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An investigation into the factors leading to high employee turnover in the UK
hospitality sector and their mitigation strategies
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Table of Contents
Chapter 1: Introduction
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1.1 Background of the Study
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1.2 Research Problem
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1.4 Aims and objectives
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1.5 Research Question
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1.6 Significance of the Study
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1.7 Research Design and Methodology
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1.8 Structure of the Dissertation
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1.9 Definition of Key Terms
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1.10 Summary
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Chapter 2: Literature Review
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2.1 Introduction
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2.2 Critically analysis of the key contributory factors of high employee turnover rate in UK Hospitality
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2.3 Analyze the impact of higher employee turnover in the Hospitality industry of the UK and the influence of current employee retention strategies
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2.4 Identify the challenges associated with the UK hospitality sector that are resulting in higher employee turnover
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2.5 Critically analysis of the strategies that can be implemented for reducing employee turnover and dealing with challenges of higher employee turnover in the UK Hospitality industry
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2.6 Literature Gap
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2.7 Theoretical Framework
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2.8 Summary
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Chapter 3 - Research Methodology
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3.1 Introduction
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3.2 Outline of the chosen methods
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3.3 Research philosophy
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3.3.1 Justification of Research Philosophy
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3.4 Research approach
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3.4.1 Justification of Research Approach
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3.5 Research design
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3.5.1 Justification of Research design
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3.6 Research Strategy
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3.7 Choice of selected research
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3.8 Data collection technique
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3.9 Types of survey
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3.10 Types of Interviews
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3.11 Sampling and population method
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3.12 Data analysis process
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3.13 Reliability and validity
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3.14 Ethical consideration
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3.15 Timeframe
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Chapter 4: Data Analysis
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4.1 Introduction
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4.2 Quantitative analysis
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4.2.1 Survey Questionnaire
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4.2.2 Interview Questionnaire
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4.3 Discussion
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Chapter 5 - Conclusion and Recommendations
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5.1 Conclusion
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5.2 Linking with the Objectives
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5.3 Research limitations
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5.4 Future research opportunities
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5.5 Recommendations
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References List
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Chapter 1: Introduction
1.1 Background of the Study
The UK hospitality industry, which includes hotels, restaurants, and airline hotels, continues to struggle with a high worker turnover rate. This issue can have a detrimental effect on customer service quality, productivity, profitability, and competitiveness. It can also raise the cost of hiring
and training new employees (Dwesini, 2019). The airline hospitality business, a division of the larger hotel industry, likewise struggles to keep talented and committed workers in a setting with particular expectations and challenges. For those involved in academics and business, it's critical to comprehend the causes that lead to significant employee turnover, and creating efficient mitigation plans is crucial (Choy and Kamoche, 2021). Through interviews with industry professionals and surveys of the workforce, this study intends to investigate the root reasons for high worker turnover in the UK hospitality business, notably in the airline hospitality sector. For business decision-makers and organizations, this research offers doable suggestions and tactics for lowering turnover and enhancing employee stability. 1.2 Research Problem In this dissertation, the high rate of staff turnover in the UK hospitality industry is investigated, with a focus on the airline hospitality industry. The problem is significant since it affects the economy and industry. A continual cycle of recruiting, training, and rehiring results in high staff turnover, and the airline hospitality industry considerably boosts the GDP of the nation. Increased operational expenses, service interruptions, and decreased customer satisfaction and loyalty are all effects of excessive personnel turnover (Ayodele et al
., 2020). Professional personnel is necessary for airline hospitality to ensure passenger safety, satisfaction, and operational effectiveness. In addition to being a financial problem, reducing excessive personnel turnover is essential for providing both outstanding customer service and aircraft safety. The dissertation looks at the root reasons for excessive worker turnover in the UK hospitality industry
and develops ways for effectively mitigating them (Rasheed et al
., 2020). This study will help stakeholders assess workforce stability in the UK hospitality sector and offer insightful information. 6
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1.3 Purpose of the Study
In particular, the airline hospitality sub-sectors rising worker turnover was the focus of this study's attempt to identify the driving forces behind the trend. It will pinpoint the root reasons, take into account unique difficulties, come up with mitigation plans, advance academic understanding, offer useful guidance to industry stakeholders, and encourage a retention-oriented
culture (Aman-Ullah et al
., 2021). The rigorous nature of the work, tight safety rules, and seasonal swings in passenger traffic are all factors that cause wear and strain. The outcomes will be utilized to create mitigation plans that are efficient and encourage both organizational sustainability and stable employee relations. By offering a thorough investigation of the UK hospitality industry's high personnel turnover, the research will also add to the body of academic knowledge (Khuong and Linh, 2020). 1.4 Aims and objectives
Aim of this study is to identify and investigate contributory factor of high employment turnover in hospitality industry followed by identification of challenges and developing strategies to reduce employee turnover.
● To identify key contributory factors of higher employee turnover rate in UK hospitality industry.
● To illustrate impact of higher employee turnover in hospitality industry of UK and evaluate current employee retention strategies.
● To highlight challenges associated with UK hospitality sector that is resulting in higher employee turnover.
● To develop new strategies for reducing employee turnover and dealing with challenges of higher employee turnover in UK hospitality industry.
1.5 Research Question
1. What are the key contributory factors of higher employee turnover rate in UK hospitality industry?
2. What is the impact of higher employee turnover in hospitality industry of UK and influence of current employee retention strategies? 3. What are the challenges associated with UK hospitality sector that is resulting in higher employee turnover?
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4. Which strategies can be implemented for reducing employee turnover and dealing with challenges of higher employee turnover in UK hospitality industry?
1.6 Significance of the Study
This study is significant for the UK hotel industry's policy ramifications, academic contributions,
and real-world applications. With an emphasis on the airline hospitality industry's high staff turnover rates, it offers empirical data and new perspectives that advance knowledge in the field. The research places turnover in the UK hospitality industry in its historical context, taking into account the industry's particular difficulties and motivators and enhancing the applicability of academic results to practical issues (Heimerl et al
., 2020). Creating plans for workforce stabilization, enhancing organizational performance, and maximizing resource allocation are examples of practical uses. The findings of this study can assist hospitality businesses in developing a more dependable and engaged workforce, enhancing service quality, client happiness, and overall business performance. By identifying the major causes of turnover, research enables organizations to better efficiently allocate resources. This enables them to focus their actions in the areas most likely to lower turnover (Tsui, 2021). Informed policymaking, economic effects, and discoveries relevant to the sector are all examples of policy implications. The elements that drive sales are examined from a global perspective using a diverse research strategy that combines employee surveys and interviews with management professionals. To address excessive worker turnover in the UK hotel industry, this research's significance resides in
its capacity to produce useful insights, workable solutions, and policy suggestions.
1.7 Research Design and Methodology
Specifically, the hospitality industry for airlines in the UK is examined in this dissertation to determine the causes of rising personnel turnover. Research is conducted using a blend of qualitative and quantitative techniques (Gilad, 2021). Five industry experts will participate in semi-structured interviews for the qualitative study, and 25 employees of the airline hospitality business will be surveyed for the quantitative study. The rigor and validity of research are increased when qualitative and quantitative data are combined, and the research topic is better 8
understood as a result. The research design does, however, have certain drawbacks, including a small sample size, time limitations, and potential response bias (Gilad, 2021). Despite these drawbacks, the study approach and design were well adapted to address the research topic and offer important new perspectives on the intricate problem of excessive staff turnover in the hotel industry. an inn in the UK. This study intends to shed more light on the intricate problem of excessive personnel turnover in the UK hospitality industry. 1.8 Structure of the Dissertation
1.9 Definition of Key Terms
1. Employee turnover:
Employee turnover, which can refer to both voluntary and involuntary departures like layoffs or resignations, is the proportion of employees who quit an organization and are replaced by new ones.
2. Hospitality sector:
The hospitality sector includes a range of establishments and services that cater to visitors' requirements and comfort, such as hotels, dining establishments, resorts, event planners, and airline hotels (Yu et al
., 2020).
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D
i s s e r t a t i o n
D
i s s e r t a t i o n
Chapter 1: Introduction
Chapter 1: Introduction
Chapter 2: Literature Review
Chapter 2: Literature Review
Chapter 3: Research Methodology
Chapter 3: Research Methodology
Chapter 4: Data analysis
Chapter 4: Data analysis
Chapter 5: Conclusion & Recommendations
Chapter 5: Conclusion & Recommendations
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3. Airline hospitality:
The provision of services and facilities to patrons and visitors in the aviation business, including those offered on commercial airlines, airports, flights, airline food, and airport lounges, is referred to as aviation hospitality.
4. Mitigation strategy:
To successfully manage the issue of excessive employee turnover, this study investigates the usage of mitigation techniques in the hospitality industry. 5. Workforce stability:
The capacity of a company to retain a steady and dependable workforce,
hence lowering employee turnover and disruption, is referred to as workforce stability (Gom et al
., 2021).
6. Contextualization:
When analyzing and interpreting data and outcomes in research, contextualization takes into account the special characteristics of a given industry, location, or organization.
7. Labour laws:
Labour laws are the rules that control aspects of the workplace such as pay, benefits, and employee rights. By nation and sector, these laws could be different.
