesis. The chapter consists of two broad sections namely theoretical literature and related studies. 2.2 Theoretical Literature 2.2.1 Employee Turnover The process of an individual who profits material return from an organization terminating his/ her membership to the organization is referred to as employee turnover (Zhang and Li, 2002). This process can either be a voluntary decision on the part of the employee usually unpredictable who leaves the company by either resignation forms or involuntary, usually predictable and controllable where the turnover decision is initiated by the organization by firing or dismissing among others. In spite of the debilitating effects of employee turnover, there are advantages. For instance, Zhang and Li (2002) acknowledged that low quality employees are replaceable and this will improve how creative, flexible as well as adaptable an organization becomes. This notwithstanding, there is increased cost of turnover in terms of recruiting and training new staff as well as productivity loss due to low morale and damage position chain among others. According to Zhang (2016) the research history of the turnover phenomena dates back to the 20th century with the trailblazers being economists who primarily employed macroeconomic parameters such as wages, the structure of the labour market and the rate of unemployment to ascertain how employee turnover is influenced. The 1970s, saw industrial psychologists enter the fray with an argument that the range of turnover 6 University of Ghana http://ugspace.ug.edu.gh determinants used by economists could not only be the influence factors as these failed to account for noneconomic factors and to clarify how compensation influenced turnover. According to Zhang and Zhang (2003), psychologists focused on the relationship between hidden individual psychology variables and employee turnover. Literature is rife with a plethora of reasons for auditors’ desire to change jobs. For instance, Herda (2012) observes that the auditor’s job demands result in high turnover intentions due to burnout. According to Maslach and Jackson (1981), burnout is defined as a syndrome of emotional exhaustion, depersonalization and low sense of self accomplishment that leads to a decrease in effectiveness of the work. Moynihan and Pandey (2007) also note that desire of the auditor to switch jobs depends on organizational commitment arguing the relationship between a company and its employee is measured by the commitment of the former. Therefore, an employee with strong commitment has a least desire for job switch. Mendis (2017) throw in another perspective of the reason to leave an organization when he observed that the reward system of an organization can influence the decision to stay. In section 2.2.2 below, the contribution of some influence factors on employee turnover are discussed from the perspectives of the individual, the work and organization as well as social and economic. 2.2.2 Factors affecting Employee Turnover In this section, a general overview of some factors influencing the employee’s turnover decision is discussed. 7 University of Ghana http://ugspace.ug.edu.gh Personal Factors The personal characteristics of an individual such age, gender, level of education, marital status, years of working and individual ability are among a host of factors research over the years have shown to influence turnover (Liu and Wang, 2006). Age Age has been argued in literature as being a factor in the turnover of employees. Ma et al., (2003) for instance observe that there is an inverse relationship between young employees with high level of education and job satisfaction and commitment to the organization leading to turnover intentions. Zhang and Zhang (2003) however note that there is low turnover among employees who are over 30 years old, arguing that domestic responsibility is primary to quitting. Gender Gender is a major concern in the audit profession where female assistant audits maybe sexually harassed by their male counterparts who on most occasions are their seniors at work. Most of the audit firms do not even have any senior employee who is a female. This highly discourages the female gender. Ma et al., (2003) observe that turnover rate in female is greater than males arguing that domestic assignment of married women is a major contributory factor. Again, Gammie and Whiting (2013) observed that women lean towards leaving the profession in quest of favourable work environment and not willing to assent to organizational norms. Level of Education According to Ma et al., (2003) there is low level of job satisfaction among highly educated employees. Thus, commitment remains low to the organization with attendant increased turnover intention. 8 University of Ghana http://ugspace.ug.edu.gh Individual Ability Individual ability contributes to the level of job satisfaction and thus turnover. For instance, Chen and Li (1998) recognizes individual ability as an influencing factor of turnover intention arguing that incompetent employees turn to turnover much as competent with little avenues of career development. It is therefore important that organizations provide an atmosphere that can harness the individual’s knowledge, attitudes, skills and competencies in relation to the task being performed. If that is done, targets can be met which gives a sense of accomplishment and thus lead to organizational citizenship. Socioeconomic Factors According to Mendis (2017), social and economic factors such as relationship (both in and out of the office), remuneration and cash incentives as well as work life balance affect employee turnover. Adding to the list, Huang and Huang (2006), noted the cost of living while Silva Filho (2016) added labour market. Relationship and