Employee Turnover in Tourism and Hospitality Industry

Abstract

Escalated worker attrition negatively affects the organization’s productivity, performance, and profitability. Reducing staff turnover is essential for hospitality managers to raise client contentment, elevate staff members’ productivity, and increase the firm’s revenue generation. The research aimed to assess the correlation between worker viewpoints of work experience, subordinate compensation, supervisory practices, and employee turnover rate in the tourism and hospitality industry. The existing strategies to reduce employee attrition include offering training and development opportunities and providing competitive pay to them. The research involved 100 employee participants who worked in the hospitality sector in the Maldives. The multiple linear regression model results were statistically significant, F (3, 100) =189.38, p<.000, (R²) =0.99. As a result, the researcher disproved the null hypothesis, which held that there is no correlation between the dependent variable (increasing employee attrition) and the independent variables (employee remuneration, team leader practices, and staff opinions on job knowledge). One important suggestion is that supervisors in the hospitality industry implement strategies and procedures to keep talented employees.

Introduction

Background and Research Phenomenon

The tourism and hospitality sector is essential as it significantly contributes to the global economy. According to statistical reports, the tourism industry generates approximately 300 million employment opportunities worldwide and contributes almost 10% of the global gross domestic product (GDP) (Elshaer, Marzouk, and Khalifa, 2022). However, one of the most outstanding issues facing the hospitality sector is the high turnover rate caused by many workers quitting their jobs. Regarding the theoretical context, embeddedness theory indicates that subordinates have deteriorated likelihood to leave their work when they feel they are personally and socially connected to their undertakings (Wang, Hung, and Huang, 2019). The social exchange model suggests that staff members leave their firms after realizing they do not acquire adequate compensation benefits in return for their efforts.

Concerning the identification of the issue, increased worker turnover in the hospitality and tourism sector is a substantial problem that field practitioners and researchers have pinpointed. Notably, the industry’s nature of work, such as extended working hours, declined salary payment, and seasonal employment, makes it unattractive to many staffs, resulting in elaborate turnover rates (Stamolampros et al., 2019). Even though researchers have increased awareness of employee turnover in the hospitality and tourism industry, there is a research gap in comprehending the causes of high worker attrition in the hospitality sector’s profitability and productivity. The study aims to contribute to the existing literature by examining the factors engendering elaborate turnover in the tourism and hospitality sector.

Research Problem

One of the crucial sectors of the global economy is the tourism and the hospitality industry, which generates substantial revenues and offers employment opportunities to many people. Nevertheless, the hospitality sector repetitively encounters obstacles associated with high employee attrition rates, which has a detrimental effect on the organization’s profitability and productivity (Tsaousoglou, Koutoulas, and Stavrinoudis, 2022). The firm’s management incurs training and recruitment costs to replace the workers who have quit their job, resulting in increased expenses and declined performance. Furthermore, increased attrition spearheads a shortage of experienced and skilled employees, thus affecting the service delivery to the consumers, which harms the tourism sector’s reputation.

Research Questions

The primary research question was, what is the correlation between viewpoints of work experience, employee compensation, supervisory practices, and employee turnover in the tourism and hospitality industry? The other research questions for the study were as follows:

• What causes high employee turnover in the tourism and hospitality industry?
• How do increased worker attrition impact profitability, productivity, and hospitality ventures?
• How can business managers in the tourism sector reduce subordinate turnover rates?

Problem Statement

An increased employee turnover in the hospitality industry has detrimental effects on organizational productivity and performance, resulting in a loss of diverse intellectual and financial resources and properties. The general yearly worker attrition rate for the hospitality sector in Maldives was 40.2% in 2021 (Li, Bonn, and Ye, 2019). The general venture issue is that staff turnover harms the tourism sector’s revenue generation. However, the specific business problem was that most hospitality managers lacked knowledge regarding the correlation of worker viewpoints on supervisory practices, work experience, staff compensation, and employee attrition.

Problem Analysis

In the hospitality and tourism industry, high employee turnover can be attributed to multiple factors, such as the seasonal nature of work, extended working hours, low wage payment, and poor work-life balance. Notably, the lack of job security, limited career growth opportunities, and improper supervisory practices can cause an increased worker attrition rate (Yao, Qiu, and Wei, 2019). The increased employee turnover negatively affects the venture’s profitability, productivity, and performance by escalating the training and recruitment expenses and reducing worker morale.

