1. TURNOVER OF HIGH PERFORMING EMPLOYEES IN THE ELECTRONICS INDUSTRIES IN THAILAND PRESENTED BY SA-ARD BANCHIRDRIT UNIVERSITY OF SOUTH AUSTRALIA, WEST CITY CAMPUS, ADELAIDE, SOUTH AUSTRALIA APRIL 15, 2009

2. SIGNIFICANCES OF THE ISSUE EMPLOYEE TURNOVER IMPACTS TO:- Costs Productivity Customer’s satisfaction Employees morale ELECTRONICS INDUSTRIES IN THAILAND PLAYED A MAJOR ROLE IN:- Economics Employment Human resource development

3. HIGH PERFORMING EMPLOYEES/ TALENTS:- High demand in the labour market High value-added resources of organization High risk to lost to competitors TURNOVER SITUATION IN THAILAND:- Turnover rate has increased continuously In 1980s was around 1-2 %- In 1990s reached to 10 + % In 2000s was at 13-15%

4. TURNOVER STUDIES IN THAILAND THE PART YEARS WERE:- All employees No identified study on “high performer/talent turnover-retention Most studies were conducted outside of Thailand PRIMARY QUESTIONS Why does high performing employee leave organization?

5. LITERATURE REVIEW TURNOVER THEORIES/MODEL (1958-2000)  Motivation Theory (March & Simon 1958)  Integrative Turnover Model (Hom & Griffeth 1995)  Market-Driven Concept (Cappelli, 1999) In brief key variables of employee turnover drawn from above three theories are:- 1.unfair treatment 2.Job satisfaction 3.Organizational commitment 4.Labour market

6. RESEARCH QUESTIONS 1.Why do high performing employees leave organization? 2.What are top five factors influencing turnover of HPE? 3.How to retain HPE?

7. METHODOLOGY This is a qualitative research. Case study of one major electronics manufacturer was investigated. Fifty high performers who left during 1999- 2003, were conducted telephone interview. Ten executives, five CEO/Managing directors and five HR Directors/Managers of five electronics companies commended and verified obtained information from telephone interviews. Modified turnover model and Modified retention model were presented. Descriptive data analysis was used to explain the findings. Actors50 Higher Performers Researcher10 Executives Activities Replies and Explains RQ1 RQ2 RQ3 analyze information Descriptive analysis comment confirm on proposed model OutcomesInformationProposed models Modified models

8. FINDINGS Why do high performing employees leave organization?  Findings were found as below:- External Factors: Job opportunities Job Related Factors: Challenging job Organizational Factors: Policies/procedures (unfair), promotion, Compensation & Benefits, Relationship, Training, Reward & Recognition Personal Factors: Age, Sex, Education

9. What are top five factors influencing turnover of HPE?  Findings were found as below:- 1.External job opportunities 2.Challenging job 3.Promotion 4.Compensation & Benefits 5.Organizational policies/procedures

10. How to retain HPE?  Findings were found as below:- –Career development –Compensation & Benefits –Reward & Recognition –Effective communication

11. External Factor -External job opportunities Job Related Factors -Challenging Job -Job Dissatisfaction Organizational Related Factors -Policies/Procedures Intention to leave Turnover Demographic Factors -Age -Education -Sex Modified Turnover Model of HPEs in the Electronics Industries in Thailand

12. Modified Retention Model Career Development Compensation Challenging Job Satisfaction Effective communication Stay

13. Arguments/Conclusions 1.Job opportunities are most powerful to turnover of HPEs (new finding) 2.Job satisfaction and organizational commitment are less influenced to turnover of HPEs (new finding) 3.Compensation and benefits, promotion, relationship, reward and recognition, training and development are common factors influenced turnover of all employees included HPEs ( as literatures) 4.Career development and Challenging job are most important variables in retaining HPEs (new finding) 5. Findings of this study are in line of literatures

14. Recommendation Quantitative research is recommended to conduct in the electronics industries to gather information and greater analyze data Retention strategy is also recommended to conduct in the electronics industries and other industries in Thailand in order to create benefits to all concerns Thai cultural context should be further investigated as “key variable” of turnover and retention studies due to some western scholars challenged that “loyalty already gone”!

15. Thank You …