supervisor support Another contributory determinant of turnover intention is interpersonal relationships. For instance, Benke and Rhode (1980) posit that strained relations are strenuous and uncomfortable. As such, Pitman et al., (1989) mention that poor relations will likely lead to the decision to quit. Maertz et al., (2007) while analysing the effect of perceived supervisor support among other factors impinged on turnover, came to the conclusion that supervisor supports is a valuable implication in turnover management. To this end, Mendis (2017) opined that, in order to increase employee retention, it is the responsibility of supervisors to a build 9 University of Ghana http://ugspace.ug.edu.gh positive relationships and maintain a congenial work environment. In his view, Son (2014) argue that an employee is more likely to retain in the organization if s/he has a good relationship with the supervisor who is seen as an agent of the organization. Remuneration and cash incentives The effect a wage has on employee turnover cannot be overemphasized. A'yuninnisa and Saptoto (2015) submitted that there is a higher correlation between pay level dimensions and the decision to quit. The implication of their finding is that contented employees with the level of their pay are most pleased and less expected to quit their present jobs. Therefore, if the employee is not happy, s/ he will be willing to move on. Naeem et al., (2016) also observed an inverse relationship between turnover intention and salary. Thus, an inverse relationship between the pay level and turnover intention. Another influencing factor is the argument put forward by Atiq and Bhatti (2014) who observed a strong relationship of cash incentives and turnover intention in different age groups. In this regard, Mendis (2017) states that monitory and non-monitory incentives heighten employee commitment and thus retention. Babangida et al., (2014) also opined a linear relationship among marginal benefits and turnover intention in the hotel industry. Thus, it is imperative that the type of incentive scheme adopted should be in relation to the job objectives and attainable by the employee so as to keep turnover intentions at a lower frequency. Work life balance According to Mendis (2017) there is no global convention on how work life balance is defined. This is because, every individual has different priorities and the best mix of work and life is peculiar to the individual. This notwithstanding, Clutterbuck (2003) suggests that work life balance is a state of an individual managing the potential demand 10 University of Ghana http://ugspace.ug.edu.gh on his time and energy resources in relation to the fulfilment of his well-being. According to Klopping (2011) the level of control on the working modalities of an individual determines his work life balance. Mendis (2017) argue that the demand for the individual’s time by work and his family is a potential source of conflict for any employee leading to the decision to quit. There is a positive correlation between work life balance and decision to quit (Rashid et al., 2013; Ghayyur and Jamal 2012). Noor (2011) however observed a negative correlation between work life balance, job satisfaction, organizational commitment and turnover. Cost of living The higher the cost of living, the lower the turnover. For instance, Zhang (2016) argue that, the probability of employee turnover will reduce under the condition of high cost of living for the reason that employees need to make a living while the staff in pursuit of a better quality of life will switch jobs in favour of higher paying job. Organization and Work Factors Among the factors identified from literature to affect turnover intention, organization and work-related factors seem to embody the others. This is because, not only does it provide the platform for the individual (personal characteristics) to demonstrate how socioeconomic characteristics influence his decision making but also how the employer’s actions and or inactions impact on the individual’s decision. Thus, the factors range from organizational commitment, work environment, job satisfaction, job stress, enterprise culture and system and organizational justice among others (Zhang, 2016). For instance, Ling et al., (2005) argue that the better enterprise prospect that employees can observe, the lower the probability of employee turnover. Organizational commitment 11 University of Ghana http://ugspace.ug.edu.gh Organizational commitment refers to a stable attitude highly regarded by employees that returns a broad emotional response to the organization (Zhang, 2016). According to Ramay and Muhammad (2012) commitment refers to the concentration and the craving an individual has with regards a certain work. Mowday (1998) argue that committed employees have improved relationships with organizational stakeholders with little desire to quit. Work environment According to Zhang (2016), the work environment which depicts the enterprise culture and system has a positive connexion with organizational commitment. Jain and Kaur (2014) note that work environment encompasses all the aspects that affect an employee’s body and mind. To this end, work performance can be maximized under congenial work environment. Thus, an attractive work environment will lead to committed employees, enhanced motivation and increased level of satisfaction. According to Danish et al., (2013) work environment is a comprehensive concept which embraces aspects of psychological, physical and social working conditions of an employee and affects organizational commitment. For instance, Bakotić and Babić (2013) observe that difficult working environment deprives employee of happiness and comfort with the organization. Thus, the effect