Dissertation Employee Retention Kuwait

Employee Retention and Motivation Strategies in Multinational Corporations in Kuwait: A Quantitative Study Based On Motivation Theory

Title: Employee Retention MNC Kuwait – It’s key to try to learn more about the reasons why employees resign. The reasons might simply be more attractive jobs elsewhere or chances for lifestyle reshapes, in which case it might be out of your hands to retain these employees. However, many people leave their jobs because they are dissatisfied with their current working situation and environment Hence, it has become very important for the organization to focus on HR strategies so that they can retain their talented employees within the business for a longer period of time. From the study it has been identified that for the management of Kuwait MNC to provide their employee with flexible working environment for retaining them within the business.

Even there is a need for providing employees with appropriate performance appraisal from time to time for making them stay within the organization for a longer period of time. Research even showed that retaining staff for a longer period of time within MNC of Kuwait there is a need for carrying out promotion of employees from time to time as per individual grades. It has also been identified that it will be very important for the Kuwait MNC to lay down proper planning concerning retirement planning of their employees for keeping them satisfied and retained within the organization.

Employee Retention Dissertation
Employee Retention Dissertation

The main aim of the dissertation is to understand the aspects that are important for multinational companies in Kuwait for having a verity in its employee’s structure while operating under a different culture and maintaining a certain level of employee retention and motivation. In order to undertake this thesis following are the objectives that have been formulated by the author.

  • To identify the factors that influences the employee retention among multinational companies in Kuwait
  • To understand about different motivational strategies that multinational companies of Kuwait must adopt for successfully undertaking their operations
  • To study association between demographic profile of respondent affecting various factors of retention within multinational companies of Kuwait
  • To recommend the strategies to those multinational companies of Kuwait who are not able to incorporate proper solution for motivating and retaining their employees

Other Relevant HRM Blog Posts

Employee Satisfaction

Employee Benefits

HRM Employee Relations

I do hope you enjoyed reading this post on Employee Retention and Motivation Strategies in Multinational Corporations in Kuwait. There are many other titles available in the HRM Dissertation Collection that should be of interest to human resource management students and CIPD professionals. There are many dissertation titles that relate to other aspects of HRM such as employee engagement, HRM Theory, absenteeism, training and development to name a few. It took a lot of effort to write this post and I would be grateful if you could share this post via Facebook and Twitter. Feel free to add your thoughts in the comments section. Thank you.

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Employee Benefits

Relationship between Employee Benefits and Employee Satisfaction at Google

This dissertation contains the findings of a research project that investigated the relationship between employee benefits and employee satisfaction at Google. The performance of an organization highly depends on how motivated the employees are as this directly impacts on the efforts of the employees. Satisfied and motivated employees would put in the right efforts that will help an organization achieve the set objectives and goals. Therefore, this dissertation explores the types of employee benefits at Google, employee satisfaction and the impact of employee satisfaction on the operations of Google. This study has centred on exploratory research process rather than analytical research as the topic under research is itself exploratory. The findings presented are based on exhaustive questionnaires and interviews with 70 respondents being employees and remaining 30 respondents being managers respectively.
Employee Benefits-Dissertation
Employee Benefits-Dissertation
The interviews were recorded, decoded and analysed using descriptive statistics mainly the SPSS. On the other hand, the questionnaires were issued to the employees and after being filled, they were analysed using the descriptive statistics. The findings in both cases were presented graphically for better and easier understanding. In terms of the sex and age of workers, the study showed that most workers are male with a higher percentage of 55 as compared to the female percentage of 45 although most of these workers are young with an age bracket of 31-40 years. However, 78.3% of employees believe that the various benefits offered by Google have helped motivate them in their duties. Nevertheless, most employees prefer the retirement plan benefits (38.3%) and workers  compensation plan (31.7%).

The aim of this dissertation is to conduct an investigation on the relationship between employee satisfaction and employee benefits at Google Inc. The business environment is quickly changing with increased emphasis being put on corporate growth and productivity. As such, job loyalty and satisfaction by employees have received outstanding attention from organizations. To achieve this, employee benefits motivate workers to be retained pending the investigation of the inquiry.

Research Objectives

  • To identify the various form of employee benefits offered by Google
  • To critically analyse the relationship between employee satisfaction and employee benefits at Google
  • To investigate the relationship between employee satisfaction and improved organizational performance at Google

1 – Introduction
Background of the Study
Problem Statement
Research Aim
Research Objectives
Research Hypothesis
Dissertation Structure

2 – Literature Review
Conceptual Framework
Forms of Employee Benefits
Workers Compensation
Unemployment Insurance
Social Security Taxes
Family and Medicare Leave
Health Insurance
Retirement Plans
Life Insurance
Dental Insurance
Employee Training
On-the-Job Training
Off-the-Job Training
Role of Employee Benefits
Employee Benefits and Satisfaction
Employee Satisfaction and Organizational Performance
Job Involvement