8. Customer satisfaction: In the hospitality sector, customer satisfaction is a measure of how happy customers are with the goods or services they have received (Elshaer et al
., 2021).
9. Policy implications: The formation or adjustment of industry-specific rules, guidelines, or laws may be affected by the findings of a study that addresses this topic.
1.10 Summary
This overview examines the issue of excessive personnel turnover in the UK hospitality business,
with a particular emphasis on the airline hospitality sector. The study's objectives were to identify the elements that contribute to significant staff turnover and provide practical mitigating measures. To pinpoint revenue sources and address issues, the research included approaches, including surveys of employees and interviews with business leaders. To lay the theoretical groundwork for the investigation, Chapter 2 of the dissertation explores earlier writings. A greater comprehension of the issue and the creation of realistic mitigation solutions will be made possible by the literature study, which will examine academic research, theory, and practical knowledge about excessive employee turnover. A concise overview of the key ideas addressed in
the introduction is provided in the executive summary. 10
Chapter 2: Literature Review
2.1 Introduction
With an annual worker retention average of 70%, employee turnover is a significant issue in the UK hospitality industry. Lack of career possibilities, unsociable hours, a lack of flexibility, a lack
of recognition, poor relationships, a terrible boss, lousy fit, low earnings, unclear expectations, a toxic work environment, and burnout are some of the factors that contribute to high employee turnover in the hospitality sector. Businesses in the hospitality industry may reduce excessive employee turnover by providing chances for advancement, flexible scheduling, incentives and recognition, a happy work atmosphere, unambiguous expectations, and just remuneration (Alexandra, 2023). Businesses can also spend money on technology to automate repetitive processes, lessen workload, offer training and development opportunities, and enhance communication and feedback channels. It is challenging for employees to support themselves in the hospitality industry because the occupations sometimes pay poor earnings and have few benefits. In order to remain competitive within the sector, pay scales should be reviewed and adjusted. Additionally, employers should provide enticing benefits packages, such as healthcare and retirement programmes. Because of the erratic schedules required by the hospitality industry, especially on weekends and holidays, burnout is a common occurrence (Blythe, 2023). Set aside time for proper relaxation, prioritise work-life balance, and use flexible scheduling methods. As a result of the perception that hospitality professions are dead ends, many employees look for chances elsewhere. Hospitality companies may increase employee happiness, save recruiting costs, and improve overall performance by addressing the root reasons for excessive staff turnover and putting in place efficient retention methods.
2.2 Critically analysis of the key contributory factors of high employee turnover rate
in UK Hospitality
The UK hotel industry's high staff turnover rates are the result of a complex interaction of many causes, according to a comprehensive review of the primary contributing factors. For the purpose
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of creating efficient strategies to reduce turnover and raise the sustainability and performance of the sector as a whole, it is essential to understand these variables (Fourth, 2023).
Figure 1: Employee turnover rates
(Source: Blythe, 2023)
Low compensation
One of the biggest problems in the hospitality industry is still low compensation, which causes financial instability and employee unhappiness. This issue is exacerbated by the high expense of living, particularly in cities. Because workers look for higher-paying opportunities elsewhere, low salaries frequently result in a mobile workforce. Offering excellent perks and raising pay can
help employers keep talented and engaged staff.
Unsociable working hours
Work-life imbalance and burnout are risks associated with long and unsociable working hours, which are frequently required in the hospitality sector. These hours may include nights, 12
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weekends, and holidays (Codling et al.,
2022). Employees who are worn out are less productive and are more prone to switch careers to ones that promote a healthier work-life balance. This problem may be solved by using flexible scheduling, guaranteeing sufficient rest times, and implementing equitable shift rotation procedures.
High Stress Levels
The fast-paced and high-stress nature of the hospitality industry can lead to burnout, having a detrimental effect on both mental and physical health. High-stress workers may resign or move on to less demanding positions. Employers may assist employees in dealing with the demands of the job by putting stress management programmes into place and creating a positive workplace culture.
Limited Opportunities for Career Development
Many people believe that employment in the hospitality industry doesn't offer long-term career opportunities, which results in a constant flow of entry-level workers (Crowther, 2023). Employees are more inclined to pursue professional progression in other businesses if there isn't a clear path for advancement. Instilling a feeling of purpose and loyalty in workers may be accomplished through offering training, mentoring, and career growth chances.
Lack of Recognition and Appreciation
Employees who perceive they are being underpaid and underappreciated are more prone to get disengaged and finally quit their positions. Reduced motivation and work satisfaction might result from a lack of appreciation. A culture of appreciation and the implementation of employee recognition programmes can increase morale and retention rates.
Industry's Seasonality The hotel industry frequently sees seasonal swings in demand, which results in brief layoffs or shortened hours during off-peak times (Dwesini, 2019). Seasonal workers might go elsewhere for year-round work. Talent retention during slow seasons can be aided by giving part-time workers the chance to receive cross-training in other positions or by offering seasonal bonuses.
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Poor Onboarding and Training
Employees may experience a lack of preparation and frustration as a result of poor Onboarding and Training procedures. A personnel that has not received proper training may commit more errors and lose interest in their jobs. Employee confidence and competence may be raised by improving onboarding procedures and making investments in ongoing training and development.
Dissatisfaction
Employees quit their jobs because of their unhappiness, which includes their relationships with their bosses, their working environments, and their lack of appreciation (Ghani et al., 2022). Employee morale and job satisfaction may be raised by thanking and praising hard work.
The high staff turnover rate in the UK hospitality business is a complex problem that is driven by
a number of elements, including poor pay, long hours, limited career advancement, high-stress levels, a lack of recognition, inadequate training, and the seasonal nature of the sector. A culture of appreciation and support for employees must be fostered while also enhancing working conditions and career chances if industry stakeholders are to handle this issue successfully.
2.3 Analyze the impact of higher employee turnover in the Hospitality industry of the UK and the influence of current employee retention strategies
Increased staff turnover has a substantial and broad-reaching influence on the UK hospitality business, affecting a number of different elements of the industry (Holston-Okae, and Mushi, 2018). Furthermore, a significant part of minimising these negative consequences is dependent on how well-performing existing staff retention methods are.
Impact of higher employee turnover in the hospitality industry in the UK,
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Figure 2: Impact of employee turnover in the UK Hospitality sector
(Source: Brahma, 2023)
Operating Discrepancy
Due to the constant need to hire and educate new staff, frequent turnover affects everyday operations. Customers may not be satisfied if service quality varies often due to personnel turnover.
Financial Outlays for Recruitment
The time and resources required for recruiting, onboarding, and training new staff are significant.
The bottom line is impacted when there is a lot of turnover because of higher recruitment costs.
Staff Morale Has Dropped
Low motivation and work satisfaction might result from the surviving employees being discouraged due to high turnover (Sheehan, Grant, and Garavan, 2018). The issue can be made worse by a toxic workplace, which will only make turnover more common.
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Experiencing a customer
The reliability and calibre of client service may suffer with a team that is continually shifting. Customers who are not happy are less likely to make a second purchase, which reduces income and harms the business's image.
Diminished Institutional Knowledge
The establishment, its procedures, and client preferences are all things that experienced staff know well. This institutional knowledge is lost when there is a lot of turnover, which can make operations less effective.
Competitor disadvantage
Businesses with a high employee turnover may find it difficult to compete with those who provide better working conditions and job security (Marinakou, and Giousmpasoglou, 2019). Potential employees may be turned off by the industry's illustrious image as a difficult place to work.
Implement the current employee retention strategies,
Comparative advantage
Through the attraction and retention of elite personnel, effective employee retention tactics may provide businesses with a competitive edge. Positive workplace cultures have a higher likelihood
of retaining staff and attracting consumers.
Cost Savings
Effective retention tactics can lower the expenses of hiring new employees and providing them with training. Long-term cost reductions are frequently produced through investments in the professional growth of employees and work satisfaction.
Increased morale among workers
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Employee morale and job satisfaction may be raised through strategies that put an emphasis on recognition, professional advancement, and work-life balance (Michael, and Fotiadis, 2022). Less likely to look for a job elsewhere is a motivated, satisfied staff.
Reduction in Turnover Rates
Direct ways to lower turnover rates include effective retention efforts. Businesses that place a high priority on employee satisfaction and retention typically have lower turnover rates, which helps maintain the business environment.
Enhancing Service Quality
Strategies for keeping employees that emphasise training and professional advancement can produce a staff that is more skilled and engaged. This improves client happiness and service quality in turn.
Positive reputation in the industry
Businesses with effective retention strategies can enhance the sector's standing as an employer. A
more positive image may draw in a staff with greater expertise and dedication.
Make clear expectations
, Setting expectations that are crystal clear and giving frequent feedback
might assist staff members in comprehending their jobs and duties (Han, 2020). Technology
, Using it to automate monotonous chores and lessen burden will help lessen employee burnout.
