Introduction
The hospitality sector and the domain of food and beverages are subject to considerable changes owing to the frequent changes in the market environment. It is imperative for organizations with new and upcoming concepts in the sector of food and beverages ly on a competent workforce to sustain the threats of the business environment.
As per Ahuja & Kumari, the impact of external factors such as political instability, economic downturns, social conflicts, and technological advancements has created the consequences of varying trends in employment in restaurants and specialty food outlets (Ahuja & Kumari, 2013). Therefore the concerns for employee turnover have also been observed profoundly in the context of the he evolving industry trends and variability of internal factors of the organization. The following review presents a critical reflection on the variable dimensions of employee turnover primarily emphasizing the fact that leads to an increment in employee turnover.
The measures of an organization for investing in the training, development, maintenance, and retention, of human capital could be assumed as mandatory aspects of human resource management. The investments in employees can be assumed as the primary rationale for managers to emphasize the management of employee turnover. According to Bair & Jackson, the lack of a standard framework needed to apprehend the process of employee turnover from a comprehensive point of view creates implicit the impact of varying factors on employee turnover. Subsequently, the comprehensive reflection results in the identification of the sources of employee turnover and the outcomes that can assist the management in fabricating strategic direction for decreasing employee over (Bair & Jackson, 2013).
Literature review:
The developing intensity of globalization has led to the requirement for organizations in service-baseservice-basedto depend on the services, tangible products, and strategy, is that can be provided by employees leading to the crucial significance of the value of such employees to the organization.
Therefore Board said that managers have to recognize the fact that employees who are capable of adding value to the organization’s effectiveness cannot be replaced under any circumstances. As per Board, the Generic definition of employee turnover and the use of credible tools for determining the factors leading to employee turnover can be assumed as primary highlights for this literature review that can propel the research activity (Board, 2013).
Employee turnover can be defined as the movement of human capital in the labor markelaborely observed in the hiring and separation dimensions. It can also be defined as a rotation of individual human resources between the states of unemployment and employment as well as between jobs, firms, and occupants, ions.
The quantified definitions of employee turnover can be illustrated in the form of the ratio of the number of employees separated from the firm over a specific course of time to the average number of employees in the organization during the concerned period. Subsequently, Brimstin, H, iggs & Wolf said that managers are also inclined towards the description of the complete process needed to fill a vacancy and the replacement cycle comprising of training and hiring in case of voluntary and involuntary separation of employees from the organization (Brimstin, Higgs & Wolf, 2015).
One of the prolific theoretical dimensions reflecting on voluntary over is the unfolding model that emphasizes the illustration of voluntary turnover as the outcome of personal decisions to quit the organization. Image theory can be associated profoundly with the process of decision-make decision-misinformation processing leading to explicit identification and analysis of the reasons to quit employees per Buede, et al, Literature also indicates prominent references to the lack of cognitive resources for employees to ensure systemic evaluation of all the incoming information that leads to the preferences of employees for comparing the information with the heuristic standards for decision making (Buede, et al., 2013).
Fish Bone Chart:
The utilization of root cause analysis has been implemented in research studies about employee turnover and its effectiveness has been perceived in the identification of one of the underlying factors that lead to the occurrence of the f adverse events. As per Catherall & Rhodes, the estimation of the contributing factors for employee turnover could be a promising implication for drawing actions that could help in the improvement of the adverse scenario faced by an organization. The fishbone chart is helpful helps improving brainstorming to recognize the causes of problems and problems sorting them into individual categories which could provide a structured impression of the issue posed for the organization (Catherall& Rhodes, 2014).
Root cause analysis is also associated with the formidable implications for obtaining insights into the alternative causes which might not be otherwise linked with employee turnover. In the case of emplthe oyee turnover, the impact of environmental factors, people or staff-relatestaff-relateduipment and suppliers as well as the regulatory frameworks have been identified as major influences on the increasing employee turnover (Cooper &Kithuka, 2013).
Environmental factors:
The foremost impacts that can be drawn in the context of employee turnover in the specialty restaurant sector include the environmental factors that are reflective of fluctuations in property prices and rates of penalties. Environmental factors leading to the cancellation of work permits and visas as wellvisasthe global economic downturn have a profound impact on the rates of employee turnover. The cancellation of work permits and visas could visa in the restriction of access to a diversified and competent workforce for the organization.
