Serena Hotels

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Labor Turnover Issue Faced By Serena Hotels

Thesis Submitted to Lahore School of Economics

By

M. Azam Qayyum

Section B

For

Award of Degree of Bachelors of Business Administration (Honors) in

Finance

Session: 2008 to 2012


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RESEARCH COMPLETION CERTIFICATE

It is certified that M.Azam Qayyum, ID No. 08U0340 Session 2008 to 2012 has carried out and

completed the research project entitled Labor Turnover Issue Faced by Serena Hotels under

my supervision for requirement for the award of Degree of Bachelor of business Administration

Honors (Finance) by Lahore School of Economics.

Research supervisor

(Zehra Raza)

Lahore School of Economics


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TABLE OF CONTENT

ACKNOWLEDGEMENT....................................................................................................3

ABSTRACT .........................................................................................................................4

CHAPTER 1: INTRODUCTION.........................................................................................5

CHAPTER 2: LITERATURE REVIEW.............................................................................10

CHAPTER 3: METHODOLOGY.......................................................................................22

CHAPTER 4: RESULTS AND ANALYSIS......................................................................33

REFERENCES....................................................................................................................45

APPENDICES.....................................................................................................................46
http://c/Users/Azam%20Qayyum%20Puri/Downloads/Thesis%20Title.docx%232.ACKNOWLEDGEMENT%7Coutlinehttp://c/Users/Azam%20Qayyum%20Puri/Downloads/Thesis%20Title.docx%232.ACKNOWLEDGEMENT%7Coutline


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ACKNOWLEDGEMENT

I would sincerely thank and express my gratitude to all those who provided me with any kind of

assistance and helped me in completing my thesis. I gratefully acknowledge the help of my

supervisor, Ms. Zehra Raza, who has provided me a lot of help whenever needed. In this entire

duration of this thesis, she has given most valuable advice and suggestions and has explained

each and everything to me in great detail. Without her help, instructions and analysis of the

mistakes, I would not have been able to complete this project. She made it very easy for me to

confidently carry out my research.

I would also thank my friends and family who have supported me during all times.


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Chapter 1

INTRODUCTION

OVERVIEW

Labor Turnover refers to the ratio of the number of employees that leave the organization

during a particular period to the number of employees that are already in the organization in the

same period. It is defined as the movement of the employees in and out of the business or

organization. The employees can leave due to any reason. They can leave through

attrition,dismissal,or resignation. In simple words, it is the rate at which the old employees are

leaving and the new employees are taking their place. It is an important issue for every

organization as a high turnover rate would also increase the costs for the company and would

reduce the productivity and hence, the profitability. These days the accommodation industry is

already suffering from high costs and low profitability due to the recession and fall in the tourism

rate all over the world. So, the cost of labor turnover would further worsen the situation. The

company would have to go through the selection process all over again. Also, the new

labor/employee would take some time to adjust to the new environment and to get acclimatized

to the organizational culture. Productivity would also suffer if skilled labors are leaving.

The task of keeping the turnover low requires the whole process to be effective. There

needs to be an effective management of the labors/employees so that they may not feel alienated

with the work. Also, management should make sure that the employees are motivated and

satisfied with their job. They should also be rewarded appropriately. There should be an effective

communication system. If the companys staff turnover is higher than the other companies in the
http://www.businessdictionary.com/definition/attrition.htmlhttp://www.businessdictionary.com/definition/dismissal.htmlhttp://www.businessdictionary.com/definition/dismissal.htmlhttp://www.businessdictionary.com/definition/attrition.html


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same industry, then it is a point of concern for the management which then has to take corrective

actions.

On the other hand, turnover can be beneficial for the employees. Some scholars are of the

view that the employee turnover is an integral part of any business. It is because it increases the

skills of the employees when they move from one organization to another. They feel that it is

right for the employees to move in search of better employment opportunities.

Overall, high labor turnover is an issue for any organization and it needs to take

corrective measures to control it. It should make sure that the employees remain loyal to the

organization and do not move to other organizations.

BACKGROUND

The labor turnover problem first arose when the trend of self-employment died down and

people started to work for only one employer in the early 19thcentury. Therefore, the rate was

first calculated at that time. Later, when the importance of agriculture declined and more and

more firms started to employ people, the causes and implications of labor turnover were

measured. Labor turnover increased drastically in the early part of the 19thcentury but declined

in the 1920s. It was because of the increase in techniques used to improve relations between

Labors and management. In 1940s and 1950s, it followed a volatile trend and is following the

same trend till date. However, recently, the management of the large organizations has

introduced several techniques to keep the employees satisfied with the jobs by providing them

fringe benefits. The highly valued employees of the business are paid handsomely and they are


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also provided accommodation and other services. Moreover, they are paid bonuses as well.