of work environment can be either negative or positive on the welfare of employees. It is therefore imperative that in order to achieve a stable organization and to maintain the competitive position, a conducive work environment is maintained to enhance employee level of commitment. Job stress Evidence from literature points to a negative relationship between role conflict, role ambiguity and job satisfaction. For instance, Bakotić and Babić (2013) observe an inverse relationship between stress productivity and performance of an employee 12 University of Ghana http://ugspace.ug.edu.gh According to Zhang (2016) it is discernible that an employee who perceive conflicted and ambiguous roles as stress would have limited job satisfaction. Organizations look for ways to remove the ill effect of negative work environments in order to make employees satisfied. Job satisfaction According to Binti et al., (2016) job satisfaction is a measure of the degree to which an employee enjoys his work. Zhang (2016) defines job satisfaction as an employee’s sense of comfort and positive experience in relation to his work. Therefore, job satisfaction can impact the individual’s work behaviour and organizational performance as a whole. This is corroborated by Abdullah and Ramay (2012) who observe that satisfied employees have high performance thereby leading to an improved organizational performance. There is an inverse relationship between work satisfaction and turnover. For instance, Ehrhart and Ziegert (2005) contend that job satisfaction is an imperative aspect in the determination of employee turnover in any firm. For employees to be satisfied however, s/he must be attracted to an organization the suits his/ her personality and values. In this regard, Binti et al., (2016) note that the employee’s ideas must be listened to, their personality must be highly respected, there is room for career growth, and freedom of expression and thought is promoted. Thus, in an organisation where employees have no freedom of expression, employees will not give their best and will quit looking for better organizations or career to venture in. Again, not having clear sense of direction can lead to unsatisfied employees whose may quit. 13 University of Ghana http://ugspace.ug.edu.gh Role conflict and role ambiguity Rizzo et al., (1970) explained role conflict as a mismatch in communicated expectations that have a bearing on the seeming performance while role ambiguity is an absence of a clear course of what is expected of the individual. The implication of a conflicted or an ambiguous role therefore is, an unsatisfied personnel, who will ultimately turnover. There is ample evidence in literature to support this claim. For instance, Gregson and Wendell (1994) as well as Sin (1997) reported a negative correlation between conflict ing and ambiguous roles on one side and job satisfaction on the other. Other researchers have reported negative correlations between ambiguous and conflicting schedules and satisfaction on the job (Jamal, 1997; Hartenian et al., 1994; Yousef, 2000) Training and personnel involvement Opportunities to train and develop ones skill and competence on the job is directly related to the decision to turnover. This is corroborated by Zhang (2016) who observed that, an employee remaining at post is dependent on the organizations ability to provide training and learning opportunities. In their view, Liu et al., (2006) argue that every employee have ideal and ambition to develop their capabilities, grow and realize oneself. Thus, if the opportunity to achieve this feat is absent in the company, the choice route becomes turnover. Turnover is also influenced by the degree to which an individual participates decision making in the company or department (Zhang, 2016). Thus, it is imperative that staff is allowed a growth path and a degree of decision making opportunity on the job for his satisfaction and ultimate retention. 2.3 Empirical Literature Mendis (2017) studied how the relationship of an organizational reward system and turnover intentions of employees by empirically evaluating how cash incentives, 14 University of Ghana http://ugspace.ug.edu.gh remuneration, supervisor support, work life balance and employee recognition affect turnover intention of non-executives in the Sri Lankan logistics industry. He found out that all the five variables had a negative and significant correlation with turnover intention concluding that employee turnover intention is affected by financial and non- financial rewards. In his recommendation, he proposed the development of a well- proportioned financial and non-financial rewards to reduce the instance of employee’s leaving. In his investigation of the potential mediating role of job satisfaction between role stressors, namely role conflict and role ambiguity as sources of stress, on the one hand, and various facets of organizational commitment, namely affective, continuance and normative, on the other, Yousef (2000) sampled 361 employees in a number of organizations in the United Arab Emirates. Path analysis revealed that role ambiguity directly and negatively influences both affective and normative commitments. His results also showed among others that job satisfaction directly and positively influences affective and normative commitments and negatively influences continuance commitment-low perceived alternatives. Endang and Irma (2014) interviewed a total of 162 respondents and employed path analysis to understand the precursory effect of work environment on organizational commitment and job satisfaction and their impact on organizational citizenship behaviour of internal auditors. They observed that work environment is antecedent of job satisfaction and organizational commitment of internal auditors which ultimately affect organizational citizenship behaviour of internal auditors concluding that these lead to attaining organization goals. 