Higher staff turnover has a significant negative impact on operations, costs, customer satisfaction, and competitiveness in the UK hospitality business. However, the impact of existing
staff retention tactics is also quite important, providing chances for cost savings, better service quality, and a better reputation for the sector. 17
2.4 Identify the challenges associated with the UK hospitality sector that are resulting in higher employee turnover
There are a number of issues the UK hospitality industry must deal with, which results in greater staff turnover rates. These issues are frequently linked together, and taken as a whole, they provide a setting where it is challenging to keep employees. The labour market is competitive, competing with other businesses for talent is the hotel sector (Stamolampros et al., 2019). Employees may leave an industry for one with better compensation or more stable employment chances. Benefits at low wages, for employees, especially those who
work in expensive urban regions, hospitality occupations in the UK sometimes pay low salaries. Limited advantages, such as healthcare and retirement programmes, may deter long-term commitment. Working long and erratically
, Because of the demands of the industry, workers frequently have to put in erratic hours, which might include evenings, weekends, and holidays. Burnout and trouble keeping a work-life balance are possible outcomes of this.
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Figure 3: Causes and Effects of High Turnover Rate
(Source: Fechter, 2023)
Cultural barriers and the diversity of the workforce, A diverse workforce with a range of cultural origins frequently works in the hospitality industry (Rasheed et al., 2020). Conflicts and turnover can result from managing and promoting inclusion and cultural understanding. The industry's seasonality, Significant seasonal demand swings are common in the hospitality industry for many businesses. Employees may experience fewer hours or layoffs during slow seasons, which can cause instability. Less chances for career development, Long-term career opportunities are sometimes seen as being restricted in the hospitality industry. The lack of defined career routes may make employees less likely to remain with their present company.
Effect of Extraordinary Events, The hotel industry may be significantly impacted by outside forces like recessions in the economy, problems in the public health system, or changes in immigration laws (Hassan, 2022). Layoffs, uncertainty, and greater turnover rates can result from
these occurrences. High Stress Levels, High levels of stress and job unhappiness can result from the demanding and quick-paced nature of the hospitality industry. Both physical and mental health can be badly impacted by stress. Lack of Appreciation and Recognition, Employee motivation, and loyalty may decline as a result of feeling unloved and undervalued. Turnover may be influenced by workers not receiving credit for their efforts.
Regulatory and Compliance Burden, The industry is subject to a number of rules including health and safety, alcohol licensing, and employment legislation (Chung, and D’Annunzio-
Green, 2018). It may be difficult, especially for small organisations, to ensure compliance, which
makes it harder for them to keep employees. Skilled Worker Shortage, In the hotel sector, there is sometimes a lack of qualified employees in specific positions, such as cooks and seasoned waitstaff. Higher turnover may be caused by the difficulties in recruiting and keeping skilled workers. Inadequate training and onboarding, Employees may not be properly prepared to carry out their responsibilities as a result of inadequate training and onboarding procedures. As a result, you could feel frustrated and have less work satisfaction (Kichuk, Brown, and Ladkin, 2019). Poor connections with supervisors and a hostile work environment can also contribute to increased employee turnover. Bad bosses and toxic work environments. Lack of communication 19
and unclear expectations can cause employees to become frustrated and dissatisfied with their jobs.
In order to successfully overcome these obstacles, a multidimensional strategy that includes competitive pay, enhanced work-life balance, in-depth training and development, possibilities for
professional promotion, stress management programmes, and an inclusive and appreciative culture is required (Kloutsiniotis, and Mihail, 2020). The hotel industry in the UK may enhance performance overall and staff retention by tackling these problems.
2.5 Critically analysis of the strategies that can be implemented for reducing employee turnover and dealing with challenges of higher employee turnover in the UK Hospitality industry
A thorough and systematic strategy is needed to reduce staff turnover and effectively address the issues raised by increasing turnover in the UK hospitality business. Initiatives for stress management and wellbeing
, Putting stress management plans into place and encouraging wellbeing can increase job satisfaction and lessen burnout. Effective in lowering turnover by enhancing worker well-being, however, it could necessitate a substantial investment. Competitive Compensation and Benefits
, It's essential to provide competitive pay and benefits in order to draw and keep talent in the sector (Tews, Michel, and Stafford, 2019). Effective in luring workers at first, but employee retention is reliant on other elements like the working environment and career chances. Flexible Scheduling, Flexible scheduling can improve work-
life balance by giving employees greater control over their schedules. effective in lowering turnover by addressing a key industry pain issue, especially for front-line employees.
Career Development Programmes
, Providing training opportunities and establishing clear career
routes will boost employee enthusiasm. Effective in keeping ambitious workers, although retention may still be difficult for those looking for alternative career routes. Cross-training and skill diversification
, Giving staff members the chance to pick up new talents can boost their worth to the company (Murray, and Holmes, 2021). However, not all employees may want this. Effective in keeping individuals that want variation in their positions. Better Work Environment
,
Improving the work environment might help people feel more satisfied with their jobs. Highly successful in lowering turnover because a supportive work environment may resolve a variety of 20
underlying problems. The ability to adapt to outside events, Reduce the impact on turnover by developing resilience solutions for outside occurrences. effective in preserving stability in times of turbulence, but may not completely eliminate turnover. Figure 4: Strategies for implementing the reduction of employee turnover rate
(Source: Vulpen, 2021)
Workforce Diversity & Inclusion Projects
, Cooperation among teammates may be increased through promoting inclusion and cultural understanding. Effective at retaining employees by fostering a tolerant and diverse environment (Aburumman et al., 2020). Consistent Communication and Feedback, Employees may voice issues and get a sense of being heard by keeping lines of communication open. However, it needs managerial commitment. Effective in increasing retention by swiftly resolving difficulties. Employee Appreciation
, Providing employees with praise and recognition may improve their sense of worth and increase their pleasure at work. Effective in enhancing retention, but it needs to be a part of a larger plan addressing other issues.
Onboarding and training in full
, Employee competence and confidence
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can rise with appropriate training and onboarding. Effective in the short term, but continuous improvement is required to keep skills and drive. Compliance with regulations and training, Legal risks, and employee unhappiness can be decreased by ensuring regulatory compliance (Sepahvand, and Bagherzadeh Khodashahri, 2021).
Effective in preventing legal problems and resolving complaints, but may not have an immediate effect on other turnover reasons. Investing in technology,
Automation of monotonous jobs and a reduction in burden might help employees feel less burned out and dissatisfied at work. Encourage excellent management techniques, excellent managers know how to properly delegate, recognise employee accomplishments, and clearly explain expectations, which may help decrease employee unhappiness brought on by toxic bosses and a hostile work environment.
Clarifying expectations, Making sure staff understand their obligations and roles will assist in lessening their aggravation and unhappiness (Khalid, and Nawab, 2018). This may also be accomplished by giving frequent feedback. Employee recognition and rewards can assist in raising morale and increase job satisfaction. Employees like being commended and rewarded for their hard work.
Reduced staff turnover in the UK hospitality business necessitates a diverse strategy that takes into account the particular difficulties the industry faces. A holistic strategy that encompasses fostering a happy work environment, offering chances for professional growth, and placing a priority on employee well-being is probably going to be the most successful, even while tactics like competitive remuneration and flexible scheduling are vital (Chaudhuri, Arora, and Roy, 2020). The dynamic hospitality sector also requires constant monitoring and strategy adjustments
to meet the unique demands of the workforce.
2.6 Analyse the importance of reducing the high employee turnover rate in the UK Hospitality
For a variety of reasons, it is crucial to lower the high staff turnover rate in the UK hospitality sector. When it comes to keeping personnel, the hospitality industry—which includes hotels, dining establishments, pubs, and companies that cater to tourists—faces particular difficulties (Lightspeed, 2021). Numerous advantages for firms and the economy at large are shown when the relevance of decreasing turnover in this industry is examined.
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Savings on expenses
It costs money to have a high turnover rate. The recruiting, training, and onboarding costs for every new employee in the hospitality sector are normally incurred costs. Reducing turnover can result in significant cost savings, enabling firms to use resources more effectively. Businesses that have high employee turnover must regularly engage in the hiring, training, and recruitment of new employees, which is costly. Businesses may save these expenses and deploy resources more effectively by lowering turnover.
Enhanced Guest Experience
In the hotel industry, consistency in service is crucial (Vana, 2021). The visitor experience may be harmed by frequent turnover due to variable service quality. In order to continuously provide outstanding service, workers must be better trained, more experienced, and less likely to resign. As new hires could need some time to get up to speed, a high turnover rate might cause a change in the quantity and calibre of client service. Businesses may provide their consumers with more dependable and superior service by keeping experienced people on staff. A brand's reputation and image
Reputational harm might result from high employment turnover. Recurring absences may be a sign of bad working conditions or management problems (Peters, 2023). An image of stability is communicated by a steady workforce, drawing in both clients and future workers.
Rise employee morality A rise in staff morale can be attained via lowering turnover. Employee job satisfaction may suffer
if staff members regularly see their coworkers leave. Employees who are driven, engaged, and invested in their jobs are more likely to work in stable environments. Reducing turnover requires cultivating employee satisfaction. Employee retention is higher when they feel appreciated, supported, and engaged by the organisation. This may be accomplished via a variety of tactics, including competitive pay, chances for advancement, and support for a healthy work-life balance.
Enhanced Staff Expertise and Knowledge 23
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Employees in the hospitality industry frequently need to be knowledgeable on a range of topics, from menu items to nearby attractions (
Xu, and Cao, 2019). A more knowledgeable workforce and better customer service may result from lower turnover rates, which give employees more time to learn new skills.
