HRM Report: Analyzing Staff Turnover at X Sports Bar & Bistro

This report examines the high staff turnover rate at X Sports Bar and Bistro, a hospitality establishment in New South Wales. It investigates the causes of turnover, evaluates the impact of organizational practices, and recommends strategies for improvement. The research employs a mixed-methods approach, including literature review, data collection, and statistical analysis, to explore factors such as job satisfaction, employee engagement, and leader-member exchange. Findings highlight the importance of addressing employee needs, improving leadership, and fostering open communication to reduce turnover and enhance employee retention. The report concludes with actionable recommendations and acknowledges the limitations of the study. Desklib provides access to this assignment and numerous other solved papers to support student learning.

Running head: STAFF TURNOVER
STAFF TURNOVER
Name of the Student
Name of the University
Author Note

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Executive Summary
The given report throws light on the relationship between various factors which are present in the
organization and their impact on the staff turnover in the hospitality industry. The X Sports Bar
and Bistro is the concerned organization in the given paper. The given paper follows a
systematized structure whereby the first chapter is the introduction which introduces the case and
the research question. This is followed by a brief review of literature whereby the various
information available using different sources have been analysed. This is followed by the
research methodology and analysis of data which follows a mixed structure followed by a
discussion. Certain recommendations have been provided, followed by a brief conclusion.

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Table of Contents
Chapter 1..........................................................................................................................................5
1.0 Introduction................................................................................................................................5
1.4 Research Question.....................................................................................................................6
1.5 Research hypothesis...................................................................................................................7
Chapter 2..........................................................................................................................................8
2.0 Literature Review......................................................................................................................8
2.1 Staff Turnover........................................................................................................................8
2.1 Reasons for staff Turnover....................................................................................................9
2.2 Staff Turnover in hospitality in NSW..................................................................................10
2.3 Elements of staff turnover...................................................................................................11
2.4 Elements of Organizational Practices..................................................................................12
2.5 Relationship between Organization practices and staff turnover........................................14
2.6 Conceptual Framework........................................................................................................15
2.6 Literature Gap..........................................................................................................................16
Chapter 3......................................................................................................................................16
3.0 Research methodology...........................................................................................................16
Figure 1: Research onion Model............................................................................................17
3.1 Research Philosophy..............................................................................................................17
Figure 2: Research Philosophy...............................................................................................18

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3.2 Research Approach...............................................................................................................18
Figure 3: Research Approach.................................................................................................19
3.3 Research Design.....................................................................................................................19
3.4 Data collection and Data Analysis........................................................................................20
3.5 Sampling.................................................................................................................................20
Figure 4: Research Sampling..................................................................................................21
3.8 Reliability and Validity.........................................................................................................21
3.9 Ethical Consideration............................................................................................................22
Chapter 4........................................................................................................................................22
4.0 Findings and analysis...............................................................................................................22
4.1 Demographic questions...........................................................................................................22
4.2 Leader member Exchange.......................................................................................................30
4.3 Perceived organizational support.............................................................................................38
4.4 Job satisfaction.........................................................................................................................47
4.5 Employee engagement.............................................................................................................54
4.6 Intention to quit........................................................................................................................67
Chapter 5........................................................................................................................................72
5.0 Discussion................................................................................................................................72
5.1 Regression analysis..................................................................................................................72
Chapter 5: Discussion....................................................................................................................78

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Chapter 6: Recommendations........................................................................................................79
6.1 Addressing the needs of the employees...............................................................................79
6.2 Hire correct employees........................................................................................................80
6.3 Employed candidates from reputed institutions..................................................................80
6.4 Incorporating employee loyalty program............................................................................80
6.5 Developing the leading nature.............................................................................................81
6.6 Conducting internal survey..................................................................................................81
6.7 Establishing two-way communication.................................................................................82
Chapter 7: Limitations and Conclusion.........................................................................................83
References......................................................................................................................................85

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Chapter 1
1.0 Introduction
The report helps in analysis of the human resource management activities of the X Sports
Bar and Bistro. X Sports Bar and Bistro is situated in heart of Kingsford that is situated in New
South Wales. The sports bar consists of the two different sections that help in serving American
style of breakfast along with snacks throughout the day. The main aim along with research
questions has to be analysed effectively as this will help them in understanding the different
application of strategies that will help in overcoming the issues efficiently.
1.1. Background of the study
The respective company helps in offering proper entertainment to all the customers along
with different facilities of gaming as well. The entire literature review has to be done effectually
with the help of the strategies that will help in resolving the issues and reduce the turnover of
employees as well. The aim of the study of the research is to investigate and explore the different
kind of reasons for the high turnover of the employees at X Sports Bar and Bistro and effective
measures has to be analysed to mitigate the risks in an effectual manner.
The main aim and purpose of the report is to understand the different causes of the
turnover of the staffs at the X Sports Bar and Bistro and this will help in retaining the staffs in
the respective organization as well. Proper literature review has to be done in an appropriate
manner with the implementation of primary data collection such as through different kind of
interviews with the management along with the employees.
The different kind of practices and measures has to be identified effectually that is
required to be developed as to retain the staffs in the company as well. Proper strategies of the