15 University of Ghana http://ugspace.ug.edu.gh In their study, Kaplan et al (2012) assessed the relationship between job satisfaction and organizational commitment using hospital employees as case. They observed a positive and significant relationship for both affective and normative commitment but not continuance with job satisfaction. The same result was seen with both correlation and regression analysis. 2.4 Qualitative Response Models The presence of zeros in primary economic research data provides estimation challenges. For instance, Humphreys (2013) notes that using Ordinary Least Squares (OLS) to estimate unknown parameters of a regression model with such data can lead to a number of econometric problems. Thus, Limited dependent variables (LDV) estimation methods provide the framework for such analysis. Wooldridge (2008), defines an LDV as a dependent variable whose range of values is substantively restricted arguing that where zeros are present in response variable rather than the explanatory, the estimation model is called Qualitative Response Models (QRMs). Thus, QRMs give the theoretical bedrock for estimation of dependent variable with qualitative instead of quantitative data. Therefore, given a set of explanatory variables (be they both qualitative and quantitative), if the dependent variable is a discrete choice i.e. ‘this’ or ‘that’, a QRM is used for estimation. Unlike parameter estimates being means or expected value in other methods of estimation, those in a QRM are the probabilities thus QRMs are also referred to as probability models. The Linear Probability Model (LPM), the Logit, Probit and the Tobit models are methods to developing probability models with binary choice responses. A host of researchers argue as conventional notion that the choice of the link function between the Logit and the Probit model is dependent on the individual making the two models 16 University of Ghana http://ugspace.ug.edu.gh qualitatively similar (e.g., Greene, 1997, p. 875; Gill, 2001, p. 33; Maddala, 1983; Davidson and MacKinnon, 1993; Long, 1997; Powers and Xie, 2000; Hardin and Hilbe, 2001). The difference is suggested to be the standard logistic distribution and the normal distribution of errors for the Logit and Probit respectively. Hahn and Soyer (2005) however argue that this is true to some extent as it can be demonstrated that the parameter estimates of both models cannot be directly compared. For instance, Hahn and Soyer (2005) argues that, for univariate binary response models, the advice of similar results is acceptable but pales in the case of multivariate binary response variables. Hahn and Soyer (2005) examined empirically the relationship between selecting a model fit in two classes of multivariate binary response models and a link function in addressing this gap. They established that even in small data sets selection of the appropriate link can improve the model fit. In their conclusion, they suggest that the logit link is an appropriate fit when extreme independent variable levels are present in multivariate link function models. ,. Contrariwise, they argue that, with moderate size data sets, the model fit in random effect models is generally improved by selecting the probit link. Amongst the LPMs, the Probit model is able to overcome heteroscedasticity, constraining the utility value of choice between zero (0) and one (1) (Asante et al., 2011). With the assumptions of normality given, the Probit model assumes that, for the ith economic agent, there is a certain unobservable utility index or latent variable that can influence the probability of accessing ‘a’ or ‘(1-a)’ such that the greater the index, the higher the probability of choosing ‘a’. 2.5 Summary of Literature Review The chapter on literature review is sectioned mainly into theoretical literature and empirical literature. The theoretical literature provided insight into concepts such as 17 University of Ghana http://ugspace.ug.edu.gh turnover and limited probability models and served as a good foundation for the study. For instance, the review of the turnover concept highlights that, inherent in turnover action is the idea of turnover intention which is influenced by personal, organizational and work as well as socioeconomic factors. The review of empirical literature also provided understanding of how previous researchers defined and measured the identified factors which will be used in addressing objectives two and three of the study to provide a body of knowledge for the Ghana context. It is worth mentioning that given the arguments of intention translating into action, an audit assistant may have the intention to exit which is yet to be actioned, thus, a binary choice dependent variable which is measured as dummy ((1) indicating action and (0) otherwise), hence the review of QRMs. 18 University of Ghana http://ugspace.ug.edu.gh CHAPTER THREE METHODS 3.1 Introduction This chapter describes the variables used, the sampling method and the method of analysis. The method of analysis gives insight into the conceptual framework, the theoretical framework and the empirical models that were employed to address the objectives of the study. 