Training and Development
By keeping personnel, firms are able to spend more on training and development initiatives. Employees that stick around for a longer period of time are more likely to gain from continued training, which enhances their abilities and raises their worth to the firm.
Employee Loyalty People are more inclined to be loyal to their employers when they feel appreciated and secure in their jobs (
Huang, van der Veen, and Song, 2018). Employee loyalty can result in lower turnover since loyal workers are less inclined to look for employment elsewhere.
Sustainability
Having a stable workforce is made possible by lowering turnover. It lessens the necessity of replacing workers often, which can put a burden on the labour market and make it more difficult for employers to locate appropriate applicants.
Economic Impact
The hotel industry's high turnover rates may have wider-ranging economic effects (
Dorta-Afonso
et al., 2021). Consumer spending, employment security, and regional economic growth can all be
influenced by a more stable labour force.
2.7 Identify the significant roles of employees in the UK hospitality industry that motivate them to make changes to deal with a high employee turnover rate
Recognising and emphasising the important responsibilities that workers play within the company can help to inspire them to make improvements and combat a high turnover rate in the 24
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UK hospitality sector. By emphasising these responsibilities, employers may encourage workers to engage in ways that lower turnover by giving them a feeling of purpose and accountability. Excellence in customer service
, Employees in the hotel industry deal with consumers on a daily basis and serve as the company's public face (James, 2019). Remind staff members that by remaining and delivering top-notch service, they help the company maintain a strong reputation and promote customer satisfaction, which encourages repeat business and higher tips.
Collaboration and teamwork,
are important for the smooth operation of the hospitality industry. Staff members frequently operate in teams. Emphasise how their participation and dedication to the group foster a positive work environment that lowers stress and increases everyone's sense of
fulfillment in their position.
Knowledge of the Product
, Employees must be familiar with the facilities, cuisine, and nearby attractions. Insist on how crucial it is to establish yourself as the visitors' go-to source so that you
can improve their experience and highlight your expertise.
Problem-solving, Hospitality personnel must be able to think quickly and come up with solutions
to problems that arise from frequent client complaints and challenges (
Kotera, Adhikari, and Van Gordon, 2018). Give staff members the authority to handle problems on their own, since this may boost their sense of success and job satisfaction.
Offering competitive pay and benefits,
is essential for luring top personnel to the hotel sector and keeping them there. For their pay packages to remain competitive, businesses should periodically assess them and compare them to industry norms.
Practises for effective management,
In order to keep employees happy and motivated, effective management is crucial. Businesses should invest in training competent managers who can successfully lead and assist their teams, set up clear expectations and feedback, and respond to any issues or concerns brought up by workers.
Recognition of employee efforts, An important factor in increasing staff happiness and reducing employee turnover is the appreciation of employees' contributions (
González-González, and García-Almeida, 2021). Praise and recognition can help with both of these goals. Companies 25
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must put in place frequent recognition programmes, offer praise for exceptional work, and recognise top performers.
Community Engagement
, Hospitality firms frequently have links to and engagement in the community. Emphasise the good influence their participation in community engagement initiatives may have and inspire pride in belonging to a company with deep ties to the neighborhood.
Adaptability,
the hospitality sector is dynamic, and staff must be able to adjust to new conditions and client demands (
Ali, and Anwar, 2021). Emphasize how their adaptability and flexibility are essential to providing top-notch service, enhancing the excitement and diversity of the workplace.
2.8 Literature Gap
This study focuses on the key factors that lead to high employee turnover in the UK hospitality sector and their mitigation strategies. However, the existing studies only highlight the short-term strategies to implement employee turnover reduction strategies. Therefore, there is a lack of research that looks at how these techniques affect customer happiness, business success, and staff
retention over the long term in the UK hospitality industry. This concept is very significant for adopting a strong idea about the reason for employee turnover and making more effective changes in the hospitality management sector in the UK. 2.9 Theoretical Framework
Job Embeddedness Theory
, This theory is concerned with the elements that contribute to employees' sense of belonging to both their workplaces and their communities. According to this notion, boosting employees' connection to their workplaces and communities helps lower turnover. One way to improve work embeddedness is by offering chances for social interaction and community involvement.
Human Capital Theory,
Employees are precious assets, according to the human capital theory, and businesses benefit when they invest in their growth (Naz et al., 2020). According to this hypothesis, investing in an employee's training and development may improve their abilities and 26
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increase their value to the company, which lowers the risk of turnover in the UK hospitality sector.
2.10 Summary
As a whole, the UK hospitality sector confronts a number of difficulties, such as poor pay, lengthy and asocial working hours, little prospects for professional advancement, high levels of stress, and a lack of recognition and appreciation. The industry-wide high turnover rates are a result of these difficulties. Organisations in the UK hospitality industry can implement a variety of strategies to address these issues by incorporating ideas from the human capital theory, job embedding theory, expectancy theory, social exchange theory, psychological contract theory, employee engagement theory, and organizational culture and climate. Competitive pay and benefits, flexible scheduling, career development programmes, stress management, and well-being initiatives, employee appreciation programmes, thorough onboarding and training, skill diversification through cross-training, improved work environments, diversity and inclusion initiatives, regular feedback and communication, adjusting
to outside events, and regulatory compliance are all included in these strategies. A comprehensive and situation-specific strategy for employee retention is crucial in the face of these difficulties. Businesses in the UK hospitality sector can lower turnover rates, boost employee satisfaction, boost service quality, and ultimately thrive in a fiercely competitive and dynamic industry by investing in their workforce, fostering a positive workplace culture, and tailoring strategies to the particular needs of the industry.
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Chapter 3 - Research Methodology 3.1 Introduction The topic covered in this specific chapter suggests that it has anything to do with resolving the current problem. The researcher will now provide a thorough explanation of the study technique relevant to this topic. The numerous approaches as well as assets used in the gathering of information will be fully covered in this section. Therefore, the researcher must provide the institution with a moral attestation before the study begins to protect the integrity of participants' confidence and uphold ethical norms (
Dwesini, 2019). Additionally, a thorough examination of the study project's broad objectives, procedural complexities, and conceptual structure has been done. A historical diagram showing how much time the researcher spent on each job has been supplied as a concluding feature.
3.2 Outline of the chosen methods The researcher uses a post-positivist paradigm throughout the search of this inquiry, using a descriptive research paradigm supported by a deductive approach. Additionally, the investigator has skillfully justified a variety of choices, including the technique used in the study as well as attitude and framework. The use of secondary resources, such as interviews and questionnaires, for data collecting led to a thorough dataset in addition to facilitating the research's prompt completion. The researcher elaborates on the methods used for each sampling and data collection
in this section of the inquiry.
3.3 Research philosophy The phrase in issue, when used in the context of investigation philosophy, alludes to the idea that
a certain phenomenon is examined, with evidence being painstakingly gathered and then used throughout the study project. How the study can be implemented in clinical settings is greatly influenced by the selected theoretical viewpoint point (
Choy and Kamoche, 2021). Psychological
data collection approaches are used in the effort to examine various occurrences. Realistic, positivist, and interpretive scientific research methodologies—presented in that order—will be clearly distinguished from one another for the sake of this discussion. Within the field of realism 28
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research, the idea of an independent human intelligence plays a crucial role since it allows for the
investigation of such a life. According to Humphreys (2017), the interpretive paradigm heavily depends on sensory input when digging into philosophical questions. This seems like a simple foundation. The positivist approach to inquiry stands out as an appropriate method for study in situations when occurrences can be clearly delimited and adequate observations can be reasonably carried out. 3.3.1 Justification of Research Philosophy The study's underlying theoretical framework, which leans toward postpositivism, is particularly focused on the difficulties faced by Indian postgraduate researchers who enroll in British higher educational institutions. This choice is largely supported by a wealth of empirical evidence, which is perhaps the most important factor in the decision-making procedure. The decision to launch this inquiry solidified in light of previously reported discoveries (
Ayodele et al
., 2020). As a result, the post-positivist methodology appears to be the best fit for this specific situation. This approach is especially helpful for the complexities of information absorption since it is a time-honored tradition with the capacity to uncover epistemic requirements and highlight the opportunity for non-scientific investigation to support it. However, a pragmatic research strategy was avoided since the data integration and analysis followed strict scientific procedures. When looking for evidence to support or refute a particular point of view within the field, as is commonly done in academic investigation, the post-positivist paradigm notably promotes the ideal of objectivity.
3.4 Research approach Undoubtedly, the two most common methods for doing research are inductive and deductive. Reaching a conclusion based on acknowledged and confirmed evidence is a necessary step in a methodical process. The deductive approach is a strategy that helps with the collection and development of empirical evidence (
Rasheed et al
., 2020). With the use of this technique, the researcher can conclude the guiding, overarching tenets of a certain strategy. The statements made in the closing portion need to be tied to a particular setting. It would have been harder to extract further knowledge like this that was based on practical experiences. The investigator made a deliberate decision to use a logical approach throughout this inquiry.