Problem Justification

The hospitality and tourism sector is a vital industry that contributes substantially to the international economies, mainly concerning the GDP. However, high worker turnover rates adversely affect the sector’s productivity and profitability, thus making examining and mitigating the issue crucial. The study aimed to contribute to the existing academic literature by assessing the factors engendering increased worker attrition in the hospitality and tourism industry and finding ways to minimize employee turnover rates.

Purpose of the Study

The study’s primary purpose was to investigate the causes and effects of increased worker turnover rates in the tourism and hospitality industry. Ineffective supervisory practices, lack of compensation benefits, and negative perceptions regarding worker experiences can cause escalated employee attrition rates in a particular organization (Liu-Lastres, Wen, and Huang, 2023). At the end of the research, the investigator offered recommendations that managers in the hospitality industry can adopt to minimize staff turnover rates.

Objectives of the Study

Examining the relationship between employee perspectives on job experience, pay, supervisory techniques, and employee turnover in the tourist and hospitality industry was the main goal of the study. Nevertheless, the study aimed to achieve the following specific objectives:

• To identify the causes of high employee turnover rates in the tourism and hospitality industry.
• To examine the impact of increased worker attrition rate on the productivity and profitability of businesses in the tourism and hospitality sector.
• To propose effective strategies that organizational leaders in the hospitality and tourism industry can adopt to mitigate high staff turnover rates.

Significance of the Study

The significance of the study depended on its contribution to the earlier literature on increased worker attrition rates in the hospitality and tourism sector. The research’s findings offered leaders in the industry business with specific insights into the factors resulting in high employee turnover rates and sufficient approaches to minimize them (Rasheed et al., 2020). In addition, the study results informed industry practitioners and policymakers on methods to enhance working conditions and improve staff retention rates in the tourism sector.

Limitations of the Study

Notably, limitations refer to the researcher’s incapacity of regulating the entire variables adequately, resulting in data validity uncertainties, thus creating weaknesses in a study. One fundamental limitation involved the sample size of the participants, where all the respondents comprised workers in the hospitality industry in the Maldives. Another notable research limitation was regarding the participant’s voluntary status (Park and Min, 2020). Since the study respondents change employers or withdraw at any time, the participants who completed the study might not serve as the true representative of the general populace.

Summary

The chapter introduced the research problem of elaborate worker attrition rates in the tourism and hospitality industry. The researcher pinpointed the research gap, including the lack of understanding of the causes and impacts of high employee turnover on the sector’s profitability and productivity. One notable study limitation involved the change of employers or withdrawal by the respondents, making the remaining participants not act as true representatives of the overall population.

Literature Review

Introduction

One of the substantial challenges affecting many sectors, such as the tourism and hospitality industry, is high employee turnover. To a great extent, increased worker attrition levels can result in escalated training and recruitment expenses, declined productivity, and deteriorated client satisfaction. The literature review aimed to examine existing drivers causing increased attrition in the hospitality industry and the impacts of high subordinate turnover rates and approaches to reduce employee attrition.

Causes of High Employee Turnover Rates in the Tourism and Hospitality Industry

Inadequately trained subordinates lack the required skills, making them not contribute pragmatically to the organization and feel less empowered. Employee turnover decreases when employees develop a sense of accomplishment. Studies have shown that poor working conditions impact staff members’ work experience negatively, thus recording declined performance and increasing employee turnover (Frye et al., 2020). The executives must understand the worker’s motivational maps, and they are obligated to offer opportunities to inspire employee satisfaction, including adjusting their managerial behavior and improving the organizational atmosphere.

The study has indicated that the lack or absence of career advancement opportunities triggers workers to quit despite the high cost of leaving a particular organization. The increasingly talented individuals tend to receive career opportunities from other well-established entities (Yousaf et al., 2020). To enhance retention rates, hospitality sector leaders must embrace creative self-efficacy and management. Managers’ mishandling of career advancement opportunities leads to skepticism, frustration, and discontentment among workers, thus increasing high employee attrition.

When leaders reward employees for accomplishing a particular objective, they produce high-quality work. Negative behaviors from managers involving criticizing and condemning workers lead to an increased turnover rate since it serves as adverse recognition. The lack of adequate income negatively influences worker job satisfaction, thus increasing employee attrition (Kravariti et al., 2022). The literature has indicated that compensation and benefits play a crucial responsibility attracting highly qualified employees, and enhancing their organizational commitment, resulting in improved productivity (Ghani et al., 2022). When subordinates receive insufficient monetary rewards and lower wages, they quit working for a specific organization.

