Problems and Prospects of High Employee Turnover in Kurdistan Hospitality Sector

The research is conducted to investigate and analyse the impact of employee turnover on organizational effectiveness and employee performance, this study also highlights those factors which makes the employees less comfortable in DS Motors (Unique) Hyderabad Pakistan and provide possible solutions to reduce employee turnover. In this study we examine the increasing ratio of employee’s turnover in DS Motors (Unique) that observed in the last couple of years. High rate of employee turnover negatively affects the organizational efficiency and decreases the productivity of the organization. The cooperative sampling strategy was used to select the participants/respondents. Self-administered survey questionnaires were distributed among 166 employees of DS Motors from which 135 were returned in a useful condition. SPSS (version 20.0) was utilized for statistical data analysis. The study findings suggest that salary is one of the reasons of employee turnover in DS Motors. The results of the study highlight that increasing rate of employee turnover increased workload to present employees of the organization. The evidences found in this study also highlights that high employee turnover reduce the productivity and quality of the product produced in the organization. The findings also highlight that employee turnover may cause customer dissatisfaction and disrupts the delivery of the products and reduce service provisions. Other findings suggested that poor and unhealthy working conditions and lack of advancement opportunities increase employee turnover in the organization. The recommendations highlighted in this study that top management must provide competitive remuneration to the employees of the organization and need to create career development opportunities and develop a communication network between employees and management of the organization. This study concludes with the future direction of the research.

Business Ethics & Employee Turnover: CAFE Matrix

The phenomenon of high employee turnover in the Micro, Small, and Medium Enterprises (MSMEs) sector, including at the Gurilem Tofu Factory in West Bandung Regency, is the main focus of this study. The high rate of employee turnover is considered to have a negative impact on operational efficiency, internal stability, and overall business sustainability. High turnover creates uncertainty in production rhythms, increases training costs for new employees, and decreases productivity. Based on these conditions, this study was designed to answer three main research questions: what communication patterns are implemented by business owners, to what extent is the relationship between effective communication and employee turnover, and what strategic recommendations can be implemented to improve communication patterns in order to reduce turnover rates. The purpose of this study is to identify, analyze, and evaluate the communication strategies of business owners in building more stable, harmonious, and productive work relationships. This study is based on the theory of effective communication which includes five main indicators, namely: understanding, enjoyment, influence on attitudes, improving interpersonal relationships, and encouraging action. In addition, the theory of employee turnover is used as a foundation to understand the factors causing resignation intentions, such as job dissatisfaction, lack of recognition, and limited development opportunities. The approach used in this study was descriptive qualitative, with data collection methods including in-depth interviews, direct observation, and documentation with the owner and two employees. Triangulation techniques were applied to ensure the validity and reliability of the data. The results indicate that the communication patterns implemented by the business owner largely met the criteria for effective communication, such as delivering clear instructions and using polite language. However, obstacles remained, such as a lack of firmness regarding disciplinary violations and a lack of initiative in building team cohesion, which contributed to the high turnover rate.

Previous research on occupational stress is limited in that it has tended to focus on the individual and is frequently located within occupations that are deemed to be stressful, such as nursing and policing. The intention o f this paper is to broaden the scope of analysis by investigating a range of employment factors (i.e. heavy workloads, interpersonal relationships and organisational factors) which can contribute to stress amongst workers and to include more industry sectors. In particular, this paper endeavours to draw attention to occupational stress amongst workers in emotionally demanding, so-called "low risk industries” - namely the call centre and hospitality industries, and to explore their perceptions of stress, their attitudes concerning managing stress and their responses to the inclusion of stress detailed in the Health and Safety in Employment Amendment Act, 2002. Findings, from two studies indicate that working in the hospitality and call centre industries can be stressful and that most workers are vulnerable in terms of their poor working conditions and low wages. Findings also show that, consistent with other studies, there was low trade union presence and a high rate of casualisation and staff turnover in each of the industries. At the same time there was a lack of overt conflict between management and workers, with an apparent close alignment of goals between the two parties and a style of management that could be described as unitarist.