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strategic human resource management have to be utilized in an effectual manner that will help
the company named X Sports Bar and Bistro in solving such issues and reduce the turnover rate
of the employees in the organization as well.
1.2. Aim of the Research
The research problem will include the different kinds of problems of the staff turnover
along with finding the procedure to retain the staffs in the respective organization. The earnings
of the staffs have to be discussed as this will help in highlighting the different kind of options
and theories of the recruitment and selection has to be applied effectively to highlight the issues
and solve them efficiently as well.
Based on the research questions, the proper initiatives have to be undertaken as this will
help in solving the issues and analyse the effects in a positive manner as well. Proper analysis is
required to be done that will help the company in understanding the issues effectually.
1.3 Research objectives
 To identify the causes of staff turnover at X sports Bar and Bistro
 To evaluate the impact of organizational practices on staff turnover rate
 To recommend suitable strategies for improving turnover rate at X sports Bar and Bistro
1.4 Research Question
1. What are the causes of staff turnover at the X Sports Bar and Bistro? Explain the reasons
behind such high rate of turnover in the respective organization?
2. What practices and measures the venue needs to develop to retain staff? Describe the different
measures that will help in solving the issues effectively?

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1.5 Research hypothesis
H0 – Organization practices does not have any impact on staff turnover rate in X Sports Bar and
Bistro
H1 – Organization practices does have any impact on staff turnover rate in X Sports Bar and
Bistro

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Chapter 2
2.0 Literature Review
The given section will be introducing the concept of Staff Turnover and the various
factors that exist within the practice of organization which tend to be directly related to the staff
turnover and retention practises (Alfes et al. 2013). The various concepts and research related to
staff turnover will be discussed along with relevance to the hospitality industry in the NSW
region.
2.1 Staff Turnover
Staff turnover or employee turnover can be described as a percentage of workers who
tend to leave an organization and be replaced by new employees (Hausknecht and Holwerda
2013). Measurement of the employee turnover can be described as a helpful took for an
organization as it can be a clear indication of the organizations capability and efficiency in
maintaining the different employees. It also goes a long way in examining the reasons for the
turnover and estimating the cost which will be required to hire for budgetary purposes.
According to Anvari, JianFu and Chermahini (2014), there exists various kinds of
definitions of employee turnover, but the most common type of them can be stated as the
turnover which takes place in an organization when the employment relationship tends to come
to an end in the given organization of concern. Very often turnover and attrition are taken to be
the same and used interchangeably (Bratton and Gold 2017). There are various definitions to

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attrition as well however it is generally defined as an end to the employment relationship due to
retirement or elimination due to death.
However, the major difference that exists between attrition and a turnover is that attrition cannot
be filled up with a new employee.
2.1 Reasons for staff Turnover
The given section will discuss various reasons for staff turnover.
Rude behaviour
According to Trinkoff et al. (2013), staffs often tends to leave an organization because
daily indignities by the senior management or the related personal tend to have an adverse
impact on the productivity of the employee and results in the quitting. Playing blame games,
quitting the job and biased behaviour of the management often causes a higher turnover rate
among the employees and acts as a major reason, why the employees leave the organization
(Cheng and Brown 1998).
Work life imbalance
Work life imbalance is another reason why the employees often leave the organization.
When an employee is not being provided with adequate facilities and the working hours tend to
extend after their allotted shift time as well (Garner and Hunter 2013). They engage in practices
which tend to force them to leave the designated organization and that leads to a high rate of
turnover.
Unable to meet expectations
Very often the organization places huge amount of pressure on the different employees,
which they are very often unable to meet and abide by (Cascio 2018). Every individual has
different capabilities on the basis of which they are able to function in the given organization.

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For this reason, it becomes extremely important for a business organization to ensure that it
successfully engages in various activities which are suitable with the needs of its employees.
Lack of proper feedback mechanism
When the employees feel like they are not being appreciated enough for the work which
they are performing and there lacks a system whereby, they are given proper feedback with
respect to the work which they are performing then in such cases they feel undervalued and tend
to leave and this increases the turnover rate.
Lack of adequate remuneration
The importance of remuneration in an organization cannot be undermined.
According to Purce (2014), the pay of the individual in an organization, tends to play a huge role
in deciding whether the employee will stay in the organization or not. If an organization is
unable to provide the remuneration which is based on industry standards and becomes
unsuccessful in providing them with a skill based pay, then the firm shall fail in general.
2.2 Staff Turnover in hospitality in NSW
According to Ahmad and Rainyee (2014), the hospitality industry is one of those
industries with the highest turnover rate. This is because there exists presence of a large number
of factors which lead to problems in the given sector and that leads to the presence of a high
turnover rate.
Renwick, Redman and Maguire (2013), states that in the hospitality sector there is an
existence of various factors like inconsistent customer demands, late working hours, direct
customer contacts, low pay and high skill requirement which stand as a barrier towards