3 – Methodology
Research Process
Research Paradigm
Positivist Ontology
Positivist Epistemology
Research Approach
Research Strategy
Research Type
Methods of Data Collection
Primary Method of Data Collection
Secondary Method of Data Collection
Sample Size and Sampling Technique
Data Analysis Plan
Ethical Issues in Research

4 – Results
Part A: Descriptive Statistics
Part B: Inferential Statistics

5 – Discussion
To identify the various forms Employee benefits at Google
To critically analyse the relationship between employee satisfaction and employee benefits at Google
To investigate the relationship between employee satisfaction and improved organizational performance at Google

6 – Conclusion

7 – Critical Evaluation

8 – Self-Evaluation



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Employee Satisfaction

Employee Satisfaction Levels in HRM and in CPM

To adapt to new demands and ensure business success, organizations have initiated profound processes of transformation, aiming to add value to its shareholders (stakeholders), customers, employees, suppliers, ultimately the entire value chain. The central point of this value chain lays with peoples especially employees of the organization. If technology demands change in core business processes, it also expects to change in the traditional methods of dealing organizational human resources (Dunn, 2010, pp. 02).

A contemporary vision of people management, assumes that the world is changing, people are changing and hence the organizations are in the process of change. Just as people today have more and better access to information, knowledge, new technologies, companies are also changing their old concepts or paradigms in constant learning process. The learning organizations understand the importance of their employees and for them it is often necessary to unlearn in order to learn.In the management of people, the need for change is constant and urgent. The old paradigms of the industrial era and the military model for management of people has completely transformed and the contemporary era of knowledge, cooperation, sustainability and the new information technologies has taken place in modern business organization (Pučėtaitė et al., 2008, pp. 325).

Traditional human resources practices revolve around employee motivation and satisfaction and his performance. But with the rapid changes in business environment and phenomenal growth of technological advancement, such methods become incapable to produce the results. Contemporary People Management (CPM) has provided the solution. CPM has gone ahead of merely satisfying employees to making them satisfied. An organization with contemporary vision of Personnel Management, has strategic clarity inmaking the mission, vision, values ​​and objectives and is assimilated and practiced by all employees consciously and unconsciously creating an alignment and cooperation among the employees (Pinnington et al., 2007, pp. 267).

Employee Satisfaction Discussion

In postmodern business environment, moral values and ethical standards have become increasingly complicated. This has affected the practices of HR, where a decision by HR manager can significantly produce drastic impacts on people’s job and their future employment opportunities.

The practice and theoretical framework of Human resource management is facing several challenges and most important of them are globalization challenge, HR innovation challenge, the sustainability challenge and the challenge of attracting and retaining people. These four challenges can be transformed into a competitive strength of the organization through CPM (Bartram, 2010, pp. 26). The challenge of HR innovation itself is a course to achieve Contemporary people management. Now business organizations are moving towards knowledge management, which include the transformation of techniques, processes, structures and systems, which can lead to the creation and sharing of knowledge throughout the organization. Resultantly, Global knowledge economy starts to develop which helps to increase the knowledge about different cultures, globalization process and intensify the knowledge about production processes. Australian federal government has since 1970 supported and implemented several such schemes and proposals which help to internationalize Australian business.

Changing business practices and innovation in HR practices and policies has created different ethical dilemmas. HR does not take place in isolation. It affects the life of employees and the ethical consideration of organization as well as of HR manager hassignificant impact of the performance of the employees.As the process of internationalization has started to increase its pace, we can see the dominance of neo liberal moral and ethical standards, which are regulated by a balance between alternative ends and scarce resources. It is simply based on utilitarian approach in order to select best method for the maximum number of people. When interests of people are satisfied with the help of common good, it will produce environment of return of favour.State of common good that can be achieved through utilitarian approach, not only benefits employee but it also produce good results for organization (Klikauer, 2012, pp. 74).

Several ethical theories have elaborated the impact of ethical principles on business practices. Utilitarianism approach is rooted in consequentialism and according to it; the rightness or wrongness of our action is described best by the consequence of that action. An action is said to be morally right if it has produced satisfaction to the majority of the people. In consequentialism, there is no universal moral standard unlike virtue ethics. But it depends on the situational awareness and the will of the majority of the people. Some critics believe that it has some demerits and in extreme cases, the will of the people can be unjust and illegitimate.Despites its flaws business manager apply utilitarian approach in their organization because this propagates the goodness of the people at large (Greenwood, 2013, pp. 357).

The concept of utilitarianism has subjective matter and it is very difficult to determine accurately the level of maximum utility.It involves situational assessment and awareness and considers only available information. In this situation, it is difficult to evaluate the impact of decision based on utilitarian in long terms aspect. Similarly, it is very difficult to accurately determine the majority of people. So like other ethical and moral standards, utilitarianism has some weaknesses (Audi, 2007, pp. 596).