Impacts of Increased Attrition Rate on the Profitability and Productivity

Worker turnover may affect the company’s financial performance via various cost classifications, including recruitment, selection, pre-departure, lost productivity, and orientation. The firm’s management loses a vast amount of capital each time a worker quits a job, resulting in a decline in productivity, thus leading to customer dissatisfaction. The escalation of turnover rates causes retention threats for managers due to deteriorated profitability, regular training and replacement expenses, and loss of efficiency and productivity (Guzeller and Celiker, 2020). The separations involving overtime payment to existing workers, teamwork interferences, losses of valuable talent set, and paying for accrued vacation time may decline the organization’s revenue generation. Notably, high work turnover rates result in the loss of experienced and skilled staff, which can adversely affect the quality of delivery to the client in the hospitality and tourism industry.

Strategies to Reduce High Employee Turnover Rates

The managers must ensure that the workers in the hospitality industry remain motivated, mainly while interacting with customers. Some strategies, including benefits and compensation-grounded solutions and offering aid beyond staff members’ material requirements, help lower the attrition rate. In addition, retention approaches, such as work-life balance and talent management, assist in reducing employee turnover. Several drivers explicitly influence such retention strategies, including worker stress, organizational dedication, alcohol use, and job contentment (Yin, Bi, and Ni, 2022). Improved managerial support reduces turnover rates as it lessens the uncertainty of worker attrition triggered by work-family disputes. Employee retention is enhanced by adequate worker training, effective leadership, and high-level organizational reinforcement. Other notable strategies entrepreneurs in the tourism and hospitality industry can embrace to mitigate high employee turnover include implementing flexible work arrangements, offering worker recognition initiatives, and providing job security.

Conceptual Framework

Figure 1 illustrates the conceptual framework developed from the literature review showcasing the relationship between dependent and independent variables. The administrative practices components directly cause employee turnover and can result in deteriorated worker job satisfaction and motivation, making them quit the job, thus increasing the attrition rate. High employee turnover harms the organization’s productivity and profitability (Goh and Okumus, 2020). Tourism and hospitality managers must offer benefits and embrace job security programs to increase worker contentment, which helps in talent retention.

Summary

The literature review has pinpointed multiple causes of high employee attrition rates in the hospitality industry, such as poor working conditions, worker perceptions of work experience, lack of career development opportunities, and deteriorated managerial practices. High worker turnover rates negatively affect the business’s productivity and profitability. The existing strategies to reduce worker attrition rate include offering training and development opportunities and compensations to the employees.

Methodology

Introduction

The chapter offered a detailed overview of the methodology deployed to investigate the high employee turnover rates in tourism and the hospitality industry. The chapter outlines the research techniques employed, including quantitative data. The methodology section guided the research questions involving the causes of increased attrition rate in the hospitality sector, strategies to reduce turnover rate, and the impact of employee attrition on theorganization’s productivity and profitability.

Research Approach

Academic scholars’ commonly deployed basic study approaches include quantitative, qualitative, and mixed methods. The selected research approach for the study was the quantitative method, where the investigator gathers and analyzes numerical data to make conclusions regarding the correlation between variables (Haldorai et al., 2019). The quantitative approach was appropriate for the research since the study’s purpose was to examine the relationship between worker viewpoints of job experience, employee compensation, supervisory practices, and employee turnover in the tourism and hospitality sector.

Research Design

The researcher deployed a correlational research design to examine the correlation between worker perspectives regarding work experience, compensation, and team leader practices with subordinate attrition. The correlational study enables the investigator to analyze multiple variables to determine their covariation, thus predicting the research outcome (Jolly, Gordon, and Self, 2022). Therefore, the correlational design was most appropriate since the researcher examined various variables, including employee compensation, management practices, and worker viewpoints of job experience.

Research Method

The appropriate research method used was a survey using a questionnaire as it helped gather a database from a large cohort. Notably, the survey offers various advantages, such as having substantial statistical power since the data is obtained from a large population (Kim, Milliman, and Lucas, 2020). The capability to collect a vast amount of the database ensures adequate validation of models as the data represents the general population’s perspectives.