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successful employee retention and a lower turnover rate. The factor of inconsistent customer
demand tends to play a huge role in the job satisfaction of the employee which keeps the
employee satisfied. According to Ahmad and Rainyee (2014), the late working hours and perfect
performance expectation also tend to play a huge role in acting as a high turnover factor which
influences the organization negatively.
2.3 Elements of staff turnover
2.3.1 Job satisfaction
Job satisfaction can be described as a measurement of the level of content an individual
as received with respect to the job that they perform. The job satisfaction can be with respect to
the various factors in a job like their job description, behaviour of the supervisors or the nature of
the work involved. According to Renwick, Redman and Maguire (2013), job satisfaction can be
easily measured in an evaluative or emotional component. It has also been noted that job
satisfaction is a result of a wide range of factors and not just dependent on one single factor.
According to Hameed, Ramzan and Zubair (2014), the nature of work, organization, personal
growth, polices, procedures, promotional opportunities, security and supervision are some of the
factors that tend to determine the job satisfaction in a given sphere.
2.3.2 Intention to quit
According to Ulrich and Brockbank (2016), the intention to work is also am major
element of the staff turnover aspect. It is believed that when an employee tends to leave an
organization then it may not always be due to reasons related to the factors in an organization but
due to those factors which lie in the outside environment of the business (Matz et al. 2013).
These factors include factors like personal issues, unable to meet up with targets due to personal
constraints, mental issues, health issues, sudden demise of someone close, maternity and other

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such relevant factors (Lashley 2002). These factors tend to have a huge impact on the decision
making of the given employee and may lead to quitting the job. Hence, these reasons are
considered to be personal reasons why an employee might be forced to quit and may lead to high
turnover rate (Hancock et al. 2013).
Organizational Practices
Organization Practices can be determined as the existence of those factors in an organization
which may act as a motivator or a de-motivator in the given organization. These practices tend to
have a huge influence on the daily working of the organization and often lead to those factors
which determine the satisfaction of the employees. According to Hayes (2014), the organization
should engage in practices which are beneficial for the long term success and work towards the
mutual benefit of the employees and the firm alike.
2.4 Elements of Organizational Practices
2.4.1 Leader Member Exchange
The Leader Member exchange is a relationship based approach which tends to state the
fact that the leadership is not a one way relationship and does not follow the tip to the bottom
approach. The give study determines that the leaders are required to engage in long term fruitful
relationship with its employees, which tends to have a huge impact on the long term benefit and
success of the given organization. According to Marchington et al. (2017), the Leader member
exchange and relationship tends to have a huge influence on the different relationships that tend
to exist within the realm of the firm. The relationships are based on trust, experiences and
respect. Carrying out these processes often require going beyond the organizational requirement

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and purpose. Very often the leaders and managers in an organization engage them in effective
relations which are effective for all the process in an organization.
2.4.2 Organization support
Organizational Support can be described as the kind of assistance the managers tend to
provide to the given employees. According to Marchington et al. (2017), the concern of a
manger in relation to the way his employees function in an organization is directly related to the
extent of employee concern and their efforts to perform well within the within realm. Bryant and
Allen (2013), state that employees nee various important factors in an organization apart from
the normal wages which include factors like socio-emotional resources like respect, care and
motivation as well.
When an organization tends to provide extensive support to the various members in an
organization they tend to get involved in the long term relationship which is difficult to break
and determines the reason why an employee would like to stay in the given organization.
It is important for the senior management to provide extensive organizational support and help in
order to see to it that the employees perform well and have increased productivity and support
towards the given organization (Cascio 2018).
2.4.3 Employee engagement
Another element of the organizational practices is the employee engagement. Employee
engagement can be described as a practice or the way in which the employees are involved in the
various practices of the organization (Mohsin, Lengler and Aguzzoli 2015). It can be determined
as the degree to which the difference employees are involved in the decision making of the firm.
An engaged employee can be described as one who is enthusiastic and fully absorbed about the

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work which he tends to perform and the kind of input and insight he tends to provide to the given
organization.
An employee, who is well engaged to the various components of the given organization,
will engage himself in effective practices to ensure that the name of the organization and the
reputation is always well maintained (Gatewood, Feild and Barrick 2015).
According to Goetsch and Davis (2014), in order to be successful, an employee should
engage in effective practices which will increase the employee engagement in the firm. Engaging
the employees is not an easy task and it is essentially important for the given organization to see
to it that the practices which they are engaged in to motivate the employees are something
different from the usual monetary benefits that they are usually provided. An organization which
is able to engage its employees effectively in the various practices of the organization, will be
successful in ensuring that it is easily able to engage in a relationship which is mutually
beneficial for both the parties.
2.5 Relationship between Organization practices and staff turnover
The relationship between the organization practice and staff turnover cannot be
undermined. There are various elements of the organizational practice that have a direct
influence on the staff turnover of the given firm. The organization practices tend to determine the
ambience and aura of the given organization and the way it has a positive impact on the
employee participation and performance in an employee. According to Bratton and Gold (2017),
if the organization provides adequate opportunities to the different employees, they will be able
to prosper and help the organization in achieving the long term goals. This could be witnessed
from the fact that, if the organization supports the employees and helps them in their various

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endeavours, then they tend to feel valued. According to Goetsch and Davis (2014), a good
organizational practice like an effective feedback system and rewards as well as recognition for
the different employees have a direct influence o the productivity and turnover of the staff. This
is because an employee who is respected and valued will want to associate with the organization
for a long time and this shall help in reducing the turnover rate. Hence, although it lies on the
part of the employee and his willingness to maintain a long term and successful relationship with
the organization, it lays the duty of the organization as well to ensure that they are easily able to
see to it that the employees are treated well.
2.6 Conceptual Framework
Organizational
Practices
Employee
engagement
Leader member
exchange
Organizational Support
Staff Turnover
Job satisfaction
Intention to Quit

