Employee Turnover in Tourism New Zealand (Cleaning)- Clean Corp Ltd
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AI Summary
This research study aims to understand the reasons behind the increasing employee turnover rate in the cleaning industry of New Zealand's tourism sector, with a focus on Clean Corp Ltd. The study will use both quantitative and qualitative research design and primary data collection techniques to analyze the factors causing employee dissatisfaction and suggest strategies to reduce the turnover rate.
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Running head: APPLIED BUSINESS RESEARCH
Applied Business Research
Name of the Student
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Author Note
Applied Business Research
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1APPLIED BUSINESS RESEARCH
Table of Contents
1.0 Research Project Title......................................................................................................................3
2.0 Background of the research.............................................................................................................3
2.1 Importance of Tourism Industry..................................................................................................3
2.2 Importance of cleaning in Tourism Industry...............................................................................3
2.3 Current issues in New Zealand’s Cleaning Industry...................................................................3
2.4 Main reason for the employee turnover in the New Zealand’s Cleaning Industry......................3
3.0 Research Question...........................................................................................................................4
4.0 Research objectives.........................................................................................................................4
5.0 Literature Review............................................................................................................................4
5.1 Current state of the New Zealand’s Tourism...............................................................................4
5.2 Customer demands in New Zealand’s tourism industry..............................................................5
5.3 Problem occurred in maintaining the tourism industry in New Zealand.....................................5
5.4 Models for employee turnover.....................................................................................................6
5.4.1 Mobley’s Model of employee turnover................................................................................6
5.4.2 Reason for employee dissatisfaction in the New Zealand’s cleaning agencies employees..7
5.4.3 Actions taken by the employee after sensing dissatisfaction................................................7
6.0 Research Methodology....................................................................................................................7
6.1 Data collection.............................................................................................................................7
6.2 Research Design..........................................................................................................................8
Table of Contents
1.0 Research Project Title......................................................................................................................3
2.0 Background of the research.............................................................................................................3
2.1 Importance of Tourism Industry..................................................................................................3
2.2 Importance of cleaning in Tourism Industry...............................................................................3
2.3 Current issues in New Zealand’s Cleaning Industry...................................................................3
2.4 Main reason for the employee turnover in the New Zealand’s Cleaning Industry......................3
3.0 Research Question...........................................................................................................................4
4.0 Research objectives.........................................................................................................................4
5.0 Literature Review............................................................................................................................4
5.1 Current state of the New Zealand’s Tourism...............................................................................4
5.2 Customer demands in New Zealand’s tourism industry..............................................................5
5.3 Problem occurred in maintaining the tourism industry in New Zealand.....................................5
5.4 Models for employee turnover.....................................................................................................6
5.4.1 Mobley’s Model of employee turnover................................................................................6
5.4.2 Reason for employee dissatisfaction in the New Zealand’s cleaning agencies employees..7
5.4.3 Actions taken by the employee after sensing dissatisfaction................................................7
6.0 Research Methodology....................................................................................................................7
6.1 Data collection.............................................................................................................................7
6.2 Research Design..........................................................................................................................8
2APPLIED BUSINESS RESEARCH
6.3 Sampling technique.....................................................................................................................8
6.4 Sample Size.................................................................................................................................9
7.0 Research Ethics................................................................................................................................9
8.0 Timeline for the research.................................................................................................................9
9.0 Reference List................................................................................................................................11
10.0 Appendix......................................................................................................................................13
10.1 Questionnaire...........................................................................................................................13
10.1.1 Quantitative Question.......................................................................................................13
10.1.2 Quantitative Question.......................................................................................................16
10.2 Consent Form...........................................................................................................................17
6.3 Sampling technique.....................................................................................................................8
6.4 Sample Size.................................................................................................................................9
7.0 Research Ethics................................................................................................................................9
8.0 Timeline for the research.................................................................................................................9
9.0 Reference List................................................................................................................................11
10.0 Appendix......................................................................................................................................13
10.1 Questionnaire...........................................................................................................................13
10.1.1 Quantitative Question.......................................................................................................13
10.1.2 Quantitative Question.......................................................................................................16
10.2 Consent Form...........................................................................................................................17
3APPLIED BUSINESS RESEARCH
1.0 Research Project Title
Employees turn over in tourism New Zealand (cleaning)- Clean Corp Ltd
2.0 Background of the research
2.1 Importance of Tourism Industry
The tourism Industry leads to development of the nation’s economy (Csapo, 2012)
This industry also results in income creation and generation of jobs (Zaei & Zaei, 2013)
Tourism helps in understanding the various cultural and hence develop international bonding
(Hadad et al., 2012)
2.2 Importance of cleaning in Tourism Industry
Public cleanliness is important to attract more tourist. The nation’s advancements and
investments for cleanliness projects also resembles a positive image towards the country
(Radojevic, Stanisic & Stanic, 2015)
2.3 Current issues in New Zealand’s Cleaning Industry
It has been noticed that there is improper training to the staffs in the cleaning industry.