Employee turnover is one of the topical issues worldwide. The impact of factors affecting employee turnover varies occasionally and new factors are considered. Many countries have examined various factors that affect employee turnover. The main objective of this research is to consider psychographics and socio-demographic factors in one study and analyse the impact on employee turnover. A Probit regression model through the stepwise technique was used to analyse the collected data. Using ventures in Sri Lanka as a case study, this study demonstrates that employee turnover occurs in different stages and independent factors impact differently in each stage. The study population was professionals who have been a key part of Sri Lankan startups, which involved 230 respondents. Data analysis was performed through a forward stepwise technique through STATA. The results verified that job satisfaction and co-worker support negatively impact employee turnover, whereas leader member exchange positively impacts employee turnover. This study also proved a significant positive relationship between male employees in their thirties and high employee turnover. This study's findings help to identify the areas management should focus on to minimise employee turnover to retain experienced and skilled employees.

This paper analyzes the antecedents, consequences and retention strategies on employee turnover in State Universities. The study purposely sampled 30 employees from five state universities in Zimbabwe. The data were collected through the use of focus group interviews and each group consisted of six employees. Thematic analysis was employed to generate recurring themes from the interviews. The findings of the study show that the causes of employee exit were necessitated by several issues, such as poor career progression, lack of promotion, poor leadership strategies, location and poor working conditions. It was also revealed that staff exit causes work overload and high costs necessitated by recruitment and selection, and training of new employees. However, it was revealed that to mitigate against high employee turnover, top management must consider employing local people first if they qualify for the position. The study significantly contributes to academic researchers, HR practitioners and management because it highlights strategies that mitigate high employee turnover. Further to that, there is a dearth of research that explores strategies that reduce employee turnover in higher learning institutions, particularly in developing countries.

Based on the investigation of the traditional research on the factors which affect employee turnover rate, this paper aims at establishing a dynamic model of the post-90s workforce to explain the phenomenon of continuously high employee turnover rate of the post-90s workforce in labor-intensive enterprises. The model has explored the intervening factors of employee turnover and provided theoretical guidelines for companies to take actions against high turnover rate. The incentives for the post-90s employee initiative turnover have been probed thoroughly from the three aspects of employee, company and society and thus the managerial tactics have been proposed for companies to manage high turnover rate of employees. These tactics include mental health education, employee ethics education, improvement of working environments, rebuilding corporate culture, transforming employee management style, enhancing employee career planning management and setting up keep-to-the-point incentive mechanism, etc.

Factors Affecting Employee Turnover: the Case of Lebanese Retail Companies Khodor Shatila, Marina Alozian Abstract The Lebanese Retail Sector had been suffering from a decline in the performance since there is a high rate of employee turnover due to many factors. Absence of motivation, employee engagement and compensation benefits were some of the strategies which led to a high turnover rate in the Lebanese Construction Sector. The research addressed the quantitative methodology throughout distributing a questionnaire over a defined number of respondents for data collection. The results were analyzed using the SPSS statistical tool, and the results proposed that there are many factors which tend to affect the employees turnover including training and development, commitment, and loyalty. Full Text: PDF DOI: 10.15640/jhrmls.v7n2a2

In this study employee turnover drivers in two organizations from different economic sectors are compared. A mixed method design, comprising of a questionnaire survey, semi-structured interviews and focus groups discussions, was used to collect data from two stratified sample of participants and key informants in a public and a private sector organization. Organizational documents were mined for secondary data on turnover rates. The results of the study show a high overall employee turnover rate in the public sector organization and an acceptable rate of turnover in the private sector organization. The difference in turnover rates is mainly attributed to the high turnover rate for younger employees in the public sector organization. The turnover rate for females in this organization is also exceptionally high. Job dissatisfaction in both organizations is attributed to poor compensation, better job offers elsewhere and a lack of promotional opportunities. Turnover in the public sector organization is also ascribed to poor working conditions, and to problems with supervision and interpersonal relationships. The costs and impact of job dissatisfaction on the productivity, efficiency and service delivery is more severe in the public sector organization. A number of human resource practices are recommended to manage employee retention. DOI: 10.5901/mjss.2014.v5n7p148

The labour intensive nature of Zimbabwean agriculture demands that farmers meet excessive labour requirements, at the same time keeping labour costs as low as possible to guarantee profits and achieve maximum business performance. This study, carried through a questionnaire survey, at the Hunyani Matura Farm, in the Zvimba district of Zimbabwe between from October 2017 to March 2018, investigated the effect of employment mode on turnover and agri-business performance. Data collected from the participants, was compared with the information from secondary source documents. From the results temporary workers performed better than permanent workers and they cited problems of low wages, poor working conditions, high work targets, inequality in work allocation, job insecurity and constant shuffling. Temporary workers had higher turnover and turnover intentions than permanent workers. Temporary employment mode had a positiveeffect on agri-business performance. This study recommends the use of permanent employment mode on key positions like forepersons, stores persons and supervisors, and temporary employment mode on general farm tasks, while seasonal contracts were seen good for skill demanding operations such as tobacco seedbed establishment, tobacco reaping and curing and grading. A ccareful selection of employment modes reduces inequalities and unhealthy attitudes at work and improves on farm business performance.
 JEL Classification: Q12