Hypotheses

The hypotheses tested for the study by the researcher were as follows:

• Null Hypothesis (H₀): There is a substantial correlation between worker perspectives of job experience, team leader practices, staff compensation, and employee turnover in the tourism and hospitality industry.
• Alternative Hypothesis (H₁): There is a significant correlation between subordinate viewpoints of job expertise, managerial practices, worker compensation, and staff attrition in the hospitality and tourism industry.

Population, Sampling Frame, Sample Size, Composition, and Sampling Method

The target populace for the study comprised employees in the hospitality industry in the Maldives. The large sample size represents the general population and makes research findings more generalized, thus reducing bias. The sample size consisted of 100 employees working in the Maldives’ tourism ministry, which was appropriate for the study (Kim, Milliman, and Lucas, 2020). The sampling frame for the research involved the contact information of all the research participants. The study’s sample unit comprised low-level workers in the travel agencies, a subsector of Maldives’ tourism ministry. The investigator used the stratified sampling method to ensure that the sample size was representative of various tourism and hospitality industry subsectors.

Operationalization of Variables

The employee turnover was operationalized by determining the number of workers quitting their job in a particular year. At the same time, employee perception of job experience was operationalized by establishing the availability of resources and staff members, opportunities for career advancement, worker’s capabilities, managing workload, and presence of training initiatives. The employee compensation variable was measured through various factors, including timely wage payment, salary rhyming with job responsibility, and availability of staff benefits (Koo et al., 2020). The researcher operationalized the team leader’s practices through the manager’s appreciation of worker contribution, constructive feedback, recognition of achievements, and the leader’s relationship with workers.

Summary

The investigator utilized a correlational research design to investigate the correlation between worker perceptions regarding work experience, compensation, and team leader practices with employee turnover. The selected research approach for the study was the quantitative method, where the researcher collects and analyzes numerical data to make conclusions regarding the relationship between predictors and variables. The target populace for the study comprised employees in the hospitality industry in the Maldives.

Data Presentation and Analysis

Introduction

The chapter presents the data collected and analyzed in the research regarding high employee turnover rates in the tourism and hospitality industry. In order to ascertain the reasons behind the high employee attrition rate as well as the correlation between high staff turnover and subordinate compensation, employee perceptions of work experience, and team leader practices, the data was gathered through survey questionnaires and analyzed in Microsoft Excel.

Internal and Primary Data Collection

The internal data was obtained from the Maldives’ Ministry of Tourism’s travel agencies’ human resources department. The information provided a database on wages and benefits, employee demographics, turnover rates, and training and development programs (Bufquin et al., 2021). Using a questionnaire survey, the researcher gathered primary data from workers in the tourist and hospitality sectors who provided their perspectives and reasons for leaving their positions.

Data Analysis

Table 1: Respondent’s Gender 

Table 1 illustrates the data gathered on the gender of the respondents. The frequency column showcases the number of hospitality workers pinpointed as male or female. From the survey, male participants were 60, representing 60% of the sample, while women were 40, representing 40% of the total population sample size. The cumulative percentage column indicates that all 100 respondents, 100% participated in the study. Figure 2 showcases the research participants’ gender distribution, showing the percentage distribution of male and female respondents who completed the survey. The number of men in the study was high compared to the women.

Table 2: Participants’ Age 

Table 2 illustrates the data collected on respondents’ age, with the frequency column indicating the number of hospitality workers with a specified age bracket. The total number of study participants was 100, with diverse age categories. On the other hand, figure 3 showcases the hospitality worker respondents’ age distribution. The age was divided into five categories which were 18-23 years (19%), 24-29 years (32%), 30-35 years (26%), 36-40 years (14%), and above 41 years (9%). The employees aged between 24 to 29 years were the majority of study participants compared to other employee classes.

Figure 4 illustrates the employee perception of work experience in the hospitality industry. Based on the survey results, 34% of the workers strongly agreed that their job was challenging. In addition, 45% of respondents disagreed that their work was manageable due to the obstacles they encountered, and 32% of the workers strongly disagreed that the organization’s management fully utilized their skills. 30% of the participants indicated that there were no sufficient staff members and resources for them to perform their duties adequately. In addition, 35% of employees strongly disagreed that their companies offered them progressive career advancements, while 50% of subordinates agreed that the business entity’s promotional process was not transparent. Notably, 30% of participants indicated that organizational managers offered no training and development programs. Employees’ perceptions of work experience served as the core component for quitting their job.