Organizations have identified several measures to make sure that employees are in a healthy and

cordial relationship with the management and other employees who are on the upper or lower

levels of hierarchy.

EFGFFINGISOF LABOR TURNOVER AROUND THE WORLD

This topic or issue of Staff Turnover is very important around the world. The reason is

that in the Capitalist world, labors and employees are of utmost importance. They are the

resources through which the final product is made. They are one of the key resources in

generating profits for the businesses. That is the reason why the organizations provide rigorous

training to their employees to get them equipped with the required skills so that the productivity

can be improved. An organization spends a lot on the employee for training and other benefits.

So, when he/she gets skilled and leaves the organization, it not only costs the firm in terms of

expenses but also in terms of reduced output. Its importance can be judged from the fact that

according to the studies, the cost of turnover can be up to 250 percent of the salary of the

employee leaving the organization. These days, the competition has increased a lot. Each

company is making a run for their money as companies are fighting for market share. Due to all

this, the companies can pay any amount to the employees of the competitors for their services

and expertise. Therefore, recently, the issue of labor turnover has gained much importance.


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IMPORTANCE OF LABOR TURNOVER TO SERENA HOTELS

In Pakistan, Labor Turnover follows a somewhat mixed trend. As the unemployment rate

in Pakistan is high and poverty is also increasing, so in this situation finding the job is very

difficult for the manual labor. Therefore, when they finally get a job, even if the conditions are

not beneficial they hold on to that job. That is why the turnover is low among the lower level

employees. In the IT industry and other major industries where technical knowledge and skills

are required, the demand is more. The turnover rate is 20 percent. Therefore, the employees get

attractive offers from other companies due to which turnover increases and employee retention

costs also increase. Labor turnover is important to Serena Hotel because staff turnover in the

hotel industry is driven by workers, tasks, firms and markets etc. The managers need to

understand the causes so that the policies can be devised to retain the workers. There are push

and pull motives for the employees to leave the hotel they are already working in. Push motives

for the employees of Serena Hotels are related to the dissatisfaction with the current job they are

doing. On the other hand, the pull motives are the opportunities available to them to improve

their career opportunities. There are many pull motives for the executive jobs in the hotel

industry. The importance of employee turnover to Serena Hotels can be assessed from the

various costs of turnover that are enumerated in the following lines.

Initially, there is a cost of the person who fills in the position while the job is vacant.

Secondly, there is a cost of training the employee who has left. Serena Hotel invests in internal

training, external programs and external academic education. Serena Hotel also helps its

employees to get different licenses to do the job effectively, For example, driving license. Not

only this, there is also a cost of the customers that the employee is taking to the other Hotel with


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them. For example, when the General Manager of the Pearl Continental Hotels left the job and

came to Serena Hotels, many customers who had links with the manager shifted to Serena

Hotels. Therefore, it is also a cost for the hotels. Besides all these costs, there are recruitment

costs and training costs as well.

As mentioned above, due to the high direct and indirect costs involved in turnover in the

Hotel industry, it is of utmost importance to the Serena Hotels too. Serena Hotels are one of the

Leading Hotels of Pakistan and that is why the management has to maintain the image of the

organization. It pays special emphasis on the quality of employees and how they are treated. It

pays them effectively and slightly above the market rate. It is because the management needs to

make sure that they do not leave the organization if they are offered more salary. Besides this,

there is a lot of emphasis on the training of the employees.

Research Question

What are the causes of employee turnover and how this problem is affecting Serena

Hotels?


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Chapter 2

LITERATURE REVIEW

The literature review will review the critical points of the current knowledge

including substantive findings as well as theoretical and methodological contributions to the

related topic. The main aim of this literature review is to identify the causes, effects and

solutions of labor turnover in the hotel industry.

Deery and Snaw (2000) conducted a research on the turnover culture in the hotel industry

in Australia using Organizational culture as predictor variable. The objective of this research was

to explore the concept of an organizational culture which promotes employee turnover. It drew

on the extensive literature on both organizational culture and turnover. For this analysis both

quantitative and qualitative research techniques were used. Initially, the methodological

considerations centered on the use of quantitative data. For this purpose, the questionnaire was

used. The questions were critically analyzed by the expert panel like in Delphi Method. Data

were collected from a convenience sample of 45 hotels. Using a cluster analytic approach, nine

distinct clusters of variables were produced. The implications for management practice in

controlling a turnover culture are examined. The first order and the second order analysis were

used to determine the number of dimensions underlying the constructs of turnover, culture, and

turnover culture. The findings of the research were that theexploratory research into the

existence of a turnover culture in the hotel industry has provided evidence that such a

phenomenon may exist. The research provided a positive and a negative turnover culture.


