Beyond the Turnstile: A Mixed-Method Investigation of Employee Attrition in the Eastern Indian FMCG Sector

Beyond the Turnstile: A Mixed-Method Investigation of Employee Attrition in the Eastern Indian FMCG Sector | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Beyond the Turnstile: A Mixed-Method Investigation of Employee Attrition in the Eastern Indian FMCG Sector Rupam Kumar Saha This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8970415/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract Introduction and Problem Statement Employee attrition is a persistent and costly challenge for organizations globally, but its impact is particularly acute in the highly competitive and people-intensive Fast-Moving Consumer Goods (FMCG) sector of emerging economies. High turnover disrupts operational continuity, escalates recruitment and training costs, and erodes institutional knowledge, directly impacting a firm's bottom line and long-term sustainability. While extensive literature exists on attrition in Western contexts, there is a significant gap in understanding its unique antecedents and consequences within the specific socio-economic and infrastructural landscape of Eastern India (comprising West Bengal, Odisha, Jharkhand, and Bihar). This region, characterized by a mix of semi-urban and rural markets, faces distinct challenges that can exacerbate employee churn. This study addresses this gap by investigating the multifaceted dynamics of voluntary turnover in this under-researched yet commercially vital geography. Research Objectives The primary objectives of this study are: To quantify the annual attrition rate within the FMCG sector in Eastern India and identify the specific job roles most vulnerable to churn. To determine the significant predictors of voluntary employee turnover from a set of organizational and job-related factors. To explore the contextual, region-specific reasons for attrition as perceived by key organizational stakeholders (HR managers). To develop an evidence-based, integrated retention framework that FMCG firms in similar emerging market contexts can implement. Methodology This study employed an explanatory sequential mixed-method design to gain a comprehensive understanding of the attrition phenomenon. Quantitative Phase A structured survey was administered to 150 respondents from various FMCG firms across West Bengal, Odisha, Jharkhand, and Bihar. The survey captured data on demographic profiles, job satisfaction levels, and reasons for considering or having made a job change. The data was analyzed using descriptive statistics to calculate role-specific attrition rates and multiple regression analysis to identify significant predictors of turnover intention. Qualitative Phase To contextualize and enrich the quantitative findings, semi-structured interviews were conducted with 10 senior HR managers from participating FMCG firms. The interviews explored themes related to region-specific hiring challenges, infrastructure issues, talent competition, and the effectiveness of current retention strategies. Thematic analysis was used to derive key insights from the interview transcripts. Key Findings and Analysis The study's findings reveal a complex interplay of universal and region-specific factors driving attrition. High and Disproportionate Attrition The analysis confirmed an average annual attrition rate of 23.6%, significantly higher than the global FMCG average. This churn is not uniform, with frontline sales personnel (34%) and warehouse/logistics staff (28%) experiencing the highest turnover. This points to a critical vulnerability in the revenue-generating and supply chain functions. Significant Predictors of Turnover The regression analysis identified three statistically significant predictors of employee turnover Compensation Dissatisfaction (β = 0.42, p < 0.01) Inadequate pay, relative to the high-pressure demands of the job, emerged as the strongest driver of attrition. Workload Intensity (β = 0.38, p < 0.01) Excessive and often unrealistic performance targets, especially for field staff, lead to burnout and job dissatisfaction. Limited Career Progression (β = 0.31, p < 0.05) A perceived lack of clear and timely promotion pathways within organizations demotivates employees, pushing them to seek opportunities elsewhere. Contextual Nuances (Qualitative Insights) The interviews with HR managers unveiled the "why" behind the numbers. Key themes included Semi-urban Infrastructure Limitations Logistical difficulties in reaching remote retail outlets increase the physical strain on field staff, contributing to workload intensity. Cross-sectoral Talent Poaching Well-trained FMCG personnel are highly sought after by the rapidly growing e-commerce and logistics sectors, which often offer more attractive compensation packages. This creates a fierce and unbalanced competition for talent. "Job-Hopping" Culture A growing acceptance of frequent job changes as