Figure 5 showcases the issue of compensation facing employees in the tourism and hospitality industry. 54% of respondents strongly agreed that their salaries were paid on time, and 17% agreed with the statement, indicating that hospitality employees were paid their wages promptly by their employers. However, 67% of the employees disagreed that the wages matched their job responsibility, suggesting that they were underpaid despite an increased workload. 43% of the participants disagreed that the company provided them with multiple worker benefits. The lack of profitable worker compensation packages prompted employees to quit their job, resulting in high employee turnover.

Figure 6 illustrates the team leader or company manager’s supervisory practices influencing turnover in the hospitality industry. The majority of the participants, 32%, disagreed that their supervisor appreciated the subordinate’s contribution, and 30% of respondents agreed with the statement. In addition, 40% of the respondents indicated that their team leader did not offer constructive feedback, causing employee dissatisfaction. 35% of the employees disagreed that their managers maintained a professional relationship with workers, while 45% of participants strongly disagreed that supervisors acknowledged and recognized staff’s achievements. In the tourism and hospitality industry, deteriorated supervisory practices cause increased high employee turnover.

Figure 7 showcases the primary reasons for high worker attrition in the hospitality industry. The study respondents indicated that common causes of high employee turnover include low wages/lack of salary increments at 28%, supervisor behavior at 25%, and lack of career advancement at 19%. However, some other reasons for increased employee attrition in tourism included fewer social hours (6%), lack of benefits package (5%), absence of improved training opportunities (7%), lack of motivation (3%), and other factors (2%). In the hospitality sector, the primary rationales for workers quitting their job involved the search for career advancement, improved training, and better managerial individuals.

Table 3: Multiple Regression Analysis Showing the Relationship Between Employee Turnover and Worker Compensation, Perspectives of Job Experience, and Supervisory Practices 

Table 3 showcases the multiple regression analysis to showcase the correlation between high employee turnover and worker compensation, perspectives of job experience, and supervisory practices. A multiple R of 0.997370244 means a strong relationship exists between independent variables (employee compensation, team leader practices, and staff viewpoints on work knowledge) and the dependent variable (increased employee attrition). The positive and high R square of 0.994747403 shows that independent variables can collectively predict the dependent variable and that the researcher should reject the null hypothesis. While considering the sample size of 100 respondents, the adjusted R square of 0.989494806 explains that supervisory practices, worker compensation, and employee perspectives of work experience can significantly cause high turnover in the hospitality industry. However, 7 observations indicate that the sample size of 100 may be relatively small, and the results may not be actual representations of the larger population. The sum of squares (SS) of 156.6016626 indicates that the regression model can account for employee turnover variation, F (3, 100) =189.38, p<.000, (R²) =0.99, while SS of 0.826908876 indicates that the independent variables do not fully explain the dependent variable.

The mean squared error of 0.275636292 shows a variance between employee attrition and compensation, supervisory practices, and work experience. The high F value of 189.382007 indicates the null hypothesis should be rejected, as there is a strong correlation between dependent and independent variables. The significance F value of 0.000645245 shows that the regression model is statistically significant, and there is a strong correlation between high employee turnover and supervisory practices, worker compensation, and employee perspectives of work experience. The coefficients of worker compensation (0.525439374), team leader practices (0.900753212), and job experience (1.227108256) are positive, indicating they can cause a high staff attrition rate. The p-values of the independent variables are positive, showing that independent variables directly impact the dependent variable of turnover levels. The t-stats of worker compensation (3.023156141), team leader practices (13.5847656), and job experience (7.835018663) are positive, indicating they have a strong correlation with the employee turnover rate.

Findings

The study’s findings revealed that high employee turnover rates in the hospitality industry were mainly attributed to low pay, deteriorated supervisor behavior, and lack of career advancements. In the hospitality sector, managers must concentrate on recruitment, turnover, and retention of top talents (Ann and Blum, 2020). The inferential analysis results indicated a strong correlation between increased staff attrition rate and employee compensation, perceptions of work experience, and team leader practices.

Summary

The internal data was gathered from the human resource department of the traveling agencies under the ministry of tourism in the Maldives. In the tourism and hospitality industry, deteriorated supervisory practices cause increased high employee turnover. The findings showcased that there is a strong relationship between independent variables (employee compensation, team leader practices, and staff viewpoints on work knowledge) and the dependent variable (increased employee attrition).