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Zatzick, C. et al. (2003) conducted a research on the effects of racial composition on

Voluntary turnover. The fundamental reason behind this research was to find out whether the

racial composition has any effect on the employee/ labor turnover. Six hypotheses were

developed. The first hypothesis stated that for minority employees, the higher the proportion of

an employees own race in their job, the lower the probability of their turnover. Second

hypothesis stated that for minority employee, the higher the proportion of an employees own

race in their job, the higher the probability of their turnover. Third one was that the higher the

proportion of other minorities in their job, the higher the probability of their turnover. Fourth

hypothesis proposed that the level of effect of the racial proportion is not linear. It is because at

lower levels, the correlation is high and at high level, the correlation between racial composition

and turnover is low. Hypothesis 5 predicted that proportion of own race in one level above the

focal employee would decrease the likelihood of turnover. Hypothesis 6 stated that the

proportion of own race in the level above the focal employee will increase the likelihood of

turnover. To study this, the methodology that was used was that the personnel data was collected

from a Fortune 500 service organization which contained detailed work histories of all full-time

employees of three years. As the focus was on a single firm, detailed structural and individual

data was accumulated on an entire population across different business units and levels of

hierarchy. Turnover was taken as a dependent variable and racial composition was also

measured. Regression analysis was carried out to test the hypotheses. It was concluded from the

results that the first hypothesis is true. If the proportion of ones own minority member increases,

the turnover falls. It was negatively and significantly related to the turnover. However, the

hypotheses 2 and 3 were not supported. Likelihood Ratio Test was also applied to determine the

improvement of the fit from the proportion variables. Hypothesis 4 proved to be true as the


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relationship plot was a U-shaped curve. Logistic Regression Model was applied to test the

hypothesis 5. This hypothesis was weakly supported. Hypothesis 6 was not supported. This topic

is important because the turnover costs are high for a company especially if there are labor

shortages. Firm suffers in terms of cost and lost productivity.

Thoms, P. et al. (2001) carried out the research regarding the relationship between

immediate employee turnover and employee theft in the restaurant industry. The main aim of the

research was to analyses whether the employees who know that they are going to leave the

organization start stealing more or not. In this regard they created 3 hypotheses. First one stated

that the correlation between turnover and employee theft would be significant. The second

hypothesis was more specific. It stated that if the workers knew that they are going to leave in

two weeks time then there would be more probability of stealing. The last hypothesis was

related to the controls in an organization. It stated that the workers are going to steal more in the

organization which have loose controls as compared to those who have tight controls. To test

these hypotheses, field study and laboratory study was carried out. Large Restaurant Chain was

selected. The total numbers of employees at each chain were 40-50. Interviews and discussions

were carried out with the employees and managers. After the data was gathered, the simple

regression analysis was used to calculate the results. The correlation between employee theft and

turnover was 0.47 with beta 10.25. Also, the correlation between annual sales and employee theft

was -0.03. A t-test result shows that the number of employees do not change the findings

calculated above. The findings of the study prove the first hypothesis true. In Study 2

(laboratory), the sample size of 152 students was selected. Methodology that was used in this

study was that the students were given different situations and they were asked that what they


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would steal if they were in that position. Demographic data was also gathered after the answers.

Means, standard deviations and correlations were measured. ANOVA table was also used for

testing the hypothesis. Finally, after conducting both the studies, it was concluded that immediate

turnover is an important factor in employee theft. Also, the employees are going to steal more if

they know that they are going.

Davidson, H. et al. (1997)did a research on the effects of health care reforms on job

satisfaction and voluntary turnover among hospital based nurses. The objective of this study was

to identify and examine the effects of the modifications in hospitals on the nurses job

satisfaction and turnover. The method that was used was the longitudinal survey of 736 hospital

nurses. This sample was used to learn about the turnover that was caused due to the changes and

also the job satisfaction levels at that stage. The major source of the data was survey. After

gathering the data, different statistical models were applied, statistical tests were conducted and

then the results were concluded. Multi-Variate analysis was also carried out which revealed that

poor communication and a lot of workload was 2 of the most important reason of low job

satisfaction. In conclusion, if the hospital administration carries out certain steps, then the job

satisfaction can be improved and so the turnover would fall.