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3.4.1 Justification of Research Approach It is important to emphasize the crucial role played by these deductive methods in developing the
current theoretical structure, especially when developing hypotheses and identifying key influences. In this investigation, the use of an inductive technique has been avoided because the investigational domains were developed through readings of the theoretical underpinnings already in place. The researcher has started compiling a collection of hypotheses, models, and supporting information relevant to the topic. As a result, the deductive approach is shown as the best option for solving this conundrum. The researcher can construct questions for the study by using the information previously mentioned. 3.5 Research design "Research paradigms" are a collection of approaches and techniques used in the analysis and collection of data that were originally developed to explore various study fields. These paradigms may be divided into four major categories: experimental, confirming, descriptive, as well as explanatory, each able to deal with a different aspect of a study question (
Sanabria-Díaz et al
., 2021). When the researcher is limited by time but tries to dive into an established yet crucial investigative strategy, the exploratory aspect of research investigation finds its place in the field. An alternate viewpoint describes it as an effort to comprehend the motivations underlying and consequences arising from the specific area of investigation in the issue. In any case, descriptive research's scope includes a thorough examination and dissection of a specific topic to disseminate a larger body of information about it.
3.5.1 Justification of Research design The researcher has purposefully chosen to use a descriptive study approach in the pursuit of academic inquiry. Descriptive approaches are used to highlight the traits and viewpoints of those who participated in the research, as the nomenclature suggests. This framework allows any of the
study's core ideas to be expressed through the clarification of particular problems. Notably, assembling representative sample cohorts is a crucial need for the conduct of descriptive research. Unfortunately, further validation surveys were not conducted as part of this study, which would have improved the likelihood of drawing accurate and trustworthy results (
Aman-
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Ullah et al
., 2021). It is important to emphasize that this study does not meet the requirements for
a design for explaining research, which calls for the achievement of definitive results. To better understand the complex web of causes causing the widespread problem of excessive staff turnover in the United Kingdom's hospitality business and to provide workable mitigation methods, an exploratory research methodology has been chosen. Therefore, using a descriptive research technique for this study seems to have been the wisest decision.
3.6 Research Strategy Depending on the precise goals driving the study, the current research allows the freedom to use either quantitative or qualitative approaches. For example, the quantitative method enables a thorough examination of a wide range of factors including actions, emotions, and viewpoints. In contrast, qualitative approaches provide a deeper understanding of the participants' perspectives and underlying motives than is possible through quantitative analysis, in addition to the investigation's main goal. By utilizing the power of quantitative approaches, the study inquiry was carried out efficiently.
3.7 Choice of selected research There are plausible possibilities for the examination and development of this project across both interviews and questionnaires. This is an important step in the inductive process. It is customary to use a survey technique while gathering data to answer questions like "how frequently" as well as "to what extent." Additionally, the questionnaires are quick to conduct, and the questions are simple to understand and lend themselves to succinct replies (
Han, 2020). This shows a clear understanding and explication of observable events, suggestive of a painstakingly carried out investigation. In contrast to inquiries, which primarily seek participant viewpoints and opinions, interviews are a technique for obtaining more comprehensive and accurate insights into these occurrences.
3.8 Data collection technique It seems that there are two main approaches to gathering additional information that are given. Emphasis must be placed on the fact that none of these approaches was left out of the project. 31
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Both primary as well as secondary data sources were carefully used to create a connection between data provenance and procedures. To support this claim, it would have been wise to collect quantitative primary data using an organized survey. However, this hadn't been the only issue at play. The gathered sources appear to include the fusion of preexisting or speculative data on the two sides (
Basnyat and Clarence Lao, 2020). The researcher discovered an auxiliary corpus of knowledge after conducting a thorough analysis of several textbooks, magazines, and internet archives. Surprisingly, secondary data appeared as the most important source throughout the thorough literature assessment that served as the foundation for this investigation. Additionally, it is closely related to several crucial datasets of the highest importance.
3.9 Types of survey In-person interviews must be conducted as part of this specific study's approach to collect primary quantitative information. To collect as much data from participants as possible, respondents were asked to complete generic questionnaires. The complete, or a significant portion Specifically, the possibility of the surveys was explicitly required of participants to receive credit for their truthful and independent responses.
3.10 Types of Interviews To acquire comprehensive qualitative data for such a study, the researcher performed in-person interviews as well as face-to-face discussions.
3.11 Sampling and population method Demographics may be thought of as a collection of separate parts that each represent unique characteristics connected to the participants of the research. On the other hand, sampling is the deliberate effort to collect an accurate representation of the population group being studied. Additionally, the creation of a study framework rich in measurable phenomena gives people a trustworthy point of comparison. Non-probability approaches and probability sampling are two separate paradigms that develop within the field of sampling procedures (
Heimerl et al
., 2020). These various strategies are closely related to the procedure for gathering data. Probabilistic sampling outperforms the use of questionnaires when it comes to interviews since it gives the 32
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researcher a higher level of data accuracy. Probabilistic sampling has become a more effective technique because of the high danger of erroneous replies that the selection at random characteristic of survey findings portends. To obtain a thorough comprehension of the topic at hand, the investigator skillfully employed both probabilistic as well as non-probability sampling strategies in the conduct of this study project.
3.12 Data analysis process Microsoft Excel would be used to evaluate the numerical data. The information about the statistical descriptions and inference statistics, however, would be recorded in a Word document.
3.13 Reliability and validity The idea of dependability may be clarified by the capacity to consistently generate a known outcome. By increasing the regularity of outcomes, predictable and habitual repetition undoubtedly assists in improving the reliability of the result as a whole. Remember that an outcome's unwavering adherence to its intended functioning is likely the most important factor in
determining its validity.
3.14 Ethical consideration To mobilize participant contribution, the researcher skillfully used persuasion, guaranteeing a clear window for departure from the study at any time. Participants have the right to withhold their names as well as other sensitive information unless necessary. Through the whole investigation, the researcher confirmed strictly accepted ethical standards. Names of survey participants were carefully deleted to preserve their right to remain anonymous, upholding the sanctity of confidentiality (
Japutra and Situmorang, 2021). This survey was carefully carried out without including any recognizable personal information provided by respondents, and the results were treated with the strictest confidentiality. The investigator diligently followed the regulatory guidelines outlined in the confidentiality rule of 1988 to the utmost degree permitted by current law. It's essential to note that no participant, including the researcher and others, was made to participate in the study under any duress, either overt or covert.
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3.15 Timeframe Activities
Week 1-4
Week 5-9
Week 9-12
Week 13-17
Week 18- 22
Background
of research
Research
aim and
objectives
Literature
Review
Research
Methodolog
y
Finding and
analysis
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Chapter 4: Data Analysis
4.1 Introduction
This chapter of the research is among the most significant. The data gathered here examines the prognosis of the investigation. This chapter claims that researchers have tried their best to produce derivatives from the original data. The question of whether multicultural teams can be successfully managed in various international marketplaces is also brought up in this section of the study. Researchers distributed survey questionnaires to employees who were 18 to 54 years old and older. Excel was used to carry out the survey. Respondents commonly had positions at various companies. People were asked to fill out surveys because they were anticipated to take part in the main study project. Paragraphs are used to collect quantitative data, and only the first few paragraphs are counted. The research goals can also be correctly included into the homework
assignment thanks to this analysis.
4.2 Quantitative analysis The researchers distributed survey samples to 25 randomly selected colleagues. 25 of them were taken into account for the current research project. Participants who were active in various groups were asked ten questions behind closed doors. These respondents freely agreed to take part in the poll. There is no strain on them. If respondents opted not to respond, they were assured that no personal questions would be asked. The researchers also determined each response's mean, median, mode, and standard deviation. Data are shown in multiple charts. To obtain this broad picture, respondents were asked to provide answers to two demographic questions. Once the data have been combined, the chart is shown. After completing the histogram for each data point, the researchers added two more elements. The researchers added the figures or totals based on the responses in the results section. The analysis section also provides reasons and remarks, much like the solution key does. The reliability and validity of the
data were increased by the researchers' use of quantitative data in the analysis and their connections to the literature review.
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4.2.1 Survey Questionnaire
1. Gender Options Responses Total responses Percentage of responses Male 14
25
56%
Female 9
25
36%
Prefer not to say
2
25
8%
Resp
onses
Total responses
Percen
tage of responses
0
10
20
30
40
50
60
70
80
Prefer not to say
Female
Male
Findings 14 of the responders were men, 9 were women, and 2 declined to provide any information. The corresponding percentages are 56, 36, and 8, respectively.
2. Age Options Responses Total responses Percentage of responses Under 18
6
25
24%
18-24
7
25
28%
36
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25-34
9
25
36%
35-44
1
25
4%
45-54
2
25
8%
55 and above 0
25
0
6
7
9
1
2
Responses
Under 18
18-24
25-34
35-44
45-54
55 and above
Findings 6 people are under age of 18 whereas 7 people between the ages of 18 and 24 made up the remaining 12. 9 respondents, on the other hand, belonged to the 25–34 age bracket respondents, who range in age from 35 to 44, are 1. In addition, just 2 respondents were aged between the ages of 45 and 54 and none were aged between 55 and above.
Q3. How long have you been working in this hospitality sector?