Discussion

Introduction

The chapter discusses the study’s findings on high employee attrition rates in the tourism and hospitality industry. The research results indicated that high worker turnover levels were mainly attributed to low pay, deteriorated supervisor behavior, and lack of career advancements. The chapter offers an extensive overview of the key research results, implications of the study findings, and recommendations to the organizational managers in the hospitality industry to minimize worker turnover.

Key Findings, Study Implications, and Future Research

The study findings indicate that there is a strong correlation between employee compensation, team leader practices, and staff viewpoints on work knowledge and high employee turnover. The primary reasons workers quit their job include a lack of career advancements, deteriorated supervisory behaviors, and declined wages compared to job responsibilities. Organizational managers must offer competitive pay to retain and attract employees (Bichler, Petry, and Peters, 2022). In addition, leaders must invest in training and development programs to offer workers with opportunities for career growth. The study contributes to the existing literature on high employee turnover rates in the hospitality industry by pinpointing factors, such as employee compensation, and testing their correlation with attrition rates. The study’s findings offer valuable insights for policymakers, investigators, and industry practitioners interested in addressing the issue of high turnover in the tourism industry. Future research could investigate the effectiveness of various interventions in addressing the problem of increased turnover rates, including implementing training programs and having flexible work arrangements.

Recommendations

Based on the study findings, multiple recommendations are suggested by the researcher for addressing the issue of high employee turnover rates in the hospitality and tourism industry. Firstly, organizational leaders must conduct regular surveys to track workers’ contentment and identify areas for improvement (Ampofo and Karatepe, 2022). Secondly, the supervisors must invest in training and development initiatives to offer staff members with opportunities for career growth. Lastly, the management team must provide competitive pay and benefits packages to retain and attract top talent.

Summary

The primary reasons employees quit their work include lack of career advancements, declined supervisory practices, and deteriorated salaries compared to job responsibilities. Organizational managers should invest in training and development programs to provide staff members with opportunities for career growth. The senior executive members must offer benefits packages and competitive pay to attract and retain highly qualified and experienced workers in the tourism and hospitality industry.

Summary and Conclusion

Introduction

The chapter presents a detailed summary of the research’s findings and conclusions. A number of concerns, including poor supervision methods, a lack of professional growth opportunities, and declining compensation payments, contributed to the employees’ resignation. The chapter offers an extensive overview of the methods used to analyze data, the participants from whom the researcher collected the data, how the literature review was developed, and the variables influencing the high turnover rate in the hospitality and tourism industry.

Summary

The study examined the relationship between employee compensation, team leader practices, staff perspectives of job experience, and the increased subordinate attrition rate in the hospitality and tourism sector. Based on the literature review, the researcher developed a conceptual framework and formulated two hypotheses to test the correlation between variables attributed to high employee turnover rates. The research used a quantitative approach, and the primary data was collected from the workers working in the traveling agencies in the Maldives tourism ministry. The data gathered was analyzed using descriptive and inferential statistics. The primary reasons staff members quit their work include lack of career advancements, declined supervisory practices, and deteriorated salaries compared to job responsibilities.

Conclusion

The study highlights the importance of addressing the high employee turnover rates in the hospitality and tourism industry in Maldives. The study’s findings indicate that organizational managers must offer benefits packages and competitive pay and invest in training and development initiatives to provide career growth for employees to reduce the concern of increased attrition rate. The employees quit their work due to several factors, such as declined supervisory practices, lack of career advancements, and deteriorated salary payment.

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Appendix

Appendix A: Worker Turnover Survey in the Maldives Hospitality and Tourism Sector

What is your gender?

• Male______
• Female_____

How old are you?

Worker viewpoints on the job experience

Likert Scale

• Work was challenging_____
• The workload was manageable ____
• Your capabilities were adequately utilized____
• Availability of sufficient staff members and resources____
• There was an opportunity for career progression____
• The company’s promotional process was not transparent_____
• There are available training initiatives____

Worker Compensation

Likert Scale

• The salary was paid on time___
• The company offered various employee benefits___
• The wages matched the job responsibility___

Supervisory Practices

Likert Scale

• Appreciated worker contribution___
• Offered constructive responses____
• Maintained a professional relationship with employees___
• Acknowledged and recognized achievements___

What did you like the most about working within the organization? _____

What was the core rationale that made you work for the business entity? ____

Which year did you quit or change your job position, and what was the main reason (employee compensation, supervisory practices, and perception of work experience) attributing to it?

What were your reasons for leaving the company?