Henry Ongori (2007) did a research regarding the employee turnover problem, its causes,

effects/costs and its remedies. The main objective of this research was to examine the sources of

employee turnover and suggest different types of strategies that the managers can adopt to make

sure that the employees continue to work in the organization and increase productivity. The

researcher mainly used secondary research to analyses the main reasons which characterize the


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labor turnover. The main factors that were analyzed were Job related factors like working

environment, voluntary and involuntary turnover, organizational factors, and effects of employee

turnover. The strategies proposed were employee participation in job design and other decision

that are going to affect them. Also, the communication and knowledge should be passed down to

the lower levels of employees so that they feel like they are an important part of the organization.

Work force optimization is another important aspect. The management should make proper

resources available for the workforce so that the work can be done and completed without any

interruption or breakdown. Besides this, employee empowerment could also help in retaining the

employees. So, the result of the research was that many firms are facing this turnover problem

and these problems can be solved by following the proposed strategies. Each employee that

leaves the job, the employer should identify the cause and should make sure that if the fault was

on the part of the employer or the organization, then it does not happen again. Also, performance

related pay should be introduced. By doing so, labor turnover can be reduced a great deal.

Lam, T. et al. (2000) researched on the issue of Job Satisfaction of the Hotels of Hong

Kong. As turnover is related to the Job satisfaction, so the main aim of the study is to examine

the demographic characteristics of hotel employees and the level of their job satisfaction.

Emphasis is also paid to the job variables. Employee morale is an important factor in turnover.

Turnover causes the firm to bear additional costs like recruitment costs and lost productivity

costs. The research measures the job satisfaction of the Hong Kong hotel employees and impact

of demographic characteristics on job satisfaction. Research methodology that has been used is

that the research design was descriptive and quantitative in nature. Samples were selected using

the stratified sampling method. The data was collected from five hotels. Samples of 200 existing


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and 200 reedsigned employees were randomly identified. All types of questions were included in

the questionnaire closed ended, open ended, rating and yes/no questions etc. One way Analysis

of variance and Independent samples t-test were also used to analyze the data. The results

concluded that more than 42.2 per cent of the employees believed that pay was one of the most

important factors contributing to Job satisfaction. The reason was that high income level enables

the workers to spend leisure time and also they want to save for any future contingency.

Promotion is another important factor. Also, 35 per cent stated that supervision was not that

much important to them. Article also concluded that the employees with low education are

dissatisfied with their promotional path. Students who graduate from good universities feel that

that should be given higher salary and rank as they have invested more in their education. So, if

they are not given higher salary they would leave the job in search of better jobs. The

management should make sure that the employees are satisfied. Management should use

different strategies to keep them motivated like job rotation and enrichment. Also, the leadership

style should be democratic.

Breukelen, W. et al. (2004) conducted a research on the voluntary employee turnover.

The research combined variables from the traditional turnover literature with the theory of

planned behavior. The main aim of the study was to find that whether the theory of planned

behavior provides any explanation and elaboration regarding the voluntary turnover of the

employees. The research was done on the factors of job satisfaction, organizational commitment,

age and tenure to find out whether these traditional variables define or explain anything about the

voluntary labor/employee turnover. If all these factors rating are high, it means that there is high

labor force motivation and fewer turnovers. Method that was used was longitudinal study. The


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sample size selected was 296. Questionnaires were given to all of them. The respondents were

serving in the Navy. After six months, the same questionnaire was again filled by the same

respondents and the results were compared. After collecting the data, appropriate statistical

models were applied and the correlation between the main variables was calculated. According

to the findings, the behavioral intentions were the best predictor of turnover. Hypothesis one

proved to be true.

Hom and Kinicki (2001)did a research on how dissatisfaction drives employee turnover.

The main aim of the research was to identify the reasons and get the insight of the turnover that

is caused by lack of job satisfaction or dissatisfaction. The methodology adopted was that the

national survey of retail store personnel was used to identify variables like inter-role conflicts

and job avoidance that lead to turnover. Five hypotheses were created regarding each variable.

Hypothesis 1 was that inter-role conflict decreases job satisfaction. Hypothesis 2 was that the

inter-role conflict increases withdrawal cognitions. Hypothesis 3 was regarding job satisfaction

i.e.-e Job satisfaction reduces job avoidance. Hypothesis 4 stated that Job avoidance increases

withdrawing cognitions. Hypothesis 5 predicted that Unemployment decreases withdrawal's

expected utility and turnover. All these hypotheses were tested one after the other and

appropriate results were obtained. Managers, salespersons and auto-mechanics were surveyed.