For example, the cancellation of work permits for Italian chefs in Australia could lead to higher employee turnover of Italian Chefs working in Australian restaurants and food outlets. The global financial crisis has created notable concerns for the revenue frameworks of the organizations in the specialty restaurant sector as well as implying the changes in remuneration of employees that could lead to formidable concerns from the employees for analyzing the organization. As per Dusoulier & Downes, fluctuations in property prices and penalty rates could be accounted as subsequent impacts on the outcomes of analysis implemented by employees before sepbeforefrom an organization. The other prominent aspects of people, processes, matprocessesnd machines are also identified as major causes of employee turnover (Dusoulier & Downes, 2016).
Process:
Employee turnover can be escalated by the insufficiencies in the process dimension of specialty restaurant services. The essential factors in the process dimension reflect the lack of motivation, improper supervision, training and development insufficiencies, hiring process, and the lack,k of orientation in the roster of organizational processes. Limitations in the case of motivation could lead to ambiguities among the employees about their job responsibilities and roles could lead to depreciation in performance. It is essential to observe the impact of training insufficiencies which could lead to reluctance among employees to continue with their professional initiatives.
The initial problems are derived from the impact of inappropriate hiring procedures alongside implying the major indications towards the selection of inappropriate candidates for the job. The presence of academic qualifications and technical expertise has to be complemented with the support of behavioral traits that allow individuals to adapt better to their environment and surroundings.
According to Folsom-Kovarik & Raybourn, the proper representation of the organizational roster could also lead to substantial issues about the lack of formal understanding among the distinct organizational processes and the involved entities as well as individuals. individuals or are further complicated by the dimensions of delay in remuneration for the employees as well as the training process which could lead to higher turnover of employees (Folsom-Kovarik & Raybourn, 2016, November).
People:
The process dimension impinged major emphasis on the recruitment, training, and remuneration aspects which leads to the concerns for people-related causes for a higher turnover of employees. As discussed earlier, the recruitment process should be selective enough to acquire a workforce that can cater to the organization’s national objectives without any potential challenges.
Employee turnover is influenced by the people aspect caused by the wrong selection and poor training of people that could lead to misalignment of employee behavioral traits. First of all, employees who perceive no support from the other employees in the workplace environment could be more likely to exit the organization. The wrong selection of people could lead to the proliferation of concerns among the existing workforce of the organization. The existing employees could perceive the competencies of the newly recruited people as inferior to their competencies dissent.
As per Giordano & Jackson, the inappropriate training of the human capital could also be accounted as an influencing factor for employee turnover which can be implicative of the outcomes such as the inability of the new employees to address organization-specific tasks. The lack of competence among the employees could not be addressed without proper training since they could lose confidence and self-esteem in the long run due to their inability for completing tasks assigned to them (Giordano & Jackson, 2013). Hence employees could perceive the lack of training as a plausible reason to exit from the organization thereby leading to improvement of employee turnover.
Equipment:
The food and beverage industry is also vulnerable to the impact of machine dimensions pedimensionsto the organizations. The requirement for information systems and the positive improvements introduced in technology by the sector creates the requirement for a high-profile client workforce. Technical competencies are a major concern for managers in the context of employee turnover since the introduction of new technologies could lead to apprehensions among existing employees to learn the new technologies and apply them in organizational tasks.
The newly introduced implications of robotization in the specialty restaurant sector reflect the many concerns about increasing automation in the context of service provision (Dusoulier & Downes, 2016). Examples of automated billing systems could be considered in the machine dimensions leading to higher employee turnover. The machine-spec machine-specific is related to the organization and hence managers could perceive the limitations faced by employees in the operation of the organizational systems.
Materials:
The dimension of techno gy is followed by the materials aspect of employee turnover. The lack of information about the specific materials that can be used in specialty restaurant services could lead to formidable pitfalls for the retention of employees. Employees with minimal knowledge of the materials used in the value chain of the organization as well as safety and hazard concerns could consider their inappropriateness in the organization and can be considered as a formidable reason to analyze for leaving the organization. The uncertainty of employees about their safety is also a major concern that can be drawn in support of leaving the organization (Catherall & Rhodes, 2014).