the fastest way to secure salary hikes, particularly among the younger workforce, was noted as a significant challenge. Theoretical and Practical Contributions This research makes a twofold contribution: Theoretical Contribution It extends the application of Human Capital Theory by demonstrating how its core tenets—investment in employee development and the portability of skills—are uniquely challenged in the Eastern Indian context. It shows that human capital in this region is not only a valuable asset but also a highly liquid one, easily lost to adjacent sectors due to specific market and infrastructural pressures. Practical Contribution (The Integrated Retention Framework) Based on the integrated findings, we propose a multi-pronged retention strategy for practitioners Competitive Compensation Restructuring Move beyond standardized pay to create role-specific, performance-linked pay structures that directly address the compensation dissatisfaction of frontline and warehouse staff. Accelerated Promotion Cycles & Clear Career Pathing Introduce fast-track programs for high-potential employees and transparently communicate career progression maps to counter the perception of stagnation. Predictive HR Analytics Implement simple HR analytics models to track engagement metrics and identify "at-risk" employees (e.g., those with high tenure in a single role) before they decide to leave. Contextualized Employee Support Acknowledge and mitigate region-specific challenges, such as by providing better field support or travel allowances to ease the burden of semi-urban logistics. Implications The study concludes that employee attrition in Eastern India's FMCG sector is a critical issue driven by a combination of universal job factors (pay, workload, career growth) and local contextual dynamics. The findings suggest that integrated, evidence-based interventions have the potential to reduce attrition by an estimated 25–30% . Such a reduction would translate directly into measurable gains in operational continuity, preservation of institutional knowledge, and enhanced profitability. This research provides a roadmap for FMCG firms in emerging economies to move beyond generic retention tactics and develop strategies that are both data-driven and deeply attuned to their unique operating environments. Management Employee Attrition FMCG Sector Organizational Sustainability Talent Retention Eastern India Full Text Additional Declarations The authors declare no competing interests. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-8970415","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":597101869,"identity":"023da5cf-4668-4823-8108-3158032cb1ff","order_by":0,"name":"Rupam Kumar Saha","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA9ElEQVRIiWNgGAWjYNCCAxCKmYHBBkgxNh4gRUsaSEsDSVoOI/OxA/MZuQc/3ThzOJp/9vGHnwtqztutbT8MtKXGJhqXFpkbecnSOTcO5844l2MsPePY7eRtZxKBWo6l5Tbg0CIhkWMgnfPhcG7DGR4GaR6228lmB4BaGBsO49Ni/BukZf4Z9se/ef6dSzY7/5CgFjOwwzacYTCT5m07YGd2g5AtPO/SrHPOpOduPMNjZs3bl5xgdgNoSwI+v7DnHr6dc8w6dx7QYbd5vtnZm51Pf/jgQ40NTi0MDDyo3ESwygScyrFoscereBSMglEwCkYkAADe4GcXs1HJRAAAAABJRU5ErkJggg==","orcid":"https://orcid.org/0009-0007-1727-6504","institution":"Lovely Professional University","correspondingAuthor":true,"prefix":"","firstName":"Rupam","middleName":"Kumar","lastName":"Saha","suffix":""}],"badges":[],"createdAt":"2026-02-25 18:02:27","currentVersionCode":1,"declarations":{"humanSubjects":true,"vertebrateSubjects":false,"conflictsOfInterestStatement":false,"humanSubjectEthicalGuidelines":true,"humanSubjectConsent":true,"humanSubjectClinicalTrial":false,"humanSubjectCaseReport":false,"vertebrateSubjectEthicalGuidelines":false},"doi":"10.21203/rs.3.rs-8970415/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-8970415/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":103507327,"identity":"54ef4d25-fd33-4a3d-a6b8-7ce9be543ab1","added_by":"auto","created_at":"2026-02-26 13:41:01","extension":"pdf","order_by":1,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":338334,"visible":true,"origin":"","legend":"","description":"","filename":"BeyondtheTurnstileAMixedMethodInvestigationofEmployeeAttritionintheEasternIndianFMCGSector.pdf","url":"https://assets-eu.researchsquare.com/files/rs-8970415/v1_covered_d2d669a1-1fe4-4823-addc-49cb6de6cc84.pdf"}],"financialInterests":"The authors declare no competing interests.","formattedTitle":"\u003cp\u003e\u003cstrong\u003eBeyond the Turnstile: A Mixed-Method Investigation of Employee Attrition in the Eastern Indian FMCG Sector\u003c/strong\u003e\u003c/p\u003e","fulltext":[],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":false,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"Lovely Professional University","isAcceptedByJournal":false,"isAuthorSuppliedPdf":true,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":true,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Employee Attrition, FMCG Sector, Organizational Sustainability, Talent