Moreover, there is also lack of infrastructural development in the nation and inadequate number
of cleaning resources (Poulston & Jenkins, 2013). In New Zealand there are also problem of
employee shortage in the cleaning industry which result is poor maintenance of the tourism
places that leads to lesser number of tourist visit in the nation.
1.0 Research Project Title
Employees turn over in tourism New Zealand (cleaning)- Clean Corp Ltd
2.0 Background of the research
2.1 Importance of Tourism Industry
The tourism Industry leads to development of the nation’s economy (Csapo, 2012)
This industry also results in income creation and generation of jobs (Zaei & Zaei, 2013)
Tourism helps in understanding the various cultural and hence develop international bonding
(Hadad et al., 2012)
2.2 Importance of cleaning in Tourism Industry
Public cleanliness is important to attract more tourist. The nation’s advancements and
investments for cleanliness projects also resembles a positive image towards the country
(Radojevic, Stanisic & Stanic, 2015)
2.3 Current issues in New Zealand’s Cleaning Industry
It has been noticed that there is improper training to the staffs in the cleaning industry.
Moreover, there is also lack of infrastructural development in the nation and inadequate number
of cleaning resources (Poulston & Jenkins, 2013). In New Zealand there are also problem of
employee shortage in the cleaning industry which result is poor maintenance of the tourism
places that leads to lesser number of tourist visit in the nation.
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4APPLIED BUSINESS RESEARCH
2.4 Main reason for the employee turnover in the New Zealand’s Cleaning Industry
The main reason for the employee turnover in the New Zealand’s Cleaning Industry is the
absence of a standard training program to the employees (Poulston & Jenkins, 2013). There are
also improper workplace policies that results in employee dissatisfaction and leaders are failing
to encourage the morale of the employees. (Hadad et al., 2012) stated that recruitment of
unskilled younger employees leads to poor experience that furthermore leads to lack of expertise
in the working ability. Improper competency among the staffs for aligning the workplace
responsibilities with organizational objectives also leads to employee turnover. Another reason
for employee turnover in the New Zealand’s Cleaning Industry is due to less payments, extensive
work pressure and frequent shuffling in nature and there are no initiatives for improving the soft
skills of the employees.
3.0 Research Question
Why is employee turnover rate increasing in the NZ cleaning industry?
Why is cleaning industry important for the NZ tourism?
4.0 Research objectives
To understand the importance of employee participation rates in the cleaning industry
5.0 Literature Review
5.1 Current state of the New Zealand’s Tourism
It has been found that the tourist’s footfall from the USA, Germany, and Japan (Source:
Tourism2025, 2018). It has been also noticed that declination in the total number of visitors in
Argentina, Malaysia, Indonesia and the Philippines. There are also reduced number of tourists
2.4 Main reason for the employee turnover in the New Zealand’s Cleaning Industry
The main reason for the employee turnover in the New Zealand’s Cleaning Industry is the
absence of a standard training program to the employees (Poulston & Jenkins, 2013). There are
also improper workplace policies that results in employee dissatisfaction and leaders are failing
to encourage the morale of the employees. (Hadad et al., 2012) stated that recruitment of
unskilled younger employees leads to poor experience that furthermore leads to lack of expertise
in the working ability. Improper competency among the staffs for aligning the workplace
responsibilities with organizational objectives also leads to employee turnover. Another reason
for employee turnover in the New Zealand’s Cleaning Industry is due to less payments, extensive
work pressure and frequent shuffling in nature and there are no initiatives for improving the soft
skills of the employees.
