Employee Turnover in the Hospitality Industry

Abstract

Company X has been experiencing a high employee turnover rate over the past few years. The present project focused on conducting a thorough evaluation of high turnover in Company X based on both secondary and primary research. First, a literature review was compiled to identify scholarly evidence on turnover, its causes, and potential solutions. Then, a qualitative study was conducted using the data from interviews with former employees who have left the company in the past few months. Interview data were analysed to identify common actors of turnover and potential retention strategies. The results suggest that poor leadership, the lack of promotional opportunities, inadequate organisational support and low perceptions of organisational and supervisor justice are the leading causes of turnover in Company X. Additionally, Herzberg's Two-Factor theory was applied, highlighting the connections between employee's job satisfaction or dissatisfaction and their turnover decisions. Based on the outcomes of the evaluation, it is suggested that the company offers transformational leadership training to managers and establishes regular assessments of the organisational environment using employee surveys.