Retention, Eastern India","lastPublishedDoi":"10.21203/rs.3.rs-8970415/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8970415/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eIntroduction and Problem Statement\u003c/p\u003e \u003cp\u003eEmployee attrition is a persistent and costly challenge for organizations globally, but its impact is particularly acute in the highly competitive and people-intensive Fast-Moving Consumer Goods (FMCG) sector of emerging economies. High turnover disrupts operational continuity, escalates recruitment and training costs, and erodes institutional knowledge, directly impacting a firm's bottom line and long-term sustainability. While extensive literature exists on attrition in Western contexts, there is a significant gap in understanding its unique antecedents and consequences within the specific socio-economic and infrastructural landscape of Eastern India (comprising West Bengal, Odisha, Jharkhand, and Bihar). This region, characterized by a mix of semi-urban and rural markets, faces distinct challenges that can exacerbate employee churn. This study addresses this gap by investigating the multifaceted dynamics of voluntary turnover in this under-researched yet commercially vital geography.\u003c/p\u003e \u003cp\u003eResearch Objectives\u003c/p\u003e \u003cp\u003eThe primary objectives of this study are:\u003c/p\u003e \u003cp\u003eTo quantify the annual attrition rate within the FMCG sector in Eastern India and identify the specific job roles most vulnerable to churn.\u003c/p\u003e \u003cp\u003eTo determine the significant predictors of voluntary employee turnover from a set of organizational and job-related factors.\u003c/p\u003e \u003cp\u003eTo explore the contextual, region-specific reasons for attrition as perceived by key organizational stakeholders (HR managers).\u003c/p\u003e \u003cp\u003eTo develop an evidence-based, integrated retention framework that FMCG firms in similar emerging market contexts can implement.\u003c/p\u003e \u003cp\u003eMethodology\u003c/p\u003e \u003cp\u003eThis study employed an explanatory sequential mixed-method design to gain a comprehensive understanding of the attrition phenomenon.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eQuantitative Phase\u003c/div\u003e \u003cp\u003eA structured survey was administered to 150 respondents from various FMCG firms across West Bengal, Odisha, Jharkhand, and Bihar. The survey captured data on demographic profiles, job satisfaction levels, and reasons for considering or having made a job change. The data was analyzed using descriptive statistics to calculate role-specific attrition rates and multiple regression analysis to identify significant predictors of turnover intention.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eQualitative Phase\u003c/div\u003e \u003cp\u003eTo contextualize and enrich the quantitative findings, semi-structured interviews were conducted with 10 senior HR managers from participating FMCG firms. The interviews explored themes related to region-specific hiring challenges, infrastructure issues, talent competition, and the effectiveness of current retention strategies. Thematic analysis was used to derive key insights from the interview transcripts.\u003c/p\u003e \u003cp\u003eKey Findings and Analysis\u003c/p\u003e \u003cp\u003eThe study's findings reveal a complex interplay of universal and region-specific factors driving attrition.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eHigh and Disproportionate Attrition\u003c/div\u003e \u003cp\u003eThe analysis confirmed an average annual attrition rate of 23.6%, significantly higher than the global FMCG average. This churn is not uniform, with \u003cb\u003efrontline sales personnel (34%)\u003c/b\u003e and \u003cb\u003ewarehouse/logistics staff (28%)\u003c/b\u003e experiencing the highest turnover. This points to a critical vulnerability in the revenue-generating and supply chain functions.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eSignificant Predictors of Turnover\u003c/div\u003e \u003cp\u003eThe regression analysis identified three statistically significant predictors of employee turnover\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eCompensation Dissatisfaction (β\u0026thinsp;=\u0026thinsp;0.42, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01)\u003c/div\u003e \u003cp\u003eInadequate pay, relative to the high-pressure demands of the job, emerged as the strongest driver of attrition.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eWorkload Intensity (β\u0026thinsp;=\u0026thinsp;0.38, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01)\u003c/div\u003e \u003cp\u003eExcessive and often unrealistic performance targets, especially for field staff, lead to burnout and job dissatisfaction.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eLimited Career Progression (β\u0026thinsp;=\u0026thinsp;0.31, p\u0026thinsp;\u0026lt;\u0026thinsp;0.05)\u003c/div\u003e \u003cp\u003eA perceived lack of clear and timely promotion pathways within organizations demotivates employees, pushing them to seek opportunities elsewhere.