3.0 Research Question
Why is employee turnover rate increasing in the NZ cleaning industry?
Why is cleaning industry important for the NZ tourism?
4.0 Research objectives
To understand the importance of employee participation rates in the cleaning industry
5.0 Literature Review
5.1 Current state of the New Zealand’s Tourism
It has been found that the tourist’s footfall from the USA, Germany, and Japan (Source:
Tourism2025, 2018). It has been also noticed that declination in the total number of visitors in
Argentina, Malaysia, Indonesia and the Philippines. There are also reduced number of tourists
5APPLIED BUSINESS RESEARCH
from China, the UK, and Australia and lesser financial profits in the tourism industry (Source:
Tourism2025, 2018).
Image 1: Average spending of the visitors in New Zealand from 2003-2012
(Source: Tourism2025, 2018)
5.2 Customer demands in New Zealand’s tourism industry
The tourists always desire to get authentic travel experiences. Thus, in order to develop
‘silver’ travel market for ageing population base New Zealand’s tourism industry need to
implement effective strategy that can attract more international as well as domestic visitors
(Tourism2025, 2018). There is also greater opportunity for the employment in tourist sector.
5.3 Problem occurred in maintaining the tourism industry in New Zealand
The major problem occurred in maintaining the tourism industry in New Zealand is
improper maintenance of the tourism places and infrastructure and poor assistance of the tourism
staffs to the visiting tourists. In addition to that there is inappropriate cleanliness of the tourists
spots which de-motivates the tourists to visit the place again (Radojevic et al., 2015). There is
also lack of skills in the employees in the cleaning agencies which leads to misalignment of their
job responsibilities and organizational goals.
from China, the UK, and Australia and lesser financial profits in the tourism industry (Source:
Tourism2025, 2018).
Image 1: Average spending of the visitors in New Zealand from 2003-2012
(Source: Tourism2025, 2018)
5.2 Customer demands in New Zealand’s tourism industry
The tourists always desire to get authentic travel experiences. Thus, in order to develop
‘silver’ travel market for ageing population base New Zealand’s tourism industry need to
implement effective strategy that can attract more international as well as domestic visitors
(Tourism2025, 2018). There is also greater opportunity for the employment in tourist sector.
5.3 Problem occurred in maintaining the tourism industry in New Zealand
The major problem occurred in maintaining the tourism industry in New Zealand is
improper maintenance of the tourism places and infrastructure and poor assistance of the tourism
staffs to the visiting tourists. In addition to that there is inappropriate cleanliness of the tourists
spots which de-motivates the tourists to visit the place again (Radojevic et al., 2015). There is
also lack of skills in the employees in the cleaning agencies which leads to misalignment of their
job responsibilities and organizational goals.
6APPLIED BUSINESS RESEARCH
5.4 Models for employee turnover
5.4.1 Mobley’s Model of employee turnover
Image 2: Mobley’s Model of employee turnover
(Source: AlBattat & Som, 2013)
This model highlights that first an employee experienced dissatisfaction regarding job
roles assigned to them (AlBattat & Som, 2013). The dissatisfaction among the employee
concerning the work lead to the feeling of quitting the current job leads to the throught in the
employee for starting evaluating the loss and benefits they will get once they quit their job (Hom
et al., 2012). In addition to that, this evaluation also motivates them to search for other
alternatives which are better than the existing job. Employee finally gets better alternatives in
other organizations (Kim, 2014). The employees then compared for the alternative with their
existing job and this assessment drives their motive to stay or leave the organization (Longe et
al., 2012). The employee either stays to serve for present organization or opted for voluntary
turnover.
5.4 Models for employee turnover
5.4.1 Mobley’s Model of employee turnover
Image 2: Mobley’s Model of employee turnover
(Source: AlBattat & Som, 2013)
This model highlights that first an employee experienced dissatisfaction regarding job
roles assigned to them (AlBattat & Som, 2013). The dissatisfaction among the employee
concerning the work lead to the feeling of quitting the current job leads to the throught in the
employee for starting evaluating the loss and benefits they will get once they quit their job (Hom
et al., 2012). In addition to that, this evaluation also motivates them to search for other
alternatives which are better than the existing job. Employee finally gets better alternatives in
other organizations (Kim, 2014). The employees then compared for the alternative with their
existing job and this assessment drives their motive to stay or leave the organization (Longe et
al., 2012). The employee either stays to serve for present organization or opted for voluntary
turnover.