The food and beverage sector organizations have implied potential implications towards the precedents for health and safety alongside introducing viable standards to determine the hazard level of materials used in the organization. Employees tend to face considerable setbacks regarding the perception of toxic chemicals due to a lack of information. The nature of materials used in the organization’s production and distribution systems such as higher toxicity as well as the lack of access to resources that can safeguard the employees could also be accounted as valid reasons for escalating employee turnover.
Recommended strategies for improvement:
Identification of the sources that expedite employee turnover could lead to essential concerns for the implementation of tailor-made that can address the issue. The foremost resource accessible to the management for the introduction of reasonable solutions to the aspects of employee turnover can be observed in policy options. The management can implement the policy options for introducing reforms in the existing procedures or introduce new frameworks for the processes of recruitment, selection, training, wage payment, job design, and induction. Policy choice is largely dependent on the appropriate diagnosis of the problem and while a poor selection of employees is considered a major influence on employee turnover, do not fall back as a profound influence over the employee turnover trends in an organization (Brimstin, Higgs & Wolf, 2015).
The increased direct and indirect costs associated with labor turnolaborvite potential implications for the management to employ extensive research and identify the core measures that could be implemented for increasing the value attained by the organization from the existing workforce, the corporate perf performance business, and the acquisition of plausible returns from the investments made in people.
Knowledge accessibility could be used to address the various causes identified in the root cause analysis by increasing the interplay of knowledge and ideas as well as their communication with the employees. Employee empowerment and engagement could be recommended as potential remedies for the reduction of employee turnover since they involve the comprehensive association of employees with the management as well as facilitate innovative approaches for inducing organizational commitment among the employees.
Research questions:
What are the factors that promote a high turnover rate in the food and beverage industry?
How are the individual factors interrelated in terms of impact on turnover rate?
How could the turnover rate be reduced in the case of Kitchen Hand?
Research design:
As per Goldberg, et al, the research design is reflective of the concerns for depicting the methodology, research instruments, data collection, limitation, data analysis, sampling scheme, and size. In con, the text of the research objectives identified concerning the case of employee turnover which is increasing gradually at the Kitchen Hand restaurant, the research design would help realize explicit guidelines for obtaining suitable approaches to address the increasing rates of employee turnover (Goldberg, et al., 2014).
According to Greuel, et al, the research design can be assumed as a framework intended to guide the research processes and in this case, a descriptive research design has been adopted for accomplishing formidable outcomes from the research activity. The descriptive research design can be explicitly associated with the acquisition of qualitative data that is related to the nature of impacts that can be impinged by employee turnover on organizational efficiency (Greuel, et al., 2016).
Descriptive research design allows contextual inferences about the existing status of the phenomenon and description of the conditions as well as variables about the research context (Gupta, 2016). The consideration of descriptive research as an appropriate research design for this topic is reflective of the acquisition of reliable data that can outline the true characteristics of the impacts of employee turnover that can be observed concerning the efficiency of the organization in strategic initiatives.
The methodology of the research is aligned with the profound references to the collection of primary data and secondary data which could also be reflective of the research instruments used in the concerned research topic.
Research instrument:
As per Hansen, the research instrument would have to be aligned with the documentation of responses from the participants in a structured fashion alongside obtaining a credible platform for accessing the actual information intended by the respondents. The questionnaires are specifically meant for allowing the participants i.e. employees of the Kitchen Hand restaurant to convey their honest opinions about the research questions (Hansen, 2014).
The design of the questionnaire as a research instrument could be associated with the generalized nature of questions alongside facilities that could prevent disclosure of identity. The weighting of the responses was also accounted as a promising feature of the questionnaire suggesting reasonable inferences into the prevention of employees being led toward answering the questions (Herndon & Krueger, 2016). The specific questions which are included in the questionnaires referred to hours of work, wages paid for every hour, and the benefits accessed by the employees in the kitchen hand.
Sampling scheme and size:
The strategic location of the Bel and Brio restaurant allows the suitable acquisition of reliable and accurate information that could emphasize formidably the impacts rendered by employee turnover on organizational efficiency. The target sample group comprises the management staff of the restaurant’s kitchen hand and the former employees were also taken into consideration for the sample design (Hsueh, 2016).