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2.6 Literature Gap
There is a presence of certain limitations relating to the review of literature which has
been performed on the influencing factors impacting the staff turnover rate. These limitations
include limitations like data from all industries could not be gathered and only an analysis of
certain industries has been provided.
Secondly, as the given paper follows a mixed research model, the secondary data analysis
has been done from selected books and articles and not all relevant books could be incorporated.
Chapter 3
3.0 Research methodology
The structured way of assembling data and changing those into meaningful results are
known as research methodology. Research methodology will provide justification for selecting
the different methodologies, frameworks and approaches. In this current study, it is it a causal
research which will draw effective conclusion from the findings (Best and Kahn 2016). This is
an applied research where analytical method will be used to derive conclusion and the result
from the study can be used by the managers in X Sports Bar and Bistro to improve their staff
turnover.

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Figure 1: Research onion Model
(Source: Best and Kahn 2016)
3.1 Research Philosophy
The research philosophy suitable in the study is positivism as the study topic is subjective
in nature. The research philosophy is the stepping stone of any research and based on this
method other methods will be executed (Creswell and Poth 2017). Positivism is a philosophy
where the data are collected through observations and interpreted using statistical methods. The
data obtained in positivism is discrete so data can be quantified and hidden facts can be identified
using this philosophy.

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Figure 2: Research Philosophy
(Source: Creswell and Poth 2017)
3.2 Research Approach
The research approach used in this study is deductive approach as hypothesis has already
been developed in the study (Bryman and Bell 2015). The existing theories discussed in the
literature review will be discussed using the hypotheses in the study where the hypothesis will be
tested. Deductive approach will improve the observational scope in the study and quantitative
analysis of data can be easily used using this approach.

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Figure 3: Research Approach
(Source: Bryman and Bell 2015)
3.3 Research Design
Research designs are the different methods of data evaluation and collection. In this
study, conclusive research will be used where casual study can be conducted. The research
design has identified the specific problem which means that the data requirements and the
research objectives have been clearly defined (Flick 2015). The findings of the exploratory
study can be quantified using the quantitative analysis of data. The study has chosen quantitative
analysis of data and primary data collection method so conclusive research design is the ideal
method.

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3.4 Data collection and Data Analysis
The study has used mono method where primary data collection has been used and
quantitative data analysis will be conducted. The data will be collected by developing close
ended questionnaire where the employees in the organization will be asked questions. A close
ended structure will facilitate in gathering relevant answers in the study (Kumar 2014). Data
analysis will consist of quantitative method where the raw will be moulded into meaningful
results. It will consist of developing tables, charts and graphs and Ms Excel has been used as a
tool of analysis. The research will use regression analysis where nature and degree of
relationship between the staff turnover and organizational practices will be identified.
3.5 Sampling
Sampling is a method used for selecting sample population from the whole population.
Sampling is used when the target population is large to reduce the sample effectively so that the
selected population can represent the sample population. There are two types of sampling
method and they are probabilistic and non probabilistic sampling (Orkin 2014). In this current
study, probabilistic sampling is the suitable sampling method where cluster sampling method
will be used. The cluster sampling will divide the sample population into groups and each of the
groups will be sampled by using multiple methods (Taylor, Bogdan and DeVault 2015). In the
present study, 100 respondents were chosen but cluster sampling has been used to choose 50
respondents that are lower level employees in the organization named X sports Bar and Bistro.

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Figure 4: Research Sampling
(Source: Orkin 2014)
3.8 Reliability and Validity
Reliability will check the reproducing capability of the study where research
methodology used in the study will be used by other research to obtain similar results. The study
will conduct pilot testing where the questionnaire will be sent to 20 respondents to check the
reliability of the questions (Einstein 2014). The study will use test rated reliability to use
different sample size to check whether similar result can be obtained or not. Validity is
identification of the suitability of the different methods used in the study. Construct validity will
be used to check the validity of the methods.

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3.9 Ethical Consideration
The study has followed the privacy protection act of 1998 ad maintained the anonymity
of the respondents. Permission has been taken from the restaurant to conduct the study and they
have been made aware of the objectivity and purpose (Sekaran and Bougie 2016). The
respondents have not been forced to take part in the study and the data collected has been used
for academic purpose only.
Chapter 4
4.0 Findings and analysis
4.1 Demographic questions
1. What is your gender?
Row Labels Count of No of respondents
Male 21
Female 29
Grand Total 50
Table 1

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Graph 1
Findings
The findings of the study show that the number of female respondents are higher than the
male respondents. The parity and balance between both the gender will provide a better result in
the study.
2. How old are you?
Row Labels Count of No of respondents
Under 22 20
23-29 18
30 above 12
Grand Total 50
Table 2

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Graph 2
Findings
The findings of the study show that majority of the respondents are below the age of 30
but there are still some respondents above the age group of 30.
3. What is your highest educational qualification?
Row Labels Count of No of respondents
year 9 11
year 10 18
year 11 13
year 12 8
Grand Total 50
Table 3
Findings