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7APPLIED BUSINESS RESEARCH
5.4.2 Reason for employee dissatisfaction in the New Zealand’s cleaning agencies employees
Reason for employee dissatisfaction in the New Zealand’s cleaning agencies employees
is because of the facts that the leaders are less knowledgeable about motivating the morale and
engagement of the employees (Hadad et al., 2012). There is no formal training given to the staffs
in the cleaning organization. The human resources of these cleaning organizations also recruited
unskilled employees and the younger professionals intend to join the company as they need
capital for fulfilling their requirements (Poulston & Jenkins, 2013). However, pressure from
management during the peak season leads to poor management of their working ability and the
organizational goals and the employees are also provided with different job roles without any
prior notification.
5.4.3 Actions taken by the employee after sensing dissatisfaction
The action that the employees started is finding job in top-notch organization and they
assess for the companies here they can use their skills and competencies (Radojevic et al., 2015).
There is also less motivation in performing the job roles in the desired ways which furthermore
resulted in poor productivity ad lesser profitability for the organization. The employee also face
difficulty from lower commitment to the job roles provided to them.
6.0 Research Methodology
6.1 Data collection
There are two types of data collection techniques- Primary and secondary data collection
technique (Hewson & Stewart, 2016). In this research study, primary data collection will be
applied. The employees and managers from the Clean Corp Ltd will be considered. The data
5.4.2 Reason for employee dissatisfaction in the New Zealand’s cleaning agencies employees
Reason for employee dissatisfaction in the New Zealand’s cleaning agencies employees
is because of the facts that the leaders are less knowledgeable about motivating the morale and
engagement of the employees (Hadad et al., 2012). There is no formal training given to the staffs
in the cleaning organization. The human resources of these cleaning organizations also recruited
unskilled employees and the younger professionals intend to join the company as they need
capital for fulfilling their requirements (Poulston & Jenkins, 2013). However, pressure from
management during the peak season leads to poor management of their working ability and the
organizational goals and the employees are also provided with different job roles without any
prior notification.
5.4.3 Actions taken by the employee after sensing dissatisfaction
The action that the employees started is finding job in top-notch organization and they
assess for the companies here they can use their skills and competencies (Radojevic et al., 2015).
There is also less motivation in performing the job roles in the desired ways which furthermore
resulted in poor productivity ad lesser profitability for the organization. The employee also face
difficulty from lower commitment to the job roles provided to them.
6.0 Research Methodology
6.1 Data collection
There are two types of data collection techniques- Primary and secondary data collection
technique (Hewson & Stewart, 2016). In this research study, primary data collection will be
applied. The employees and managers from the Clean Corp Ltd will be considered. The data
8APPLIED BUSINESS RESEARCH
collection from the employee will be done through survey and the data collected from the
managers will be taken through interview.
Justification for the chosen data collection strategy
Since, the research is based on the employee turnover for only one organization that is
Clean Corp Ltd, primary research will give the most accurate research outcome. The employees
are selected so that the factors for the dissatisfaction in the job can be attained; however the
managers are selected for the knowledge of the steps they are taking for overcoming the occurred
problem.
6.2 Research Design
This research study will be based on both quantitative and qualitative research design
(Neuman, 2013). The data collected from the employees will be analyzed quantitatively through
co-relation analysis to find the most probable reason for employee turnover in the tourism
industry. The information gathered from the managers will be analyzed qualitatively to find out
the problem that is not being addressed for maintaining the employee engagement, the challenges
they face due to employee turnover in the tourism industry and the future strategies that is taken
for the reduce the turnover rate.
6.3 Sampling technique
There are two different way of selecting the research respondents- probability and non-
probability (De Vaus & de Vaus, 2013). This research will consider both the probability and
non- probability sampling technique. The employees for the survey will be selected using
probability sampling technique as all of them get equal chances to be selected for the research
study. The managers will be selected using non-probability sampling technique as only those
collection from the employee will be done through survey and the data collected from the
managers will be taken through interview.
Justification for the chosen data collection strategy
Since, the research is based on the employee turnover for only one organization that is
Clean Corp Ltd, primary research will give the most accurate research outcome. The employees
are selected so that the factors for the dissatisfaction in the job can be attained; however the
managers are selected for the knowledge of the steps they are taking for overcoming the occurred
problem.