3.2 Conceptual Framework It is conceptualized that the audit assistants’ decision to either remain or exit the profession is hinged on his or her reasoned action. The reasoned action or behaviour is informed by the intentions and attitudes formed as a result of his personal, socioeconomic as well as work and environmental factors. Figure 1 below shows the decision-making process as influenced by the individual’s attributes. Organization and Work Environment Social Norms Exit Socioeconomic Factors Intentions Stay Attitudes Personal Factors Figure 1: Conceptual Framework of factors influencing audit assistant's decision to leave the audit profession 19 University of Ghana http://ugspace.ug.edu.gh 3.3 Theoretical Framework Given that there is usually no actual data on turnover with turnover studies requiring longitudinal data, the theory of reasons action (TRA) provides the framework within which to situate the current study. According to Ajzen and Fischbein (2004) TRA posits that the best conjectural indicator of actual behaviour is intention. Romano and Netland (2008) argue that the TRA, initially conceptualized is given as; I ≈ A + N (1) Where; (B ≈ I)- Behaviour is a function of one’s readiness to undertake a behavioural intention. (I)- Intention to perform a behaviour (A)-attitude toward performing the behaviour (N)-subjective (social) norms about the behaviour This argument is corroborated by a number of previous researches investigating turnover. For instance, Steel and Ovalle (1994) state that turnover intention is probably antecedent and predictor of turnover decision. To appreciate the audit assistants’ decision to leave audit firms in Ghana, the current study identifies from previous studies, factors that influence turnover, regressing these on the independent variable. 3.4 Analytical Approach 3.4.1 Likert Data Analysis A descriptive approach was deployed in the Likert scale analysis. The valid percentages of the Likert items were computed to determine their relative contributions to the level of satisfaction. 20 University of Ghana http://ugspace.ug.edu.gh 3.4.2 The Probit Model y* A formal interrogation of the theory suggests that, the probability that i is less than y or equal to i can be calculated from the cumulative normal distribution as follows; if y* the latent instrument is i : Pi = P (Y =1| X ) (2) P = P ( y*i  yi ) (3) Pi = P (Zi  0 +  j X ij ) = F (X i ) (4) 1 XB e−( XB) 2 Pi = P (Y =1| X ) = F (XB) = 2  dx− 2 (5) X = (1, x1i , x2i ..., xki ) (6)   = (0 ,1,...,k ) (7) Where; y*i y * * , is the critical or threshold of index level, for which if i exceeds y , the individual economic agent acts as expected, otherwise does not. P (Y =1| X ) , Measures the probability that the economic agent will choose a particular path given the values of explanatory variables X, and Z Z : N (0,s 2)i , is a normally distributed random variable. i.e. i , zero mean and unit variance. The relative effect of each explanatory variable can thus be measured as: Pi = ij  f (Zi ) X ij (8) Where; 21 University of Ghana http://ugspace.ug.edu.gh f (Zi ) , is the inverse of the cumulative normal function and ij , are the estimated parameters. The elasticity of the predicted probability is thus given by: Pi X= ij  f (Zi ) X ij Pi (9) From (3) above, the model to estimated is given as P(D = 1| X )= Dt = b0 + b1Age+ b2Sex+ b3HHd + b4FS + b5Edu + b6Exp.+ b7MS + b8MLB + b9RCI + b10RSS + b11OC + b12WE + b13JobSat + b14JobS + b15Role+ b16Tra + e (10) Where; P (D =1| X )= D is the probability that an audit assistants’ decision is to leave the audit t profession given the explanatory variable grouped under the personal, Socioeconomic and Organization &Work Environmental factors. β0 = constant, β1, β2, β3 …. β16 = the parameter estimates of the respective regressors employed in the model and ε = an error term. 3.5 Operationalization of Variables The factors identified in literature to influence the decision of the audit assistant to leave the audit profession are described in section 2.2.2 above. Following their description, Table 3.1 below gives their definition and how the current study operationalized their use, highlighting their a priori expectations. The independent variable is defined as the intention to leave the audit firm is used as proxy to measure the turnover decision. The turnover intention is modelled as a 22 University of Ghana http://ugspace.ug.edu.gh probability as this may or may not occur. Hence in the current study, the independent variable is dummied as one (1) if the decision is to leave and zero (0) otherwise, giving rise to the use of the Probit model. Table 1: Operationalization of variables and a priori expectations Dependent Variable Variable Definition Measurement Decision to The decision to leave the audit firm 1 if decision is to leave Leave profession, 0 otherwise Independent Variables Variable Definition Measurement A priori Personal Factors Age Age of audit assistants Number of years of + audit assistants Gender Sex of respondents 1 if audit assistant is +/- female 0 otherwise Head Household Head 1 if audit assistant is + Head, 0 otherwise Family size Household members Number of household +/- members Marital Status Marital status of respondents 1 if audit assistant is +/- married, 0 otherwise Education Level of Formal Education Number of years of +/- formal education Socioeconomic Factors Remuneration Assistant’s satisfaction with salary/ Seven-point Likert +/- wage Scale Incentives Assistant’s Satisfaction with paid- Seven-point Likert +/- leave and/ or healthcare benefits Scale Organization &Work Environment Relationship Perceived relationship with co- Seven-point Likert +/- workers Scale Supervisor Perceived relationship with Seven-point Likert +/- Support supervisor Scale Organizational Level of employee commitment to Seven-point Likert +/- Commitment work Scale Work Culture of organization in relation to Seven-point Likert +/- Environment respect for all staff Scale Job Excitement about going to work Seven-point Likert +/- Satisfaction Scale Job Stress Inability to make work related Seven-point Likert +/- decisions Scale Role Conflict Understanding of how work impacts Seven-point Likert +/- & Role business goals of organization Scale Ambiguity Training Satisfaction of job-related training Seven-point Likert +/- given by organization Scale Employee Perceived involvement in work Seven-point Likert +/- Involvement Scale Source: Author’s Construct 23 University of Ghana http://ugspace.ug.edu.gh 3.6 Data Source, Sample and Sampling Procedure Primary data was collected using a two-stage sampling procedure where audit firms in Ghana will be purposively identified in the first stage and used for the study. A sample of 155 persons were interviewed to generate data for the analysis. A composite data was built from the components of the Likert scale to ascertain the level of satisfaction using the weighted average method. The data was then used in the probit regression. 