The precision of sample design is cognizably associated with the streamlining of issues that are responses to pleasing the management. Voluntary participation can dictate the acquisition of credible views and opinions and in this case, was essentially directed towards the resolution of the core problem, and 120 employees of the restaurant alongside the participation of five management staff ensured the comprehensiveness of the data collection process (James, 2016). The management staff are involved in the research activity through the route of interviews which makes it easier for them to cope with the questions and address the interviews without any major setbacks.
Data collection methods:
The research implemented questioning through interviews and questionnaires as a primary source of data collection and the method proves to be a reliable indicator of the acquisition of reliable and accurate information. The reliability and accuracy of the information depicted by respondents can be obtained flexibly from the implications of no influence required to answer questions flexibly (Johnson, 2016).
Primary data collection is associated with a comprehensively significant entity about research efficiency that could be inherently related to the research topic for identifying factors for employee turnover. The primary data collection outcomes reflect on validity and first-hand sources of information that depict the opinion of e. Therefore, here the fore in the context of employee turnover, the personal perspectives can be identified explicitly. Secondary data about the research was collected from academic research materials such as published journals, reports, and reference materials (Koźlak, Kurzeja & Nawrat, 2013).
The capabilities of the secondary data collection methods are directed towards the interpretation of formidable information requirements that can be addressed in context with the specific research objectives. The data collection methods and their efficiency are perceived in the derivation of outcomes that are obtained in the analysis process. Furthermore, the relevance of the data could be validated on the grounds of its application in the data analysis as well as the flexibility of standardization of the data to suit the analytical frameworks. The concerns of data confidentiality should be addressed feasibly to establish the validity of responses without any considerable influence on the responses (Lackey, et al., 2014).
The data collection frameworks should be compliant with such ethical concerns which have been highlighted later in the research report to communicate the necessity of implementing a comprehensive data collection framework. The preparatory stages of evaluating the appropriateness of a descriptive research design as well as identifying the sample were helpful, especially in terms of streamlining the scope of the research as well as limiting the chances of unwarranted influence of the other variables that are not related to the research topic.
According to Lin, the questionnaire comprises ten questions based on the distinct demographic variables alongside directing toward the individual causes which have been identified in the literature review about the root cause analysis of employee turnover (Lin, 2016, June). The identification of specific implications towards the different variable factors helps create a lucid interpretation of the data collection outcomes as relevant identities for the research. One of the profound limitations that have to be addressed in the case of this research’s data collection would be to ensure the application of resources such as information and capital to ensure the acquisition of responses from the interviews through online platforms (Long, Hyland & Barnieu, 2015).
Furthermore, the use of an online platform for the collection of primary data could be associated with the explicit advantage of minimal bias in the responses that are characterized by the options of respondents not being able to view the research questions in advance. The obligation to address the individual questions in a specific order is a reasonable indicator of the inability of respondents to skip any questions.
Data analysis techniques:
The research design is also reflective of the formidable references to the use of particular data analysis techniques for different forms of data. The use of qualitative data collection approaches is implicative of the appropriate outcomes that can be derived from the application of simple descriptive statistics for the analysis of data. The use of the descriptive statistics analysis method is also useful for the comprehensive analysis of numerical data that can be obtained from the close-ended questions (Maraj, et al., 2015).
The computer software, Statistical Package for Social Sciences and Microsoft Excel have been utilized for obtaining lucid inferences into the mean and standard deviation calculations for the primary data collected for the research. The software could be applied for refining, coding, and categorization of the collected data which are analyzed concerning the percentage mean and standard deviations (Maxwell, et al., 2014).
The findings of the data collection phase of the research have to be illustrated profoundly as tables wherein the description of data in the tables is tailored to the convenience of users and is reflective of the profound elements of percentage and frequency-based representation of the data findings. The open-ended questions and the outcomes as interpreted from the data collection findings reflect on the application of data analysis methods that can be reflective of the analysis of personal opinions presented by employees (existing and former) of the kitchen hand of Bel and Brio restaurant.
According to McDonald, Alkema & Benseman, the description of the research design and methodology implications associated with the research objectives for determining suitable approaches for recognizing appropriate sources of data, sampling method to be implemented in the research, sample size, and the design implemented for sampling (McDonald, Alkema & Benseman, 2014).