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The findings of the study show that all the respondents are equally distributed and there is
uniformity in their qualification.
Graph 3
4. Please tick all that apply, if you successfully completed any of the following qualifications?
Row Labels Count of No of respondents
Bachelor Degree or Higher Degree 16
Diploma or Associate Diploma 16
Certificate III or Trade Certificate 18
Grand Total 50
Table 4

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Graph 4
Findings
The findings of the study show that there is equal and balanced distribution among the
respondents.
5. What is your position in the organization?
Row Labels Count of No of respondents
General Staffs 16
Chefs 17
Waiters 17
Grand Total 50
Table 5

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Graph 5
Findings
The findings of the study show that majority of the respondents are chefs, waiters and
general staffs.
6. How long have you held this position?
Row Labels Count of No of respondents
Under 2 years 22
2 – 10 years 12
10 years above 16
Grand Total 50
Table 6

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Graph 6
Findings
The findings of the study show that majority of the respondents have been in the
organization for less than two years.
7. What is your employment status?
Row Labels Count of No of respondents
Full -Time 18
Part-Time 13
Casual 19
Grand Total 50
Table 7

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Graph 7
Findings
The findings of the study show that there are major number of employees that are casual
and part time employees. Therefore, motivating these employees is a big issue for the
organization.

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4.2 Leader member Exchange
8. My Manager was satisfied with my work
Row Labels Count of No of respondents
Strongly Disagree 21
Disagree 17
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 8
Graph 8
Findings

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The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 21 respondents and they have been supported by 17
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
9. My manager understood my work problems and needs
Row Labels Count of No of respondents
Strongly Disagree 19
Disagree 19
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 9

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Strongly
Disagree Disagree Slightly
Disagree Slightly
Agree Agree Strongly
Agree
0
5
10
15
20
25
Understanding of problems
Graph 9
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 19 respondents and they have been supported by 19
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
10. My manager recognized my potential
Row Labels Count of No of respondents
Strongly Disagree 16
Disagree 22
Slightly Disagree 3
Slightly Agree 3
Agree 3

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Strongly Agree 3
Grand Total 50
Table 10
Graph 10
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 16 respondents and they have been supported by 22
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
11. My manager was willing to use her/his power to help me solve work problems
Row Labels Count of No of respondents

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Strongly Disagree 16
Disagree 22
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 11
Graph 11
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 16 respondents and they have been supported by 22

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respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
12. I had enough confidence in my manager
Row Labels Count of No of respondents
Strongly Disagree 23
Disagree 15
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 12

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Graph 12
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 23 respondents and they have been supported by 15
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
13. I had a good working relationship with my manager
Row Labels Count of No of respondents
Strongly Disagree 13
Disagree 25
Slightly Disagree 3
Slightly Agree 3

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Agree 3
Strongly Agree 3
Grand Total 50
Table 13
Graph 13
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 13 respondents and they have been supported by 25
respondents. There are 3 respondents that have slightly disagreed to the research question and

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there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
4.3 Perceived organizational support
14. My organization cared about my opinion
Row Labels Count of No of respondents
Strongly Disagree 22
Disagree 16
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 14

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Graph 14
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 22 respondents and they have been supported by 16
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
15. My organization cared about my well-being
Row Labels Count of No of respondents
Strongly Disagree 27
Disagree 11
Slightly Disagree 3
Slightly Agree 3

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Agree 3
Strongly Agree 3
Grand Total 50
Table 15
Strongly
Disagree Disagree Slightly
Disagree Slightly
Agree Agree Strongly
Agree\
0
5
10
15
20
25
Organization cares about my
wellbeing
Graph 15
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 27 respondents and they have been supported by 11
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
16. My organization strongly considered my goals and values
Row Labels Count of No of respondents

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Strongly Disagree 17
Disagree 21
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 16
Graph 16
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 17 respondents and they have been supported by 21
respondents. There are 3 respondents that have slightly disagreed to the research question and

42STAFF TURNOVER
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
17. Help was available from my organization when I have a problem
Row Labels Count of No of respondents
Strongly Disagree 19
Disagree 19
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 17

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Graph 17
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 19 respondents and they have been supported by 19
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
18. My organization forgave an honest mistake on my part
Row Labels Count of No of respondents
Strongly Disagree 18
Disagree 20
Slightly Disagree 3
Slightly Agree 3

44STAFF TURNOVER
Agree 3
Strongly Agree 3
Grand Total 50
Table 18
Graph 18

45STAFF TURNOVER
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 18 respondents and they have been supported by 20
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
19. My organization showed concern for me
Row Labels Count of No of respondents
Strongly Disagree 22
Disagree 16
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 19

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Graph 19
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 22 respondents and they have been supported by 16
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.

47STAFF TURNOVER
4.4 Job satisfaction
20. I found real enjoyment in my job
Row Labels Count of No of respondents
Strongly Disagree 15
Disagree 23
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 20
Graph 20

48STAFF TURNOVER
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 15 respondents and they have been supported by 23
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
21. I liked my job better than the average person
Row Labels Count of No of respondents
Strongly Disagree 14
Disagree 24
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 21

49STAFF TURNOVER
Graph 21
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 14 respondents and they have been supported by 24
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.