24 University of Ghana http://ugspace.ug.edu.gh CHAPTER FOUR RESULTS AND DISCUSSIONS 4.1 Introduction This chapter discusses the results of the study. Beginning with the relative percentages of contributory factors to job satisfaction, the chapter proceeds to discuss the magnitude and direction of factors that influence audit assistants to leave the audit profession. 4.2 Relative percentages of contributory factors to job satisfaction The level of satisfaction of the audit assistant with respect to the socioeconomic factors, the organizational environment and work culture were measured with a seven-point Likert scale. In Table 2 below, the relative percentages of the factors contributing to the audit assistants’ level of satisfaction. For instance, only three percent (3%) of the one hundred and fifty-five (155) audit assistants sampled were satisfied with the compensation they receive as remuneration with forty-five percent (45%) remaining mostly dissatisfied. With respect to organizational culture, thirty percent (30%) of the sampled population, were somewhat satisfied with the level of respect among colleagues. Table 2 also reports on the level of satisfaction with respect to organizational environment. It was observed that thirty percent (30%) of those sampled were somewhat dissatisfied with the mode of communication used in their respective organizations. The general observation is that, very few audit assistants were completely satisfied on all Likert items. The majority of audit assistants interviewed fell within the categories of somewhat satisfied and somewhat dissatisfied. 25 University of Ghana http://ugspace.ug.edu.gh Table 2: Valid percentages of contributory factors to level of satisfaction Contributory Factors Count Completely Mostly Somewhat Neither Somewhat Mostly Completely Total Satisfied Satisfied Satisfied Satisfied or Dissatisfied Dissatisfied Dissatisfied Dissatisfied Socioeconomic Factors Compensation 155 2% 3% 8% 19% 21% 28% 19% 100% Benefits: Health & Others 155 3% 5% 14% 21% 22% 21% 14% 100% Job Security 155 3% 5% 17% 23% 20% 18% 14% 100% Leave Pay 155 1% 3% 30% 22% 25% 15% 4% 100% Organizational Environment Factors Dedication to professional development 155 3% 4% 21% 24% 23% 20% 5% 100% Mode of communication 155 1% 6% 21% 23% 30% 16% 3% 100% Decision making ability 155 1% 3% 15% 27% 26% 20% 8% 100% Relationship with 155 Supervisor 6% 8% 19% 21% 22% 18% 6% 100% Level of work 155 Involvement 3% 7% 23% 23% 25% 14% 5% 100% Opportunities for growth 155 3% 5% 20% 28% 27% 11% 6% 100% Organizational Culture Factors I get excited about going to work 155 3% 5% 15% 26% 26% 17% 8% 100% Diversity and 155 Inclusiveness 2% 5% 17% 28% 25% 15% 8% 100% Respect among colleague 155 1% 3% 17% 26% 30% 19% 4% 100% Involvement 155 6% 12% 14% 28% 19% 14% 7% 100% Impact of Work 155 3% 6% 17% 18% 29% 19% 8% 100% Training 155 2% 8% 19% 18% 30% 11% 12% 100% Relationship with 155 Colleagues 3% 5% 21% 19% 29% 19% 4% 100% Source: Authors’ computation from 2019 field data 26 University of Ghana http://ugspace.ug.edu.gh 4.3 Magnitude and direction of factors influencing audit assistant’s decision to leave the audit firm This section presents the results of the multiple regressions showing the factors influencing audit assistant’s decision to leave the audit firm. The Table 3 below presents the marginal effects of the independent variables, the robust standard errors and statistical significance of the regression model. The applied model was used to statistically predict the audit assistants’ decision to leave the audit profession. Consistent with a priori expectation personal factors of marital status (1%), age categorized (5%), as well as sex of audit assistant (10%) were found to be statistically significant and has a predictable effect on the audit assistants’ decision to exit the audit firm. Level of satisfaction with organizational culture (5%) was the only factor with statistical significance to predict the audit assistant’s decision to exist the audit profession. For instance, the negative marginal effect (-.2321043) of age categorized suggests that there is a probability of 0.23 for older audit assistants’ exiting the audit firm. The observed phenomenon is contrary to a priori expectation which suggested that younger audit assistants’ are more likely to exist the audit profession. The observation is also contrary to the argument of Ma et al., (2003) but consistent with Zhang and Zhang (2003) who observed that for employees more than 30 years old, turnover is quite low. Sex was however consistent with a priori expectation, registering a positive significant marginal effect of (.1555406). This implies that there is a 15.5% probability for women to exit the audit profession. This finding is consistent with Ma et al., (2003) who argue that turnover rate in female is greater than males arguing that domestic assignment of married women is a major contributory factor and Gammie and Whiting (2013) noting 27 University of Ghana http://ugspace.ug.edu.gh