Data Analysis Findings:
The processes implemented for the analysis, presentation, and interpretation of data obtained from the questionnaires could be associated with distinct outcomes regarding the research objectives. The elaboration of percentages and mean deviation scores alongside their impact on the organizational productivity associated with employee turnover is a promising implication that can be related to the measurement of data analysis outcomes. Response rate is the foremost measurement noticed in the data analysis findings which are further related to the description of possible involvement of employees and the discontinuities observed concerning the selected sample (Moss, et al., 2016, September).
The response rate was estimated to be 100% as the 120 employees selected for the sample were completely attendant in the interviews and questionnaire responses which were also related to the successful realization of the data collection process. The observation of particular response rates above 50% has been identified as promising sources for research data that could be otherwise implemented for the generalization of the characteristics of the research issue from the perspective of specific respondents in a selected target population. The analysis of demographic information acquired from the research also involves the age of respondents, working experience, and educational qualifications to establish reasonable grounds for the analysis of employee turnover factors in the kitchen hand of Bel and Brio restaurant.
As per Murchadha & Murphy, the representation of the findings from data analysis depicts that around 48% of the respondents were within the age group of 31-40 years, and the other majority of 31% was vested in the age group of 41-50 years. The remaining shares of 9% and 12% were accountable for the age group of 18-30 years and the latter comprised people above the age of 51 years (Murchadha & Murphy, 2016).
Educational level was also a profound variable subject to estimation in the context of the research activity wherein the employees depicted considerably varying proportions. The college-level education qualification was found in the majority of employees that accounted for 45% of the respondents while 26% of employees had acquired university-level education. Secondary level education was identified in 7% of employees while the remaining 22% depicted courses in professional qualification. Work experience also serves as a considerable attribute for the determination of research findings about employee turnover and the related factors (Patrignani, Conlon & Halterbeck, 2016).
The working experience could be observed in the majority of the workforce with substantial experience of 11-15 years accounting for 40% of the workforce. 29% of the workforce was estimated to have 6-10 years while 12% of the workforce was associated with experience lesser than 5 years. The respondents with relevant experience above 16 years in the food and beverage industry were estimated to be 19% of the total respondent pool involved in the research.
The apprehension of the actual reasons for employee turnover as based on the fishbone chart helped determine the relevance of the case of employee turnover and its perception as an issue by employees. The foremost case dimension to be addressed in the research process has to be aligned with the identification of whether an organization experiences employee turnover (Piercy & Cochrane, 2015).
The employees subjected to the data collection process responded in a large proportion toward recognition of the impact delivered by employee turnover. Almost 88% of the respondents replied positively to the existence of employee turnover as a strategic issue while the remaining 12% did not approve of the existence of employee turnover. The interview findings were reflective of the implications of the lack of bonus and reward incentives on the lowering of employee motivation. The research findings say that the impact of economic uncertainties when compounded with lack of financial incentives could be assumed as positive influences on the realization of higher employee turnover rates. The interviews with the employees of the organization were also reflective of the ratings for employee turnover as facilitated by the enterprise (Prenzler, Sarre & Kim, 2017).
The notable majority of the respondents i.e. 60% of the respondents assumed that the threat of employee turnover in the case of the organization is high and therefore requires substantial indications towards a speedy resolution. The interview findings also depicted that around 16% of respondents reflected on the perception of employee turnover in average proportions and 10% of participants said that employee turnover levels are very high in the organization. The remaining 9% and 5% of respondents were accountable for the perception of employee turnover on low quantifiable measures.
The respondents also said in the interviews that the provision of remuneration packages was not influential on the prospects of employability of the workforce and the participants also implied substantial references to the observed lack of employee benefits. The research was also inclusive of profound references to the estimation of conclusive reasons for increasing employee turnover in the kitchen hand of Bel and Brio restaurant. The distinct strategic approaches required for ensuring employee retention could be derived from these findings highlighted in the study (Prenzler, Sarre & Kim, 2017).