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eContextual Nuances (Qualitative Insights)\u003c/div\u003e \u003cp\u003eThe interviews with HR managers unveiled the \"why\" behind the numbers. Key themes included\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eSemi-urban Infrastructure Limitations\u003c/div\u003e \u003cp\u003eLogistical difficulties in reaching remote retail outlets increase the physical strain on field staff, contributing to workload intensity.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eCross-sectoral Talent Poaching\u003c/div\u003e \u003cp\u003eWell-trained FMCG personnel are highly sought after by the rapidly growing e-commerce and logistics sectors, which often offer more attractive compensation packages. This creates a fierce and unbalanced competition for talent.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003e\"Job-Hopping\" Culture\u003c/div\u003e \u003cp\u003eA growing acceptance of frequent job changes as the fastest way to secure salary hikes, particularly among the younger workforce, was noted as a significant challenge.\u003c/p\u003e \u003cp\u003eTheoretical and Practical Contributions\u003c/p\u003e \u003cp\u003eThis research makes a twofold contribution:\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eTheoretical Contribution\u003c/div\u003e \u003cp\u003eIt extends the application of \u003cb\u003eHuman Capital Theory\u003c/b\u003e by demonstrating how its core tenets\u0026mdash;investment in employee development and the portability of skills\u0026mdash;are uniquely challenged in the Eastern Indian context. It shows that human capital in this region is not only a valuable asset but also a highly liquid one, easily lost to adjacent sectors due to specific market and infrastructural pressures.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003ePractical Contribution (The Integrated Retention Framework)\u003c/div\u003e \u003cp\u003eBased on the integrated findings, we propose a multi-pronged retention strategy for practitioners\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eCompetitive Compensation Restructuring\u003c/div\u003e \u003cp\u003eMove beyond standardized pay to create role-specific, performance-linked pay structures that directly address the compensation dissatisfaction of frontline and warehouse staff.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eAccelerated Promotion Cycles \u0026amp; Clear Career Pathing\u003c/div\u003e \u003cp\u003eIntroduce fast-track programs for high-potential employees and transparently communicate career progression maps to counter the perception of stagnation.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003ePredictive HR Analytics\u003c/div\u003e \u003cp\u003eImplement simple HR analytics models to track engagement metrics and identify \"at-risk\" employees (e.g., those with high tenure in a single role) before they decide to leave.\u003c/p\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv class=\"Heading\"\u003eContextualized Employee Support\u003c/div\u003e \u003cp\u003eAcknowledge and mitigate region-specific challenges, such as by providing better field support or travel allowances to ease the burden of semi-urban logistics.\u003c/p\u003e \u003cp\u003eImplications\u003c/p\u003e \u003cp\u003eThe study concludes that employee attrition in Eastern India's FMCG sector is a critical issue driven by a combination of universal job factors (pay, workload, career growth) and local contextual dynamics. The findings suggest that integrated, evidence-based interventions have the potential to reduce attrition by an estimated \u003cb\u003e25\u0026ndash;30%\u003c/b\u003e. Such a reduction would translate directly into measurable gains in operational continuity, preservation of institutional knowledge, and enhanced profitability. This research provides a roadmap for FMCG firms in emerging economies to move beyond generic retention tactics and develop strategies that are both data-driven and deeply attuned to their unique operating environments.\u003c/p\u003e","manuscriptTitle":"Beyond the Turnstile: A Mixed-Method Investigation of Employee Attrition in the Eastern Indian FMCG Sector","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-02-26 08:03:32","doi":"10.21203/rs.3.rs-8970415/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"7e2e7ca8-4b37-492d-a3df-bfb721011421","owner":[],"postedDate":"February 26th, 2026","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[{"id":63540059,"name":"Management"}],"tags":[],"updatedAt":"2026-02-26T08:03:32+00:00","versionOfRecord":[],"versionCreatedAt":"2026-02-26 08:03:32","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8970415","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8970415","identity":"rs-8970415","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}