that women are inclined to switch professions in pursuit of favourable working environment. A similar observation was made for marital status. The positive significant marginal effect (.2309197) of marital status indicates that there is 23% probability of married audit assistants exiting the audit profession. The implication of the observed phenomenon is that, the audit assistant’s family life impacts on his/ her decision to exit the audit profession. Contrary to expectation, level of satisfaction of socioeconomic factors (compensation, health and others benefits, job security and leave pay) as well as level of satisfaction of organizational environment factors (organizational dedication to professional development, mode of communication, decision making ability, relationship with supervisor, level of work involvement and opportunities for growth) were insignificant. Again, the level of satisfaction with organizational culture (excited going to work, diversity and inclusiveness, respect among colleagues, level of involvement, impact of one’s work on organizational objectives, training and relationship) was statistically insignificant. 28 University of Ghana http://ugspace.ug.edu.gh Table 3: Probit results of influencing factors on the audit assistants' decision to exit the audit profession Variable Marginal Effect Robust Std. Err. Z P>|z| Age Categorized -.2321043** .07956 -2.92 0.004 Sex .1555406* .08161 1.91 0.057 Family Size -.0130472 .027 -0.48 0.629 Household Head -.1022914 .08412 -1.22 0.224 Marital Status .2309197*** .08915 2.59 0.010 Socioeconomic -.0058592 .08117 -0.07 0.942 Environment .0223467 .06144 0.36 0.716 Culture -.0321063 .07472 -0.43 0.667 Number of obs = 155 LR chi2 (8) = 17.42 Prob > chi2 = 0.0261 Log likelihood = -95.689094 Pseudo R2 = 0.0834 Log pseudo likelihood = -98.381243 Source: Field Data, 2019.; * Denotes significance at 10%; ** significance at 5%; *** significance at 1% 29 University of Ghana http://ugspace.ug.edu.gh CHAPTER FIVE CONCLUSION AND RECOMMENDATIONS 5.1 Introduction This study examined the audit assistants’ decision to leave audit firms in Ghana. The study sampled 155 audit assistants from audit firms largely based in the Greater Accra region of Ghana. The study used a Likert scale to ascertain level of satisfaction of audit assistants on organizational culture among others. The study also used a probit regression model to ascertain the magnitude and direction of the factors that influence the audit assistants’ decision to exit the audit profession. The results of which has been discussed in the previous chapter. In this chapter, a conclusion on the findings of the study is presented along with recommendations. 5.2 Conclusions The study was conceptualized based on the Theory of reasoned action. Primary data from audit assistants in firms basically situated in the Greater Accra Region of Ghana was collected using a structured questionnaire. The data was analysed using simple percentages to ascertain the relative contributions of the factors that contributed to the level of satisfaction among the audit assistants. The contributory factors were then used to compute a composite number based on the weighted average approach. The resultant was then used in the probit regression to determine the magnitude and direction of the factors that contribute to the audit assistants’ decision to leave the audit firm. It was observed that older audit assistants, marital status and sex were all statistically significant and have the probability to impact on the exit decision of the audit assistant. Thus, the study concludes that older, married audit assistants are more likely to exit the 30 University of Ghana http://ugspace.ug.edu.gh audit profession perhaps due to the added domestic responsibilities given the fact that most were not satisfied with their compensation. Consistent with expectations, the study also concludes that females are more likely to exit the audit profession perhaps due to the male dominated environment they find themselves. 5.3 Recommendations Based on the findings and conclusions duly drawn, it is recommended that audit assistants’ should be duly compensated on their work given that only a handful were completely satisfied with the compensation they received. Again, it is suggested that audit firms should continue to provide career training for the assistants and help them see how their work impact on the organizational overall objective. 31 University of Ghana http://ugspace.ug.edu.gh REFERENCES Ajzen, I., & Fishbein, M. (2004). Questions Raised by a Reasoned Action Approach: Comment on Ogden (2003). Health Psychology, 23(4), 431-434. Al-Khaddash, H., Al Nawas, R., & Abdulhadi, R. (2013). Factors affecting the quality of Auditing: The Case of Jordanian Commercial Banks. 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China Soft Science, 5(3) 76-80 39 University of Ghana http://ugspace.ug.edu.gh Zhang, M. & Zhang, D. (2003). New Process of Foreign Employees Voluntary Turnover Model Research. Foreign Economy and Management, 9(4) 24-28 Zhang, Y.J. (2016) A Review of Employee Turnover Influence Factor and Countermeasure. Journal of Human Resource and Sustainability Studies, 4(1), 85-91. 