The consideration of particular inferences from the interview suggests the reflection on the findings about specific factors. The interview provides outcomes in which the people say that the lack of career development opportunities, poor work environment and material conditions, low employee motivation and people-related factors as well as the formidable lack of retention strategies are profound influences on employee turnover in an organization. The explicit references to the identification of these factors as profound elements leading to employee turnover could be utilized further in the context of the recommendations needed to improve the conditions of employee turnover in the selected case organization of Bel and Brio restaurant (Zhao, 2013).
Summary of findings:
The majority of employees depicted their responses wherein the interviews said that the organization is experiencing higher levels of employee turnover which was accompanied by references to the lack of retention strategies as a major influencing factor on employee turnover. The majority of respondents also depicted their views about the impact of higher employee turnover on the productivity of the organization. The ratings of employee turnover provided by employees can be considered as a subjective interpretation since the disparities between the actual cases of employee turnover and the information possessed by employees are considerably different terms (Prenzler, Sarre & Kim, 2017).
The respondents also presented plausible insights into the determination of initiatives that could be applied to the management of employee turnover implications. The research found that explicitly higher levels of employee turnover can be associated with negative impacts on organizational productivity owing to the exclusion of productive and highly experienced staff. Furthermore, employee turnover is also associated with the inclusion of a new workforce that could not cope with the information and objective requirements noticed profoundly in the context of the restaurant’s kitchen hand operations.
The requirement of specific competencies can be addressed by the new workforce after a certain period. The research was able to identify in the interviews where the employees say that the organization is depicting notable gaps in the provision of incentives and bonus that is based on rewards which lead to dissent among employees thereby leading to increasing rates of employee turnover. The research findings conclusively highlighted that the lack of reward-based incentives and bonus payments is a major factor that leads to increasing employee turnover in the kitchen hand of Bel and Brio restaurant (Santos, 2016, July).
The research findings also illustrated that low levels of employee motivation can be associated with an increase in employee turnover. The research findings say that the considerable lack of emphasis on performance and merit as the determinants of motivation among employees could also be observed in the lower levels of motivation among hard-working employees that are not awarded promotions (Wang-Costello, et al., 2013).
This factor that has been noticed profoundly in the context of research about the identification of factors influencing employee turnover is considered significant concerning the examples of the failure of organizational management to realize legible promotions of employees based on performance and merit. Lack of staff training could also be identified as a noticeable influential factor in the employee turnover aspect of the kitchen hand. The reflection on lack of training is directive of the emphatic identification of long-term issues, especially about the career and professional development of employees. The lack of staff training could result in incompetency and limited performance levels thereby leading to a lack of confidence among employees (Shidong & Shuang, 2016).
Therefore the people aspect of the organizational framework is reflective of the organizational management’s lack of commitment to training and development activities of employees. Thereafter the work environment referring to the materials and technology aspects contributing to the improvement of employee retention rates can be assumed as a formidable determinant of higher employee turnover rates (Soni & Sharma, 2016).
Recommendations for improvement are also imperative derivations from the analysis of research findings which could also be associated with the management of causes of employee turnover in an enterprise (Sottilare & LaViola, 2015, December).
The foremost recommendation that could be implemented for long-term resolution of the issue of employee turnover is directed towards the implementation of appropriate HR principles to ensure the establishment of a hygienic and hazard-free work environment with the provision of updated technological facilities and equipment (Stevens, et al., 2014). In unison with such measures, the management also requires to ensure training and development so that the human resources could be capable of utilizing the technological infrastructure to the advantage of the organization effectively. The provision of team growth opportunities through team building and delegation tasks could be assumed as reasonable insights that can be implemented by the management of the kitchen hand (Taubman, et al., 2014).
Conclusion:
The reflective analysis of the research topic of employee turnover was addressed through the estimation of feasible research objectives. The research objectives are profoundly indicative of the requirement to identify possible causes for improvement of employee turnover in the kitchen hand of Bel and Brio. The use of a literature review enables the identification of root cause analysis as a potential source for depicting the notable issues leading to employee turnover.
The research also depicted the selection of a descriptive research design alongside the use of a qualitative approach to obtain data. The nature of the questionnaires and interviews was largely indicative of open-ended questions that were capable of acquiring information comprehensively. The research then reflected on the use of data analysis to depict a summarized representation of data collection outcomes and implement them in the formulation of specific recommendations that could be used to cater to the research issue.
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