6.2 Research Design
This research study will be based on both quantitative and qualitative research design
(Neuman, 2013). The data collected from the employees will be analyzed quantitatively through
co-relation analysis to find the most probable reason for employee turnover in the tourism
industry. The information gathered from the managers will be analyzed qualitatively to find out
the problem that is not being addressed for maintaining the employee engagement, the challenges
they face due to employee turnover in the tourism industry and the future strategies that is taken
for the reduce the turnover rate.
6.3 Sampling technique
There are two different way of selecting the research respondents- probability and non-
probability (De Vaus & de Vaus, 2013). This research will consider both the probability and
non- probability sampling technique. The employees for the survey will be selected using
probability sampling technique as all of them get equal chances to be selected for the research
study. The managers will be selected using non-probability sampling technique as only those
9APPLIED BUSINESS RESEARCH
managers will be selected who are liable for handling the cleaning department in the tourism
sector
6.4 Sample Size
The total of 200 employees will be selected for the survey from Clean Corp Ltd. 3
Managers will be selected for the interview process. Thus, the total sample size for the research
will be 203
7.0 Research Ethics
All the research respondents will be provided with consent form which will be signed
from them to get their approval to participate in the research. Moreover, no respondents form the
Clean Corp Ltd will be forced to change their response. Data will be protected under the
legislation Data Protection Act 1998 (Ritchie et al., 2013) and all the data are collected in the
laptop which will be stored maximum of 1 year. The data will be deleted after this period of time
One copy of the research result will be sent to all the respondents to prove that their response is
utilized for research purpose and no for any business benefits.
8.0 Timeline for the research
Main activities/ stages 1st-2nd
Week
3rd- 4th
Week
5th- 6th
Week
7th-8th
Week
9th- 10th
Week
11th- 12th
Week
Topic Selection
Literature review
Formation of the research Plan
Selection of Appropriate
Research Techniques
Primary data collection
managers will be selected who are liable for handling the cleaning department in the tourism
sector
6.4 Sample Size
The total of 200 employees will be selected for the survey from Clean Corp Ltd. 3
Managers will be selected for the interview process. Thus, the total sample size for the research
will be 203
7.0 Research Ethics
All the research respondents will be provided with consent form which will be signed
from them to get their approval to participate in the research. Moreover, no respondents form the
Clean Corp Ltd will be forced to change their response. Data will be protected under the
legislation Data Protection Act 1998 (Ritchie et al., 2013) and all the data are collected in the
laptop which will be stored maximum of 1 year. The data will be deleted after this period of time
One copy of the research result will be sent to all the respondents to prove that their response is
utilized for research purpose and no for any business benefits.
8.0 Timeline for the research
Main activities/ stages 1st-2nd
Week
3rd- 4th
Week
5th- 6th
Week
7th-8th
Week
9th- 10th
Week
11th- 12th
Week
Topic Selection
Literature review
Formation of the research Plan
Selection of Appropriate
Research Techniques
Primary data collection
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10APPLIED BUSINESS RESEARCH
Analysis & Interpretation of
Data Collection
Conclusion of the Study
Submission of the Research
Study
Table 1: Timeline for the research
(Source: Created by Author)
Analysis & Interpretation of
Data Collection
Conclusion of the Study
Submission of the Research
Study
Table 1: Timeline for the research
(Source: Created by Author)
11APPLIED BUSINESS RESEARCH
9.0 Reference List
AlBattat, A. R. S., & Som, A. P. M. (2013). Employee dissatisfaction and turnover crises in the
Malaysian hospitality industry. International Journal of Business and Management, 8(5),
62.
Csapo, J. (2012). The role and importance of cultural tourism in modern tourism industry.
In Strategies for tourism industry-micro and macro perspectives. InTech.
De Vaus, D., & de Vaus, D. (2013). Surveys in social research. Routledge.
Hadad, S., Hadad, Y., Malul, M., & Rosenboim, M. (2012). The economic efficiency of the
tourism industry: A global comparison. Tourism economics, 18(5), 931-940.
Hewson, C., & Stewart, D. W. (2016). Internet research methods. John Wiley & Sons, Ltd.