40 University of Ghana http://ugspace.ug.edu.gh APPENDICES APPENDIX I: QUESTIONNAIRE PREAMBLE I am writing to request your participation in a brief survey. I am a final year Master of Science in Accounting and Finance student of the University of Ghana Business School. As part of the requirements for my degree, I must carry out a research work to be submitted as thesis. I have chosen for my topic, ‘Exploring the Audit Assistants’ Decision to Leave Audit Firms in Ghana’. Your response to this survey will help me evaluate what moves the audit assistant to leave the audit profession from the Ghanaian perspective. This self –administered survey is brief and should take about TEN (10) minutes to complete. Your participation in this survey is voluntary and all responses will be kept confidential. Thank you very much for your time and cooperation. Gideon Mawuli Gozah (10700282) 41 University of Ghana http://ugspace.ug.edu.gh QUESTIONNAIRE PREAMBLE I am writing to request your participation in a brief survey. I am a final year Master of Science in Accounting and Finance student of the University of Ghana Business School. As part of the requirements for my degree, I must carry out a research work to be submitted as thesis. I have chosen for my topic, ‘Exploring the Audit Assistants’ Decision to Leave Audit Firms in Ghana’. Your response to this survey will help me evaluate what moves the audit assistant to leave the audit profession from the Ghanaian perspective. This self –administered survey is brief and should take about TEN (10) minutes to complete. Your participation in this survey is voluntary and all responses will be kept confidential. Thank you very much for your time and cooperation. Gideon Mawuli Gozah (10700282) 42 University of Ghana http://ugspace.ug.edu.gh QUESTIONNAIRE Personal Information 1. In which age bracket will you classify yourself? 18-25 26-33 34-41 42-49 50+ 2. Gender: Male Female 3. Please what is your immediate family size? 1 2 3 4 5 Other, specify 4. Are you the Household Head? Yes No 5. Please what is your Marital Status? Married Single Divorced Widow/ Widower 6. Kindly share your level of education Primary Secondary Tertiary Other, specify 7. How long have you been serving in the audit profession 1-3 4-6 7-9 +10 8. How long have you been serving in your current role? 1-3 4-6 7-9 +10 9. Do you find opportunities to apply your talents and expertise? Yes No Socioeconomic Factors 10. How will you rate the level of satisfaction of your overall compensation? (1= Completely Dissatisfied, 2 = Mostly Dissatisfied, 3 = Somewhat Dissatisfied, 4 = Neither Satisfied or Dissatisfied, 5= Somewhat Satisfied, 6= Mostly Satisfied, 7= Completely Satisfied) 1 2 3 4 5 6 7 11. On a scale of 1 to 7, will you say you are satisfied with your total benefits? 43 University of Ghana http://ugspace.ug.edu.gh (1= Completely Dissatisfied, 2 = Mostly Dissatisfied, 3 = Somewhat Dissatisfied, 4 = Neither Satisfied or Dissatisfied, 5= Somewhat Satisfied, 6= Mostly Satisfied, 7= Completely Satisfied) 1 2 3 4 5 6 7 12. Relative to your local market, will you say you are fairly compensated? Yes No 13. Does the demands of your job allow you to manage potential demand on your time and energy in a way that fulfils needs of your well-being? Yes No 14. On a scale of 1 to 7, will you say you are satisfied with your overall job security? (1= Completely Dissatisfied, 2 = Mostly Dissatisfied, 3 = Somewhat Dissatisfied, 4 = Neither Satisfied or Dissatisfied, 5= Somewhat Satisfied, 6= Mostly Satisfied, 7= Completely Satisfied) 1 2 3 4 5 6 7 15. Does your organization offer healthcare related benefits? Yes No 16. On a scale of 1 to 7, will you say you are satisfied with the healthcare related benefits offered by your organization? (1= Completely Dissatisfied, 2 = Mostly Dissatisfied, 3 = Somewhat Dissatisfied, 4 = Neither Satisfied or Dissatisfied, 5= Somewhat Satisfied, 6= Mostly Satisfied, 7= Completely Satisfied) 1 2 3 4 5 6 7 17. Does your organization pay you whole on leave? Yes No 18. On a scale of 1 to 7, will you say you are satisfied with the paid leave offered by your organization? (1= Completely Dissatisfied, 2 = Mostly Dissatisfied, 3 = Somewhat Dissatisfied, 4 = Neither Satisfied or Dissatisfied, 5= Somewhat Satisfied, 6= Mostly Satisfied, 7= Completely Satisfied) 1 2 3 4 5 6 7 44 University of Ghana http://ugspace.ug.edu.gh Organization &Work Environment- Level of Satisfaction On a scale of 1 to 7, will you say you are satisfied with the condition described below in your organization? (1= Completely Dissatisfied, 2 = Mostly Dissatisfied, 3 = Somewhat Dissatisfied, 4 = Neither Satisfied or Dissatisfied, 5= Somewhat Satisfied, 6= Mostly Satisfied, 7= Completely Satisfied) Description of Work Environment Parameter 1 2 3 4 5 6 7 19. How satisfied are you with your organization’s dedication to your professional development? 20. How satisfied are you with communication between senior leaders and employees in your organization? 21. How satisfied are you with your ability to make decisions affecting your work? 22. How satisfied are you with the relationship with your supervisor? 23. How satisfied are you with the level of involvement in your work? 24. Are you satisfied with the opportunities for professional growth in your organization? Organization &Work Environment- Culture On a scale of 1 to 7, please respond to the Likert Items on Organizational Culture (1= Strongly disagree, 2 = Disagree, 3 = Somewhat disagree, 4 = Neither agree or disagree, 5= Somewhat agree, 6= Agree, 7= Strongly agree) Description of Work Environment Parameter 1 2 3 4 5 6 7 25. I get excited about going to work 26. My organization is dedicated to diversity and inclusiveness? 27. I am pleased with the culture of your organization 28. The culture in my organization foster respect for both employees and management? 29. I feel involved in my work that the day goes by quickly 30. I understand how my work impacts the organization’s business goals? 31. I am pleased with the job-related training given by my organization? 32. I have a good relationship with my co-workers 45 University of Ghana http://ugspace.ug.edu.gh Organization &Work Environment-Decision to Leave? 33. Have you ever considered leaving your organization? Yes No 34. Given the opportunity, would you leave your organization? Yes No 46