50STAFF TURNOVER
22. I was seldom bored with my job
Row Labels Count of No of respondents
Strongly Disagree 18
Disagree 20
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 22
Strongly
Disagree Disagree Slightly
Disagree Slightly
Agree Agree Strongly
Agree\
0
5
10
15
20
25
I was seldom bored with my job
Graph 22

51STAFF TURNOVER
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 18 respondents and they have been supported by 20
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
23. Most days I was enthusiastic about my job
Row Labels Count of No of respondents
Strongly Disagree 18
Disagree 20
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 23

52STAFF TURNOVER
Graph 23
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 18 respondents and they have been supported by 20
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
24. I found satisfaction in my job
Row Labels Count of No of respondents
Strongly Disagree 19
Disagree 19
Slightly Disagree 3
Slightly Agree 3
Agree 3

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Strongly Agree 3
Grand Total 50
Table 24
Graph 24
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 19 respondents and they have been supported by 19
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.

54STAFF TURNOVER
4.5 Employee engagement
25.At my work, I feel bursting with energy
Row Labels Count of No of respondents
Strongly Disagree 23
Disagree 15
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 25
Graph 25

55STAFF TURNOVER
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 23 respondents and they have been supported by 15
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
26.I found the work that I do full of meaning and purpose
Row Labels Count of No of respondents
Strongly Disagree 18
Disagree 20
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 26

56STAFF TURNOVER
Graph 26
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 18 respondents and they have been supported by
20respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.

57STAFF TURNOVER
27.I was enthusiastic about my job
Row Labels Count of No of respondents
Strongly Disagree 16
Disagree 22
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 27
Strongly
Disagree Disagree Slightly
Disagree Slightly Agree Agree Strongly
Agree\
0
5
10
15
20
25
I was enthusiastic about my job
Graph 27
Findings

58STAFF TURNOVER
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 16 respondents and they have been supported by 22
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
28.Time flies when I’m working
Row Labels Count of No of respondents
Strongly Disagree 19
Disagree 19
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 28

59STAFF TURNOVER
Graph 28
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 19 respondents and they have been supported by 19
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.

60STAFF TURNOVER
29.When I get up in the morning, I feel like going to work
Row Labels Count of No of respondents
Strongly Disagree 21
Disagree 17
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 29
Graph 29

61STAFF TURNOVER
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 21 respondents and they have been supported by 17
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
30.I am immersed in my work
Row Labels Count of No of respondents
Strongly Disagree 20
Disagree 18
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 30

62STAFF TURNOVER
Graph 30
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 20 respondents and they have been supported by 18
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.

63STAFF TURNOVER
31.I persevere, even when things do not go well as planned
Row Labels Count of No of respondents
Strongly Disagree 15
Disagree 24
Slightly Disagree 3
Slightly Agree 3
Agree 2
Strongly Agree 3
Grand Total 50
Table 31
Graph 31
Findings

64STAFF TURNOVER
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 15 respondents and they have been supported by 24
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
32.I am proud of the work that I do
Row Labels Count of No of respondents
Strongly Disagree 18
Disagree 21
Slightly Disagree 3
Slightly Agree 3
Agree 2
Strongly Agree 3
Grand Total 50
Table 32

65STAFF TURNOVER
Graph 32
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 18 respondents and they have been supported by 21
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.

66STAFF TURNOVER
33. I feel happy when I am working intensely
Row Labels Count of No of respondents
Strongly Disagree 24
Disagree 15
Slightly Disagree 3
Slightly Agree 3
Agree 2
Strongly Agree 3
Grand Total 50
Table 33
Graph 33

67STAFF TURNOVER
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 24 respondents and they have been supported by 15
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
4.6 Intention to quit
34. I was frequently thinking about leaving the organization
Row Labels Count of No of respondents
Strongly Disagree 20
Disagree 19
Slightly Disagree 3
Slightly Agree 3
Agree 2
Strongly Agree 3
Grand Total 50
Table 34

68STAFF TURNOVER
Graph 34
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 20 respondents and they have been supported by 19
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.

69STAFF TURNOVER
35. It was likely that I would search for a job in another organization
Row Labels Count of No of respondents
Strongly Disagree 19
Disagree 19
Slightly Disagree 3
Slightly Agree 3
Agree 3
Strongly Agree 3
Grand Total 50
Table 35
Graph 35

70STAFF TURNOVER
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 19 respondents and they have been supported by 19
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.
36. It was likely that I would actually leave the organization within the next year
Row Labels Count of No of respondents
Strongly Disagree 18
Disagree 21
Slightly Disagree 3
Slightly Agree 3
Agree 2
Strongly Agree 3
Grand Total 50
Table 36

71STAFF TURNOVER
Graph 36
Findings
The findings of the study show that majority of the respondents strongly disagree to the
research question which comprises of 18 respondents and they have been supported by 21
respondents. There are 3 respondents that have slightly disagreed to the research question and
there are 3 respondents that have slightly agreed to the research question. The remaining
respondents have agreed to the research question.