Hom, P. W., Mitchell, T. R., Lee, T. W., & Griffeth, R. W. (2012). Reviewing employee
turnover: focusing on proximal withdrawal states and an expanded
criterion. Psychological bulletin, 138(5), 831.
Kim, N. (2014). Employee turnover intention among newcomers in travel industry. International
Journal of Tourism Research, 16(1), 56-64.
Long, C. S., Ajagbe, A. M., Nor, K. M., & Suleiman, E. S. (2012). The approaches to increase
employees’ loyalty: A review on employees’ turnover models. Australian Journal of
Basic and Applied Sciences,, 6(10), 282-291.
Neuman, W. L. (2013). Social research methods: Qualitative and quantitative approaches.
Pearson education.
Poulston, J., & Jenkins, A. (2013). The persistent paradigm: Older worker stereotypes in the New
Zealand hotel industry. Journal of Human Resources in Hospitality & Tourism, 12(1), 1-
25.
9.0 Reference List
AlBattat, A. R. S., & Som, A. P. M. (2013). Employee dissatisfaction and turnover crises in the
Malaysian hospitality industry. International Journal of Business and Management, 8(5),
62.
Csapo, J. (2012). The role and importance of cultural tourism in modern tourism industry.
In Strategies for tourism industry-micro and macro perspectives. InTech.
De Vaus, D., & de Vaus, D. (2013). Surveys in social research. Routledge.
Hadad, S., Hadad, Y., Malul, M., & Rosenboim, M. (2012). The economic efficiency of the
tourism industry: A global comparison. Tourism economics, 18(5), 931-940.
Hewson, C., & Stewart, D. W. (2016). Internet research methods. John Wiley & Sons, Ltd.
Hom, P. W., Mitchell, T. R., Lee, T. W., & Griffeth, R. W. (2012). Reviewing employee
turnover: focusing on proximal withdrawal states and an expanded
criterion. Psychological bulletin, 138(5), 831.
Kim, N. (2014). Employee turnover intention among newcomers in travel industry. International
Journal of Tourism Research, 16(1), 56-64.
Long, C. S., Ajagbe, A. M., Nor, K. M., & Suleiman, E. S. (2012). The approaches to increase
employees’ loyalty: A review on employees’ turnover models. Australian Journal of
Basic and Applied Sciences,, 6(10), 282-291.
Neuman, W. L. (2013). Social research methods: Qualitative and quantitative approaches.
Pearson education.
Poulston, J., & Jenkins, A. (2013). The persistent paradigm: Older worker stereotypes in the New
Zealand hotel industry. Journal of Human Resources in Hospitality & Tourism, 12(1), 1-
25.
12APPLIED BUSINESS RESEARCH
Radojevic, T., Stanisic, N., & Stanic, N. (2015). Ensuring positive feedback: Factors that
influence customer satisfaction in the contemporary hospitality industry. Tourism
Management, 51, 13-21.
Ritchie, J., Lewis, J., Nicholls, C. M., & Ormston, R. (Eds.). (2013). Qualitative research
practice: A guide for social science students and researchers. Sage.
Tourism2025. (2018). New Zealand tourism within the global environment (2014). [online]
Available at: http://www.tourism2025.org.nz/tourism-2025-archive/new-zealand-
tourism-within-the-global-environment/ [Accessed 10 Jun 2018].
Zaei, M. E., & Zaei, M. E. (2013). The impacts of tourism industry on host
community. European journal of tourism hospitality and research, 1(2), 12-21.
Radojevic, T., Stanisic, N., & Stanic, N. (2015). Ensuring positive feedback: Factors that
influence customer satisfaction in the contemporary hospitality industry. Tourism
Management, 51, 13-21.
Ritchie, J., Lewis, J., Nicholls, C. M., & Ormston, R. (Eds.). (2013). Qualitative research
practice: A guide for social science students and researchers. Sage.
Tourism2025. (2018). New Zealand tourism within the global environment (2014). [online]
Available at: http://www.tourism2025.org.nz/tourism-2025-archive/new-zealand-
tourism-within-the-global-environment/ [Accessed 10 Jun 2018].
Zaei, M. E., & Zaei, M. E. (2013). The impacts of tourism industry on host
community. European journal of tourism hospitality and research, 1(2), 12-21.