Options Responses Total responses Percentage of responses Less than 6 months
2
25
8%
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More than 6 months
5
25
20%
1-2 years
6
25
24%
3-6 years
8
25
32%
7-10 years and more
4
25
16%
0
5
10
15
20
25
30
35
Percentage of responses
Total responses
Responses
Findings According to the table, out of 25 respondents, only 2 respondents have less than 6 months experienced n hospitality sector. 5 respondents have more than 6 month experienced in working whereas 6 respondents have experienced of 1 to 2 years in hospitality sector. The most number of
employees are range between 3 to 6 years that is 8 and r respondents have experienced more than
7 tears in hospitality industry.
Q4. Do you feel that you are paid fairly for your work?
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Options Responses Total responses Percentage of responses Yes
12
25
48%
No
13
25
52%
Responses
Total responses
Percentage of responses
0
5
10
15
20
25
Yes
No
12
25
0.48
Yes
No
Finding
In response to this question, 12 respondents agreed that they are paid fairly art work whereas 13 respondents mentioned that they are not paid fairly at work. As the number of “NO“ is more than
compared to “YES” then it can be understood that they are not getting fair paid at work.
Q5. Are you happy with your employee benefits?
Options Responses Total responses Percentage of responses Yes
14
25
56%
39
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No
11
25
44%
0.5
1
1.5
2
2.5
3
3.5
0
5
10
15
20
25
30
Yes
No
Finding
According to the table, out of 25 respondents, 14 said that they are happy with the benefit that they are getting from the organization whereas 11 respondents said that they are not at all happy with the benefit of the organization.
Q6. What benefit would you like to have in future which you have nit offered yet?
The benefit that the respondents need in future will be the good remuneration, a good working culture, all other kind of benefit that the employees gets so that they feel secure in their job and can work freely. Q7. Do you plan on working here a year from now?
Options Responses Total responses Percentage of responses Yes
22
25
88%
40
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No
3
25
12%
22
25
0.88
Yes
Responses
Total responses
Percentage of responses
Finding
As per the table, most number of respondents that is 22 has said that they plan to work in the organization whereas only 3 respondents have said that they are not planning to work in the organization.
Q8. According to you, what is the main reason of high employee turnover in hospital industry?
Options Responses Total responses Percentage of responses Low wages
8
25
32%
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Rigid workplace culture
6
25
24%
Inflexible schedules
4
25
16%
Poor communication skills
6
25
24%
Other
1
25
4%
Low wages
Rigid wo
rkpl
ace culture
Inf
lexible sched
ules
Poor commu
ni
cation skil
ls
Other
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percentage of responses
Total responses
Responses
Finding
After recording the responses from the respondents, researcher can say that there are lot of loopholes in high employee turnover in hospitality industry. As per the response, the first is low wages where 8 out of 25 respondents have highlighted the reason of high employee turnover. 6 Respondents have mentioned about the work culture whereas 4 respondents have mentioned about the Inflexible schedules in an office. A poor communication skill is also the reason where 6
have given their opinion.
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Q9. How likely are you to stay at your organization if you were given 10% rise from other organization?
Options Responses Total responses Percentage of responses Very likely to leave
13
25
52%
Likely to leave
2
25
8%
Will think about it
0
25
0%
Likely to stay
6
25
24%
Very likely to stay
4
25
16%
Very likely to leave
Likely to leave
Will think about it
Likely to stay
Very likely to stay
0
5
10 15 20 25 30 35 40
25
25
25
25
25
Percentage of responses
Total responses
Responses
Finding
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After giving the 10% rise, still 13 respondent’s wants to leave the organization whereas only 6 respondents likely to stay and only 4 respondents said that they’re sue that they will stay in the organization.
Q10. Have you interviewed for another job in the last three months?
Options Responses Total responses Percentage of responses Yes
6
25
24%
No
19
25
76%
Responses
Total responses
Percentage of responses
0
10
20
30
40
50
60
No
Yes
Finding
As per the table, 6 respondents have not interview for another job in last 3 months whereas 19 respondents said that that have interview in other organization in past 3 months.
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Q11. Are you happy with your teammates and supervisor?
Options Responses Total responses Percentage of responses Yes
23
25
92%
No
2
25
8%
Responses
Total responses
Percentage of responses
0
5
10
15
20
25
30
35
40
45
50
No
Yes
Findings
Out of 25, 23 respondents are happy with their teammates and supervisor whereas 2 are unhappy with their teammates and supervisor
Q12. Do you think, providing incentives and flexible timings will help in preventing high employee turnover?
Options Responses Total responses Percentage of responses Yes
25
25
100%
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No
0
25
0
Responses
Total responses
Percentage of responses
0
10
20
30
40
50
60
No
Yes
Findings
According the respondents
, providing incentives and flexible timings will help in preventing high employee turnover as all the respondents have said “YES” in this situation.
Analysis
Men made up 56% of the responders, while women made up the remaining 36%. This demonstrates the rising number of female hotel staff. As a result, women are more likely than men to work in the hotel sector. For the success of the complete hotel operation as well as the business organization to be able to deliver high-quality services to visitors and achieve efficiency, it is crucial and required to determine the educational level of staff. 83.33% of respondents who work in hotels said they are content with their jobs, leading the researcher to believe that most employees do so in accordance with expectations. They will be content if their requirements are supplied. Our dissatisfaction with our occupations is caused by the fact that it is
unsafe to work outside due to the weather. The interviewees claimed that considering the hotel's 46
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prestige, researcher should have expected very high compensation, while others claimed that researcher should have expected experience, tips, and other bonuses, but those the others retorted
that researcher weren't looking for anything particular. Interviews with former hotel employees revealed that they departed for a variety of reasons, including poor management, personal troubles, a desire to start a business, subpar work performance, illness, and conflicts with line managers or superiors. The primary causes of employee departure are skill-related. Poor manager
relationships, personal and pay scale concerns, a lack of mentoring and feedback, and job discontent are the main causes of employee turnover. Poor managerial interactions have been linked to employee turnover, according to a different study. Another significant factor in high worker turnover is a lack of proper training and development. According to the aforementioned findings, personal issues and strained relationships with management are major contributors to employee turnover in the hospitality sector. According to survey findings, employee work satisfaction may be best measured by their level of job satisfaction. Even though job happiness is
not a crucial performance component, it might be a sign of good management techniques. Employees may be content with their positions for a variety of reasons, but not all of them will necessarily help the organization achieve its goals. According to the study's findings, although employees were highly happy with their overall hotel experience, their expectations about compensation were not realized. Many claim that they choose to work in the hospitality industry because they enjoy interacting with people. Others only stated that they had accidentally or out of pure necessity entered it. Others are okay with it because it's their first job. These motivations for entering the hospitality sector made it clear to the author that many would consider it a transient vocation, which would explain the high turnover. These individuals were never intended to work in this business on a long-term basis. Some people who choose to follow this career also elect to attend high school for the same reason: they are aware of their interest for the field, believe it to be a solid career with room for advancement. While some people believe this course will not help their careers, others believe that in order to thoroughly understand the sector,
it is critical to combine work and study. Long working hours and a lack of social opportunities have damaged the job and personal life of many people. Some people are concerned about job insecurity as a result of the epidemic, while others find it challenging to further their careers despite years of experience working and studying in the hospitality sector. Additionally, there is the issue of poor working conditions. They put in a lot of overtime and spend a lot of time on 47
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their feet, and occasionally management doesn't treat them well or pay them fairly. Their work may also be made more challenging by really poor communication in this field. Many employees
leave the hotel sector as a result of the issue of a shortage of human resources and inadequate training.
4.2.2 Interview Questionnaire
Q1. What is your name and what is your position in your company?
Michael Evans, Lisa Williams, Mark Anderson, Robert Mitchell, and Sarah Johnson are five UK airline hospitality professionals who hold various positions within their organizations, including managing director, CEO, deputy CEO, director of human resources, and operations supervisor. Their various roles serve as an example of the industry's variety and skill. All play a significant part in controlling excessive employee turnover, offering a thorough understanding of problems and potential fixes. They offer a thorough picture of the problems facing the sector and possible solutions thanks to their varied viewpoints. Q2. How long have you been working here? UK aviation hospitality experts have a plethora of expertise and experience in the industry, with working experiences spanning from 5 to 15 years. Because they have experienced a wide range of trends, difficulties, and people management tactics, their longevity is important in tackling excessive employee turnover. Their combined knowledge may be used to create plans that effectively keep employees on board and determine the effects of staff turnover on the sector. They are an invaluable resource in the sector due to their range of expertise and dedication to the company. Q3. What are some of the things you like most about your job and the company?
The hospitality sector of UK airlines is a vibrant and ever-evolving sector that offers a diversified
work environment that motivates employees to continuously improve and adapt. Sarah Johnson is grateful for the dynamic character of the industry, which may inspire those who are motivated by variety and adaptation. Mark Anderson emphasizes the value of professional progression 48
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possibilities and ongoing education, and he advises airline hospitality companies to give staff development priority.
Robert Mitchell emphasizes that the sector places a strong premium on teamwork and innovation
as essential elements of job satisfaction. He spoke about the tight interactions developed within the field, which support strong bonds between coworkers and produce chances for advancement. In addition to highlighting the industry's diversity and emphasizing chances for personal growth inside the organization, Lisa Williams values the industry's multicultural character.