72STAFF TURNOVER
Chapter 5
5.0 Discussion
5.1 Regression analysis
SUMMARY
OUTPUT
Regression Statistics
Multiple R
0.96861
9779
R Square
0.93822
4277
Adjusted R
Square
0.93693
7283
Standard Error
0.35341
948
Observations 50
ANOVA
df SS MS F
Significa
nce F
Regression 1 91.05651 91.05 729.004 1.1271E-

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654 652 2581 30
Residual 48
5.995455
781
0.124
905
Total 49
97.05197
232
Coeffici
ents
Standard
Error t Stat P-value
Lower
95%
Upper
95%
Lower
95.0%
Intercept
0.03970
6603
0.095190
24
0.417
129
0.67844
3879
-
0.151686
198
0.23109
9404
-
0.15168
6198
X Variable 1
1.00184
0712
0.037105
103
27.00
008
1.1271E
-30
0.927235
903
1.07644
5521
0.92723
5903
PROBABILITY
OUTPUT
Percentile Y
1
1.29411
7647
3
1.29411
7647
5 1.29411

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7647
7
1.35294
1176
9
1.41176
4706
11
1.41176
4706
13
1.41176
4706
15
1.41176
4706
17
1.41176
4706
19
1.41176
4706
21
1.41176
4706
23
1.47058
8235
25
1.47058
8235
27
1.47058
8235

75STAFF TURNOVER
29
1.47058
8235
31
1.47058
8235
33
1.52941
1765
35
1.52941
1765
37
1.52941
1765
39
1.52941
1765
41
1.52941
1765
43
1.52941
1765
45
1.52941
1765
47
1.52941
1765
49
1.52941
1765
51 1.58823

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5294
53
1.58823
5294
55
1.58823
5294
57
1.58823
5294
59
1.58823
5294
61
1.58823
5294
63
1.58823
5294
65
1.58823
5294
67
1.58823
5294
69
1.58823
5294
71
1.70588
2353
73
1.70588
2353

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75
1.82352
9412
77 3
79 3
81 3
83 4
85 4
87 4
89 5
91 5
93 5
95 6
97 6
99 6
0 20 40 60 80 100 120
0
1
2
3
4
5
6
7
Normal Probability Plot
Sample Percentile
Y

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1 2 3 4 5 6 7
0
1
2
3
4
5
6
7
f(x) = 0.936500449348415 x + 0.0976917443726868
R² = 0.938224276766797
Regression analysis
Chapter 5: Discussion
Regression analysis is the statistical technique of identifying the nature and degree of
relationship between staff turnover rate and organizational practices. In this current study, the
value of multiple R is 0.968619779, which means that there is positive correlation between staff
turnover rate and organization. The value of R is close to1 which means that there is almost
perfect positive correlation between the variables.
The value of R² = 0.9382, where R2represents the coefficient of determination which will
identify the explain capability of the dependent variable on the independent variable. The value
of R2is greater than 0.8 which means that the goodness of fit of the model is high and the
majority of the data falls within the regression line. The explaining capability of organizational
practices on turnover rate is 93.82% which is very high and the model is an appropriate one.
The F value in the study is 1.1271E-30 which is less than 0.05 and that means that the
null hypothesis can be rejected. This shows that there is an impact of organizational practice on

79STAFF TURNOVER
the turnover rate. The regression equation for the study is y = 0.9365x + 0.0977, and if x is put as
1 the value of y becomes 1.03. This shows the positive relationship between both the variables.
The findings of the different questions show that majority of the employees are
demotivated and the managers are not being able to manage the workforce effectively. This is the
very reason that the organization is losing their employees at regular interval. Moreover, the
number of casual and part time employees are high and this affects the attrition rate even more.
Therefore, the organization will have to develop better organisational practices to reduce the
annual turnover in the country.
Chapter 6: Recommendations
The efficient ways to reduce the employee turnover rate for the X Sports Bar and Bistro
is as follows:
6.1 Addressing the needs of the employees
According to the motivational models that are implemented in every organization, it
should be considered that the greater the employee’s need is fulfilled by working in the
organization, the greater is the intention of remaining associated with the company. Thus, it is
the liability of the management people to care about the needs and concern of the employee. The
research findings show that maximum respondents stated that their management is not much
concerned about them. Thus, the manager should call meetings or conduct training sessions so
that the employee can feel comfortable with the leaders and share the problem or difficulty they
are facing in the workplace.

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6.2 Hire correct employees
It is the fact that an employee intends to leave the organization or grow the intention for
voluntary turnover from the company if they do not find any alignment with the knowledge they
have gathered throughout their academic life and the work they are offered in the organization.
The data findings from the primary data collection illustrates that majority of the research
respondents depicted that they frequently thinking about leaving the organization, search for a
job in another organization, where they can utilize their knowledge and plan to actually leave the
organization within the next year. Thus, in order to diminish the intention for voluntary
employee turnover, the management should have to hire right person for their job. This approach
will also allow the employee to perform better and grab the opportunity for their future growth.
6.3 Employed candidates from reputed institutions
Candidates selected for the food and beverages organization must have to possess
knowledge about the functionality of the organization, their operations and how to handle
customer. Thus, selecting people from reputed hotel management institutions not only allow the
candidates to perform with proficiency but also diminishes the training cost that the company has
to invest for a new person to make aware of all these functions. The candidates also asked about
their short and long term goals for the company.
6.4 Incorporating employee loyalty program
The prime benefit of the employee loyalty program is to recognize the effort of the
employees. Effective employee loyalty program also ensures strong employee engagement. The
research findings that most of the people agreed with the fact that they do not feel bursting with
energy, they do not get any meaning and purpose in the work that they are doing, they do not
have the sense of being enthusiastic about their job, they also do not feel like going to work