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13APPLIED BUSINESS RESEARCH
10.0 Appendix
10.1 Questionnaire
10.1.1 Quantitative Question
Demographic Question
Q1. What is your age?
18-22 years
22.1- 30 years
30.1- 40 years
40.1- 50 years
More than 50 years
Q2. For how long you have been associated with the organization?
Less than 1 year
3 years
3.1- 5 years
More than 5 years
Questions for reason for employee turnover
Q3. Do you think that lack of infrastructural development results in less number of tourists in the
New Zealand?
Strongly Disagree
Disagree
Neutral
Agree
10.0 Appendix
10.1 Questionnaire
10.1.1 Quantitative Question
Demographic Question
Q1. What is your age?
18-22 years
22.1- 30 years
30.1- 40 years
40.1- 50 years
More than 50 years
Q2. For how long you have been associated with the organization?
Less than 1 year
3 years
3.1- 5 years
More than 5 years
Questions for reason for employee turnover
Q3. Do you think that lack of infrastructural development results in less number of tourists in the
New Zealand?
Strongly Disagree
Disagree
Neutral
Agree
14APPLIED BUSINESS RESEARCH
Strongly Agree
Q4. How far do you think that improper workplace policies are the main reason for employee
turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q5. Do you think that improper training is the main reason for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q6. Do you think that the leader’s inefficiency in encouraging the employees is the main reason
for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q7. How far do you think that recruitment of unskilled younger employees is the main reason for
employee turnover?
Strongly Agree
Q4. How far do you think that improper workplace policies are the main reason for employee
turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q5. Do you think that improper training is the main reason for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q6. Do you think that the leader’s inefficiency in encouraging the employees is the main reason
for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q7. How far do you think that recruitment of unskilled younger employees is the main reason for
employee turnover?
15APPLIED BUSINESS RESEARCH
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q8. Do you think that less payments is the main reason for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q9. How far do you think that extensive work pressures the main reason for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q10. Do you think that frequent shuffling in nature is the main reason for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q8. Do you think that less payments is the main reason for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q9. How far do you think that extensive work pressures the main reason for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Q10. Do you think that frequent shuffling in nature is the main reason for employee turnover?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
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16APPLIED BUSINESS RESEARCH
10.1.2 Quantitative Question
Q1. What do you think about the problem for maintaining the employee engagement in your
organization?
Q2. What are the challenges your organization is facing due to employee turnover in the tourism
industry?
Q3. What are the future strategies that is taken for the reducing the employee turnover rate?
10.1.2 Quantitative Question
Q1. What do you think about the problem for maintaining the employee engagement in your
organization?
Q2. What are the challenges your organization is facing due to employee turnover in the tourism
industry?
Q3. What are the future strategies that is taken for the reducing the employee turnover rate?
17APPLIED BUSINESS RESEARCH
10.2 Consent Form
This research is a quantitative research study which will consist of some research question. All
the research questions are related with the research topic “Employees turn over in tourism New
Zealand (cleaning)- Clean Corp Ltd”.
This research will only take maximum of 3 minutes and you are free to quit from the survey
anytime you want. Please read the following aspects to know about your participation in their
research study.
I……………………………………… voluntarily agree to participate in this research.
I agree to participate now and have the right to quit the survey anytime I want.
I have understood the purpose of this research study and get all the necessary information.
I know that the research result will be submitted to be after the research outcome has been
obtained
I understand that for further clarification I am free to contact any of the people involved in the
research
Signature of research participant
----------------------------------------- ----------------
Signature of participant Date
Signature of researcher
10.2 Consent Form
This research is a quantitative research study which will consist of some research question. All
the research questions are related with the research topic “Employees turn over in tourism New
Zealand (cleaning)- Clean Corp Ltd”.
This research will only take maximum of 3 minutes and you are free to quit from the survey
anytime you want. Please read the following aspects to know about your participation in their
research study.
I……………………………………… voluntarily agree to participate in this research.
I agree to participate now and have the right to quit the survey anytime I want.
I have understood the purpose of this research study and get all the necessary information.
I know that the research result will be submitted to be after the research outcome has been
obtained
I understand that for further clarification I am free to contact any of the people involved in the
research
Signature of research participant
----------------------------------------- ----------------
Signature of participant Date
Signature of researcher
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