In line with the customer-focused spirit of the business, Michael Evans appreciates his daily interactions with people from all backgrounds. The profession frequently entails luring visitors from around the globe and exposing workers to various cultures and experiences. It is clear from Michael's appreciation of these chances for innovation and personal improvement that they foster
imagination and adaptation.
Because of its diversified and exciting workplace that prioritizes collaboration, innovation, and customer concern, the airline hospitality sector is a well-liked option for career progression. Because of these elements, working in this field is satisfying and appealing as a career choice for
people looking to further their careers both personally and professionally. Improved work satisfaction and retention may be achieved by being aware of these factors.
Q4. What are some of the things that bother you and that make you feel like quitting?
A key issue for the business is the high personnel turnover in the UK's airline hospitality sector. Industry experts highlighted their dissatisfaction at the quick turnover of new hires, which might disrupt operations and result in losses of money. Long hours in the workplace can have a detrimental influence on an employee's health and ability to manage work and life, which can result in burnout and lower job satisfaction.
Mark Anderson emphasizes the disruption brought on by significant turnover, which can affect employee morale, team motivation, and the quality of the services provided. Company resources are stretched thin by the high cost of hiring and training new staff. For workers searching for reliable year-round employment, the industry's seasonal nature may potentially result in job losses.
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Robert Mitchell emphasized the significance of successful retention methods and highlighted the dissatisfaction with spending on staff training only to witness quick exits. An ongoing cycle of recruiting and training may result from the industry's cyclical nature.
Lisa Williams draws attention to the effects of frequent employee turnover on group dynamics and departmental uniformity. The cohesiveness of the workforce is hampered by frequent turnover, which lowers the level of client service. The rigorous nature of the job, which sometimes entails long hours and inconsistent shifts, makes it difficult to maintain a work-life balance.
High employee turnover is cited by Michael Evans as a serious problem, emphasizing its negative consequences on business operations, teamwork, and the quality of services provided. Operations interruptions in the airline hospitality industry can result in less effectiveness, more stress, and more revenue. The industry's dynamic nature, which includes high-stress circumstances, short deadlines, and traveler expectations, may be psychologically and emotionally exhausting, leading to stress and burnout. For talent retention and work satisfaction, these issues must be addressed. Q5. What are your opinions about the fact that employees are leaving after working for a few months?
Due to high personnel turnover after just a few months of employment, the UK airline hospitality
industry is experiencing considerable difficulties and negative effects. Mark Anderson, Lisa Williams, Robert Mitchell, Michael Evans, and Sarah Johnson all expressed worry about the effects of the industry's high worker turnover. Sarah Johnson emphasizes the irritation brought on
by wasted training expenditures, the financial consequences, the impact on team morale and productivity, the significance of keeping experienced workers, and the detrimental effect on service consistency.
Robert Mitchell emphasizes the cost implications of routinely employing and training new staff, which may be taxing on a business's resources and harm its bottom line. He also emphasized how difficult it is to maintain consistency in service when people depart the organization shortly 50
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after they start. Rapid worker turnover undermines team motivation and performance, as Robert Mitchell emphasized. He underlined the dissatisfaction and disruption it causes.
Lisa Williams emphasizes the importance of tenure and domain knowledge in the airline hospitality industry. She highlights the negative effects of high staff turnover on team relationships and departmental uniformity, depriving the company of knowledge and expertise. Michael Evans also highlights the disruption caused by high operational turnover, collaboration, and service consistency. Rapid worker turnover leads to lost training, financial challenges, team dynamics changes, the need to retain experienced staff and issues with service consistency. Resolving these issues is crucial for increased staff retention and service quality.
Q6. According to you, what can be done to reduce employee turnover?
Several issues concerning methods for lowering excessive personnel turnover are addressed by experts in the UK's airline hospitality industry. These replies are based on a worldwide comprehension of the difficulties facing the business and the unique requirements of the workforce. Sarah Johnson suggests enhancing the onboarding and training procedures, offering thorough training, and offering mentorship programs to make sure new hires feel prepared and secure in their positions. The necessity of enhancing the onboarding procedure, offering greater assistance and mentorship, and offering possibilities for professional advancement is emphasized
by Mark Anderson.
To address the expectations and challenges of the business, Robert Mitchell focuses on creating a
better working environment and promoting a better work-life balance. While a work-life balance guarantees that individuals may maintain their health outside of the office, a pleasant work environment fosters employee happiness and engagement. While chances for skill development and career promotion offer a clear route to growth within the company, recognition and prizes encourage employees to perform at a high level.
Lisa Williams is an advocate for fostering a more encouraging work environment, improving work-life balance, recognizing and rewarding exceptional performance, and providing chances for skill development and career progression. Michael Evans favors enhancing working 51
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conditions, promoting a better work-life balance, offering chances for skill development, and recognizing and honoring exceptional achievement.
Strategies to lower high employee churn in the airline hospitality industry include a strong emphasis on the value of good onboarding, continuous assistance, career development opportunities, a happy work environment, work-life balance, and acknowledgment of exceptional success. By retaining experienced workers, these methods increase employee happiness, engagement, and retention while preserving service quality and market competitiveness. Q7. Do you think employee turnover is high in the hospitality industry compared to other industries?
Due to unique characteristics and obstacles, the hospitality industry in UK airlines experiences greater turnover rates than other industries. Sarah Johnson attributes this to the hard nature of the
work and the erratic scheduling, which can cause burnout and greater turnover rates as workers look for scheduled roles that are less stressful and more predictable. The difficult nature of the work and the possibilities of seasonal and part-time employment are two reasons why Mark Anderson agrees. Robert Mitchell, who emphasizes the difficulty of the work and its seasonal swings, concurs that there is a greater turnover rate in the hotel sector. In fact, according to Lisa Williams, turnover in the hospitality sector is greater. She cites the industry's lengthy hours of labor and the existence of substitute employment alternatives. According to Michael Evans, there
is more personnel turnover in the hospitality business, which emphasizes the challenging and frequently stressful atmosphere of the sector.
The airline hospitality industry faces high-stress conditions, leading to burnout and increased turnover. Unpredictable work hours disrupt work-life balance, causing employees to seek stable jobs. Seasonal demand and shifts cause cyclical hiring patterns, with seasonal and part-time workers seeking short-term or extra income. To reduce turnover, companies must implement retention strategies like competitive pay, improved work-life balance, stress management tools, and career advancement opportunities.
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Q.8 If yes, why do you think so and how can this problem be solved?
A problem made worse by the demanding nature of the work is the considerable personnel turnover in the UK's airline hospitality industry. A comprehensive strategy to solve the issues and
enhance the entire work environment has been proposed by five industry professionals as a solution to this issue. The issue of high turnover rates is acknowledged by Sarah Johnson, who suggests enhancing training and remuneration to better equip workers for the needs of the position. Mark Anderson emphasizes the need to foster a friendly workplace, stressing the necessity for an atmosphere that puts employee welfare first and promotes a feeling of community. Robert Mitchell agrees with the notion that there is a high rate of turnover, pointing to the competitive and seasonal character of the sector. He suggests making improvements to benefits and making investments in the welfare of employees. Given the lengthy workdays and numerous prospects for replacement, Lisa Williams acknowledges the problem of high turnover rates. She encourages a healthy work environment and appreciates industry-wide collaboration. Michael Evans is an advocate for improving working conditions and fostering an engaged workforce since he is aware of the issue of excessive employee turnover.
The airline hospitality industry faces high employee turnover, which can be addressed by prioritizing a friendly work environment, improving training, offering competitive pay, involving
stakeholders, and encouraging employee participation. These strategies boost employee happiness, reduce turnover, and create a stable, encouraging work environment. Understanding and managing industry trends is crucial for business success and employee retention.