81STAFF TURNOVER
every morning, they also does not got immersed in the work and it is very hard to pass time when
they started working are witnessed in the concerned organization. Respondents agree that they
are proud of the work and are happy with the responsibility but the majority of the employee
have the association of less than 2 years in the organization. Thus, the organization have to
develop their staff loyalty program, where the employees will be provided with the effective
benefits like Monetary reward, Movie theater gift certificates, Gift certificates for a hotel stay,
gift coupons and praise in front of all the employees. This will help the organization to keep their
employees motivated with the organization.
6.5 Developing the leading nature
The daily operations in the food and beverage organization are unpredictable as the
nature of all the customers is not known. Some of the customers get offended easily; while some
of them need extensive assistance in understanding the offers of the organization. The research
respondents stated that the managers are not at all co-operative and helped the employees
whenever they need them and most of the respondents are not happy with the style the managers
behave with them. Thus, the managers need to adopt a flexible leadership nature, where they can
guide employees in case they need guidance and also take strict action in case the employee
make fault intentionally. The leaders should also show their nature to perform daily operations
and this participative nature will motivate the employee to follow them for attaining the
organizational goals.
6.6 Conducting internal survey
The management needs to conduct regular primary survey in order to get the details of
what the employee are thinking about the organization and the working procedures. The
managers should also assure that this survey session should be anonymous and no employee

82STAFF TURNOVER
should be forced to change their answer. This anonymous survey allow the employees to share
actual concern and the management of the organization can identify the area that is not preferred
by the majority of the employees.
6.7 Establishing two-way communication
Communication is the basic strategy to develop effective relationship among the
communicators. However, in a centralized organization structure like the one considered in this
research study leads to lesser participation of the employees. The reason is that the management
does not allowed the employees to participate in the decision making session or give feedback on
the new policies that is incorporated in the organization. These aspects dos not only de-motivate
the employee to remain in the organization but also develop the sense of not enjoying the work,
doing the job better than others, bored with their job and dissatisfied with their work. Thus,
employee should allow speaking about the problem that they noticed while performing their job
as they directly interact with the employees. The organization is also liable for developing
official chat support or interactive portal to discuss the observation for identifying issues and
solution to overcome the adversity. They managers though need to support the employees and
value their suggestions. This appreciation also motivates the employee and develops the sense of
being valued and furthermore promotes their intention to remain in the organization for longer
time.

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Chapter 7: Limitations and Conclusion
Limitations
The managers of the organization need to give more time in identifying the exact issue
for voluntary employee turnover. The time taken by the manager is high as they have to prepare
relevant questions and then conduct the survey. The analysis of the survey result and then
developing the policies for overcoming the identified issues take times. Thus, the time constraint
has to be considered by the management of the company. Moreover, the organization also aware
of the fact that the training session that is opted for making candidates knowledgeable about the
organization functions also need proper planning. Since, not all the candidates have equal
competency to grab the knowledge of the operational functionalities for the research, the
company have to face lack of expertise even though all the employee get the training session.
Summary of the research study
This research study, illustrates the various aspects of organizations that drive the
employees motive to remain associated with the organization. These aspects are leader-member
exchange, perceived organizational support, job satisfaction, employee engagement and intention
to quit. The leader-member exchange identifies the criteria of whether or not the mmanager is
satisfied with the employee’s work, understood their work problems and needs, recognize their
potential and have willingness to use their power to help employees to solve work problems. The
employee on the other hand also should have confidence in their manager and a good working
relationship with the manager. The aspect of perceived organizational support highlights the
factors of organizational attitude towards the employees, their well-being, valuing their goals and
values, desire to help, forgave honest mistake and showing empathy towards employees.
Moreover, the aspect job satisfaction emphasised on level of enjoyment in the job, progress in

84STAFF TURNOVER
the job compared to others, whether or not getting bored with the job, enthusiastic about the job
and level of satisfaction attained from the job. This research also identified that the aspect of
employee engagement highlights the sense of energy, full of meaning and purpose, immersed in
the work, proud for doing the work and enthusiasm. However, the research findings show that
among all the research respondents, majority of the participants give perception in negation for
all research questions. Thus, it can be said that the concerned organization X Sports Bar and
Bistro lacks necessary aspects that motivates the employees to remain in the organization.
Hypothesis is also formed in this research that illustrated that organization practices do have any
impact on staff turnover rate in X Sports Bar and Bistro. This hypothesis is also proved by
evaluating regression analysis that shows that significance value less than 0.05 and rejected he
null hypothesis that is organization practices does not have any impact on staff turnover rate in X
Sports Bar and Bistro. Thus, this research shows that and suggest HR department of the
concerned organization to understand the employee’s need, recognize employee’s potential by
apprising them, showing willingness to help the employees, raise confidence in every working
personnel and developing an effective interpersonal relationship with the employees. The HR
should also take initiative to develop a de-centralized organizational structure so that every
employee can take participation in decision making session and give suggestions for the
betterment of the organization. This engagement and involvement of the employees ensures
improves employee engagement rate.

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