The objective of the management is to produce a satisfied employee so that he/she can perform better and an organization can produce profit. Well-being of the employee in this case is a mean to an end but it is not an end itself. However it does not simply mean that an organization is interested in the wellbeing of employee, but it is more interested in a productive employee. Utilitarianism approach does not simply mean that producing greatest good for the large number of people, but it motivates management to produce satisfaction among the employees. If 10 per cent annual increase in the salary fails to bring any kind of satisfaction within the organization, it simply would be rendered as increase in the cost of organization.In the context of utilitarianism, bringing satisfaction is not the total objective of the management, but satisfaction principle in ethical model is to prevent employees from any damage or problems. Power can only be exercised on employees in the situation so that harm to the majority of the people can be avoided.In this way, management creates a civilized community within the organization (Klikauer, 2010, pp. 51).

Employee Satisfaction
Employee Satisfaction

We have seen the paradigm shift in the practices and policies of traditional human resource management. In classical human resource management, employees were considered as a liability where as in contemporary people management, employees are regarded as an asset.As the organizations are moving towards learning organization and are based on knowledge, highly educated and independent employees demands cooperative attitude and no longer they are considered for granted. This trend demands in operational procedures of HR. classical HR practices cannot boost the performance of such employees and the sharp edges of traditional HR practices, in result are have been removed (Van Marrewijk et al., 2003, pp. 175).

Contemporary practices of HR has taken strategic position among the organization and is regarded the change agent and facilitator for transformation and restructuring processes. It has manifested itself as a strategic partner between the employee and organization. Modern practices of HR are based on knowledge and constant learning process. It pays individual attention on human asset management, human culture management and human potential management. Cultural diversity is no longer regarded as a problem. Contemporary human resource practice transformed cultural diversity into a strength through strong communication skill and motivating their employees to seek knowledge from different cultures (Worland &Manning, 2005, pp. 07). Traditionally, HRM works closely with the bosses and managers but contemporary people management works closely with employees. The role of HR practices has changed. Now making employee satisfied is not sufficient and efficient for business managers. Employees need to feel the real satisfaction and they all should be prevented from harm and injustice. Utilitarianism approach of satisfaction for all has become the central point of contemporary people management.


We can safely conclude that HR has occupied the strategic position in the organizational structure and conventional methods of HR are no longer effective to accommodate the needs of employees as well as organizational objectives.It should not be implied that the classical HR framework and practices have completely become useless and obsolete, but it has provided a basic structure for contemporary people management. Because organization itself is nothing without employees and he/she is an active agent of transferring raw material into a finished good, he/she must be satisfied and happy, so that his performance bring satisfaction to organization and its customers.

Postmodern economy is based on knowledge and learning. Organization that understand the importance of knowledge, keep on changing their HR policies.The classical concept of employee’s high performance with lowest cost of employees has failed to fulfil the business objectives. Employees are no longer regarded as liabilities. They are considered the asset and the value of the asset increase with the time. satisfaction of employees has preceded employee satisfaction. This demands changes in the ethical values of organization. It is through Utilitarianism approach that the goodness of majority of the people can be achieved.It becomes the duty of the manager to increase the total volume of satisfaction of employees. Similarly, utilitarianism approach encourages all those actions which can produce wellbeing for the majority of the people.


Academic Books

Bartram, T., Kramar, R., & De Cieri, H. (2010). Human resource management: strategy, people, performance. North Ryde, N.S.W., McGraw-Hill Education.

Klikauer, T. (2010). Critical management ethics.Houndmills, Basingstoke, Palgrave Macmillan.

Klikauer, T. (2012). Seven management moralities.Houndmills, Basingstoke, Hampshire, Palgrave Macmillan.

Pinnington, A. H., Macklin, R., & Campbell, T. (2007). Human resource management: Ethics and employment. Human Resource Management: Ethics and Employment, xii.

Redman, T., & Wilkinson, A. (Eds.). (2009). Contemporary human resource management: text and cases. Pearson Education.

Academic Journals

Audi, R. (2007). Can utilitarianism be distributive? Maximization and distribution as criteria in managerial decisions. Business Ethics Quarterly17(4), 593-611.

Dunn, B. H. (2010). Human Resource Management: The Importance of Getting It Right Employee Satisfaction. Rangelands32(4), 2-3.

Greenwood, M. (2013). Ethical analyses of HRM: A review and research agenda. Journal of business ethics114(2), 355-366.

Greenwood, M., & Freeman, R. E. (2011).Ethics and HRM. Business and Professional Ethics Journal30(3/4), 269-292.

Pučėtaitė, R., &Lämsä, A. M. (2008).Developing organizational trust through advancement of employees’ work ethic in a post-socialist context Employee Satisfaction. Journal of Business Ethics82(2), 325-337.

Simmons, J. (2008). Ethics and morality in human resource management. Employee Satisfaction Social responsibility journal4(1/2), 8-23.

Van Marrewijk, M., &Timmers, J. (2003). Human capital management: New possibilities in people management. Journal of Business Ethics44(2-3), 171-184.

Worland, D., & Manning, K. (2005). Employee Satisfaction, Strategic human resource management and performance.

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