Staff turnover in child development centers is epidemic, reaching as high as 41% (Whitebook, Howes, & Phillips, 1989a). Studies have shown that high rates of turnover are related to poor-quality child care, having detrimental effects on children in child care facilities (Clarke-Stewart, 1987; Galinsky, 1990; Whitebook et al., 1982). Variables associated with high staff turnover are low wages, poor working conditions, and minimal benefits.

This research was conducted to determine the influence of employee absenteeism and turnover on innovation and organizational performance. The variables used in this research are employee absenteeism and turnover, where how much influence these two variables have on the success of innovation and organizational performance. The data collection method uses literature study which is then searched for research gaps from several articles/journals in this research. The research results show that employee absenteeism and turnover have a negative and significant effect on innovation and organizational performance. The higher the level of employee absenteeism, the more difficult it will be for the employee to contribute to organizational performance. This means that the higher the level of absenteeism, the lower the innovation and organizational performance. High employee turnover can also affect organizational performance and innovation. Frequent loss of competent employees can hamper innovation and organizational performance. This means that the higher the employee turnover rate, the lower the innovation and organizational performance. To improve organizational performance, innovation is very important. If a company has an environment that supports innovation, its employees can become more innovative and creative. This means that innovation has a significant positive effect on organizational performance.

Poor working conditions and high employee turnover in eldercare have frequently been addressed over the years. The aim of the study is to examine the relation between work overcommitment and employee well-being and turnover intentions in eldercare and whether leader support and role clarity moderate the relation between overcommitment and employee outcomes. A questionnaire was distributed to workplaces in eight Swedish municipalities. The results show that overcommitment was related to employees’ impaired well-being, as well as to their turnover intentions. We also found that leader support buffered the negative effects of overcommitment. The role clarity was quite high; however, it did not have a moderating effect.

The banking sector is one of the sectors driving the Indonesian economy whose contribution is above. Banking activities are engaged in managing financial and non-financial products that are known to have a high employee turnover rate. The high level of employee turnover is influenced by various things, including work autonomy, work-life balance, and job satisfaction. For this reason, this study aims to examine the effect of work autonomy, work-life balance, and job satisfaction on turnover intention in the banking sector of Malang City. This study uses a quantitative approach with online questionnaire data collection. Data was collected by distributing questionnaires (online and offline) using a Likert scale ranging from 1-5. The population in this study were employees in the banking sector. The sample in this study uses a non-probability method with a sample size of 100. Data analysis uses Smart PLS (Partial Least Square) to describe the relationship between variables. The Sobel test was used to analyze the effect of the mediating variables, namely work-life balance and job satisfaction. The results showed that work autonomy significantly affected job satisfaction, work-life balance, and turnover intention. Work-life balance also has a significant effect on turnover intention. However, job satisfaction has no significant effect on turnover intention. In terms of mediating effects, work-life balance can mediate the effect of job autonomy on turnover intention. Meanwhile, job satisfaction has no mediating effect between work autonomy and turnover intention.

Employee turnover has become a common phenomenon in all organizations. It will cost a lot of money and time because organizations need to hire new employees and train them to fill field open positions. There are many different reasons why they choose to leave the organization. So, organizations need to find out the most important reasons to treat and improve it. There are four categories of factors that affect employee turnover: demographic, work, financial-economic and organizational. The demographic category consists of three factors Age, Tenure and Job designation level. The second category which is personal consists of Job Satisfaction and Organizational commitment. While the third category is the organization which consists of payments and benefits, location of workplace, working environment (i.e., flexible working hours), perceive alternative employment opportunities, career promotion and recognition, supervision and relationship, training and improved skills and the last category consists of work stress, work/life balance and field of study. The research design is descriptive with a correlation type of instrumentation to get the effect of variables positively or negatively with the amount. The data will collect via a structured questionnaire. This study has identified several key factors that contribute to employee turnover, including perceived organizational support, job stress, work-life balance, and available job alternatives. The results suggest that organizations can reduce employee turnover by improving perceived organizational support and work-life balance while also minimizing job stress. These findings have important implications for HR management in developing effective retention strategies to retain valuable employees and improve organizational performance.