4.3 Discussion The study's primary goal was to identify the reasons behind the significant worker turnover in the
hospitality industry. To carry out this study, the researcher use theoretical or conceptual methodologies. To accomplish his objective, the researcher employed published publications associated with the topic of interest in this manner. A variety of books, periodicals, websites, theses, dissertations, government publications, and other sources are used to gather secondary 53
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material. The pertinent research literature was thoroughly and critically analysed. Voluntary, involuntary, functional, dysfunctional, avoidable, and unavoidable employee turnover are the most common types (
Adeyefa et al.,
2023). The causes of excessive employee turnover are identified in this study and are non-experimentally explained. In a sample of three and four-star resorts in Egyptian destinations, the main goal of this study is to ascertain the effect of the hotel work environment on employees' intention to leave their jobs. It also seeks to investigate the potential mediating role of WFC in the relationship between the hotel work experience and turnover intentions during the pandemic (
Meixner et al.,
2022). The conceptual model developed
in this study, which is based on prior literature, hypothesizes that perceived work environment in the hospitality industry has a major impact on resort employees' intentions to leave, both directly and indirectly through work-family conflict. The model further asserts that work-family conflict (WFC) and intention to leave among resort employees are both significantly influenced by the workplace environment in hotels. The literature review section will therefore explore the following findings. To ensure that there were no discrepancies in meaning, the survey was first produced in English, then translated into the participants' native Arabic, and finally translated from Arabic to English. Five academics from the hotel sector examined the questionnaire's face validity to make sure it measured the topics it was designed to measure. These individuals were requested to assess the questionnaire's content and offer feedback (
Afzal et al
., 2022). These days, businesses also carry out research to determine the causes of employee turnover. When recruiting a new employee, there will be training and education expenses. The cost of employing a new employee is typically more than the cost of keeping an older, more seasoned employee. Turnover intention refers to a worker's plans to quit their position. Such intents may appear when
workers feel their role within the organization is limited or limited, or they are unhappy with their job or position within the company. He had no plans to stay with the same business or work in this industry. An employee's desire to leave the company is referred to as turnover intention. If
an experienced and skilled employee leaves their position, it is unquestionably a loss for the business, according to the employer (
Akpa et al.,
2022). However, there are situations when businesses might use the opportunity to hire superior workers in place of disgruntled and ineffective ones. The purpose of this essay is to examine the causes of the high worker turnover in the hospitality industry. The literature analysis makes it abundantly evident that the hospitality sector internationally has a high personnel turnover rate and struggles to hold onto experienced 54
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and qualified workers. Human resources are the foundation of any company or organization, therefore keeping them on staff is essential if you want to stay ahead of the competition. Other businesses are constantly looking for talented and experienced individuals. As a result, the company must provide sufficient motivation for employees to stick with their existing employment. Management must establish a suitable employee retention plan if it is to decrease employee turnover. But first, researcher must quit the company for the benefit of our employees. The reasons for employee churn can differ between different firms (
Cuc et al.,
2022). Low pay, inadequate benefits, a challenging workplace, long hours, strained relationships with superiors, a lack of job dedication, a lack of growth chances, etc. are some of the frequent causes of high employee turnover in the hotel sector. After determining the root problem, management must establish efficient human resources procedures, which include seeking out applicants whose values, goals, and career aspirations coincide with those of the firm. In appreciation for their labor, employees need to receive benefits and pay that can be tied to their productivity. Management should create policies to ensure that workers get awards and promotions on time. To keep employee engagement and periodically plan events, sports, shows, etc., employers should assign demanding tasks. The hotel company will lower employee turnover with the aid of this retention technique. The findings of this study are relevant to people, groups, organizations, and societies (
Deepa et al.,
2022). All kinds of organizations, including those in the hospitality industry, must retain qualified and content workers if they are to expand, endure, and succeed economically. In the hospitality sector, staff retention lowers the expenses of hiring and on boarding new hires. Therefore, for an organization to survive, it is vital to comprehend the causes
of employee turnover. The findings of this study show that employee turnover intention in the "hospitality" industry is significantly influenced by characteristics such as job satisfaction, employee compensation, dedication, motivation, and working environment. Expand the study of elements that affect revenue as a foundation for problem-solving strategies. The findings of this study support the notion that employees' remuneration, motivation, dedication, work environment, and job satisfaction are significant characteristics that might have an impact on clients and the neighbourhood in which they live and work. Employee turnover has a variety of negative effects on the business and jeopardizes the standard of client service (
Kasavan et al.,
2022). This study adds something new to the corpus of knowledge on employee turnover in the hotel industry. In fact, the author primarily spoke with new graduates who had studied hotel 55
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management but no longer desired to work in the sector. Third-level schools will be able to use this information to update their curricula or decide precisely who will be admitted to a course. Additionally, this will make it possible for hospitality businesses to evaluate and enhance their methods for managing their human resources.
4.4 Summary This chapter focuses on the project's overall conversational element. This is regarded as a crucial component of the undertaking. The researchers added quantitative data analysis in this case. Each
inquiry boosts the project's reputation and is correctly related to the literature review. The ability of a firm to recruit and inspire individuals from many cultures gives it a competitive advantage in
cost structures and talent retention. In order to acquire a competitive edge in innovation, problem
solving, and adaptability, organizations continue to take use of the potential advantages of cultural diversity in work teams. Diversity in the workforce is more common than ever. Managers must exercise flexible leadership and cultural understanding in order to foster creativity and motivation while minimizing risks.
Chapter 5 - Conclusion and Recommendations 5.1 Conclusion In conclusion, this dissertation has thoroughly investigated the factors that contribute to the increased attrition of workers in the British hospitality industry as well as has provided essential insights on effective preventative strategies. Through a combination of extant literature analysis and empirical research, it has become clear that several crucial factors, including low pay, long hours, a lack of opportunities for career advancement, and the unsettling balance between work and personal life, significantly contribute to the industry's high turnover rate (
Le and Phi, 2021). The COVID-19 epidemic has also added to these problems, aggravating the predicament and posing even greater difficulties for both companies and workers.
Enterprises throughout the hotel industry should think about adopting a diversified strategy to address these issues and reduce turnover. This includes offering competitive compensation 56
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packages, facilitating chances for skill development and career growth, advocating for a healthy balance between work and family life, and cultivating a cheery corporate culture. Furthermore, strategies like flexible scheduling, awards programs for employee accomplishments, and mentoring initiatives may be crucial assets in the retention of talent (
Asadi, 2020). These insights
make it clear that a proactive as well as human-centered strategy is essential to reducing staff turnover throughout the British hospitality industry. By putting these suggestions into practice, businesses may create a more dependable and happy staff, improving their competitive advantage within the industry and helping to ensure the sector's long-term existence.
5.2 Linking with the Objectives
Objective 1
- To identify key contributory factors of higher employee turnover rate in the
UK hospitality industry.
This objective can be linked with the literature review part Critical analysis of the key contributory factors of high employee turnover rate in UK Hospitality
and research question 1.
Objective 2
- To illustrate the impact of higher employee turnover in the hospitality industry of the UK and evaluate current employee retention strategies.
This objective can be linked with the literature review part Analyze the impact of higher employee turnover in the Hospitality industry of the UK and the influence of current employee retention strategies and research questions 2
.
Objective 3
- To highlight challenges associated with the UK hospitality sector that are resulting in higher employee turnover.
This objective can be linked with the literature review part Identify the challenges associated with the UK hospitality sector that are resulting in higher employee turnover
and research question 3.
Objective 4
- To develop new strategies for reducing employee turnover and dealing with
the challenges of higher employee turnover in the UK hospitality industry.
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This objective can be linked with the literature review part Critical analysis of the strategies that can be implemented for reducing employee turnover and dealing with challenges of higher employee turnover in the UK Hospitality industry
and research question 4
. 5.3 Research limitations Although the main goal of this dissertation was to provide a thorough understanding of the factors causing high employee attrition rates throughout the UK hotel and restaurant industry as well as offer methods for their amelioration, it is important to recognize the limitations of this study:
A limitation in the applicability of our results to the overall hotel sector in the UK may result from the research's predominant focus on particular geographic areas and specialized market groups (
Tsui, 2021). Diverse locations and industry subsectors may exhibit different turnover accelerators as well as mitigation strategies. This investigation heavily relied on the use of interviews and polls due to time and resource limitations, perhaps introducing bias or limitations to the data collection procedure. The pandemic's impact on data collection and participants' accessibility offered additional significant challenges. Despite diligent efforts to reduce response bias, the decision of respondents to participate in the study may have influenced the results. It's possible that workers were reluctant to share private details about what happened at work.
5.4 Future research opportunities While the causes of the high employee attrition rates throughout the British hospitality industry have been examined in this academic essay, along with solutions for reducing them, there are still many unexplored territories that offer opportunities for more in-depth investigation:
Executing long-term studies across extensive timescales might provide insights into how turnover catalysts and remedial strategies change in response to the ups and downs of economic, social, and technical dynamics (
Meixner et al
., 2022). Comparative analysis of various nations or
areas within the nation of Britain may reveal differences in the causes of turnover as well as the methods used to address them, shedding light on the interaction of cross-cultural issues. Future studies may examine the effects of automation and technological advances on the dynamics of 58
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turnover as well as the accompanying requirements in the workforce considering their expanding
roles in the hospitality sector. Examining the relationship between employee satisfaction, attrition, as well as job satisfaction might reveal more about the emotional and psychological elements that support retaining staff members.
5.5 Recommendations
Recommendation 1
- Competitive Compensation and Benefits Packages
.
Justification of recommendation - Hospitality businesses need to prioritize offering benefits and salary packages that are present in the industry, luring and keeping top people. To guarantee that pay structures keep their competitive advantage within the context of the industry, this calls for undertaking frequent analyses of them (
Van Der Wal et al
., 2021). Additionally, offering non-cash incentives like healthcare advantages, employee reductions, as well as retirement plans may help increase the entire pay package and boost employee satisfaction.
Recommendation 2 - Investment in Career Development and Training.
Justification of recommendations - Hospitality businesses must invest resources in comprehensive training programs and career advancement plans to foster loyalty and retain competence (
Filimonau, 2021). Such initiatives play a crucial role in helping employees to gain new skills, move through the ranks within the company, and develop a long-lasting career path, preventing the outflow of workers brought on by a lack of professional development chances.
Recommendation 3 - Enhanced Work-Life Balance and Well-being Programs.
Justification of recommendation - Employers should provide flexible scheduling options, paid time off allotments, as well as worker support programs in recognition of the crucial role that balance between work and personal obligations plays (
Rodríguez-Antón and Alonso-Almeida, 2020). By putting staff 59
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satisfaction first and providing tools for stress management, mental health support, and a pleasant workplace, employers may increase employee attraction while reducing turnover due to burnout and disenchantment.
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