The discriminant validity tests showed that all factors discriminably differed from one another.

Diagrams were drawn from the results obtained through the application models. According to the

results, inter-role conflict induces dissatisfaction and withdrawal cognitions. So, Hypotheses 1

and 2 were sustained while Hypotheses 3 and 4 were upheld. Moreover, unemployment did not

cause any change impact withdrawals expected utility. So, hypothesis 5 was not true. Therefore,


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the objective of the research was achieved as various reasons of how dissatisfaction causes

turnover were obtained and tested.

Theresa S. Cho (2005)developed the theoretical framework of involuntary executive

turnover. The main objective of this research was to explore the causes of such turnover. Many

researches are available regarding the lower level employees leaving the organizations. This

research analyses the causes due to which the senior level of management or employees are

forced to leave due to the reasons other than health or age. There is a conflict of interest between

the managers own goals and the firms goals. So, in the organizations with strict controls,

managers are bound to follow the objectives of the organizations but in other firms, managers

can pursue their own goals. For analytical purposes, managerial discretion is divided into 2 parts,

latitude of actions and longitude of actions. Latitude of objectives explain the freedom the

managers have in achieving their personal objectives while Longitude of objectives is the range

of strategic options available to the managers to achieve the organizations objectives. Both these

actions interact to affect the causes and the performance consequences of involuntary executive

turnover, as well as which executives will be forced to depart. Involuntary Executive turnover in

different Scenarios of Managerial Discretion have been mentioned. Scenario I states low latitude

of objectives and low latitude of actions. Scenario II states High Latitude of Objectives and low

Latitude of Actions. Scenario III states Low latitude of Objectives and high latitude of actions.

Finally, Scenario four states High latitude of objectives and high latitude of actions. According to

the findings, involuntary turnover occurs due to poor organizational performance or

environmental change in situation of low latitude of objectives and high latitude of actions. In

situations where there is high latitude of objectives and high latitude of actions, involuntary


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executive turnover under achieved organizational performance occurs among the executives who

are on the lower level of hierarchy. It is because their values and perspectives differ from top-

management or executives. Finally, it can be concluded that the involuntary turnover is caused

by various factors which are an amalgamation of latitude of actions and objectives.

Lee, T. et al. (1999)did a research on the Voluntary turnover of the employees. The main

aim of this research was to identify and understand different psychological paths that employees

take when they are deciding on quitting the organization. Different hypotheses were created and

tested. The sample of 229 employees was selected. The BIG 6 accounting firm had listed 6000

employees who were leaving the organization and out of those, 245 employees were randomly

selected and were asked to give some information. Questionnaires and surveys were used

mainly. The results obtained were graphed and different psychological paths were identified. The

results showed that different occupational groups choose different patterns for leaving their jobs.

So, hypothesis 1 was proved. To test the second hypothesis (The time between the first thoughts

of quittingand the decision to leave is not much), logistic regression models were used to make a

comparison of the decision paths durations. The second hypothesis was upheld but the last

hypothesis was sustained and proved to be true.

Cottini, Kato and Nielsen (2011) conducted a research on adverse workplace conditions,

high-involvement work practices and labor turnover. The fundamental reason behind this

research was to identify and analyze the consequences of exposing the worker to physical

hazards. It also outlines the effect of late working hours on the voluntary turnover. Moreover, the

results of unsupportive boss have also been mentioned. The methodology used in this study is

that the researchers have relied mostly on the secondary data. The data was collected from the


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Denmark Integrated Labor Market Database and The Danish Work Environment Cohort Study.

Different statistical and economic models have been applied on the data. After the application

and analysis, the researchers reached to the conclusion that those workers who are more exposed

to the hazardous conditions are likely to leave the job more. However, if there is a strong

communication between the labor and management, then this kind of voluntary turnover can be

reduced.

Ton and Huckman (2008) did a research on Managing the impact of employee turnover

on Turnover. Their objective behind carrying out this research was to examine the impact of

employee turnover in operating performance. For this study, the data that they collected was

from the U.S retail stores. The time period of the data was 48 months. Again, the data is

secondary. But, the primary research has also been used to collect the data. Some mystery

shoppers were hired to shop in some of the stores and they marked the stores according to the

level of service and employee conformance. After collecting the primary and secondary data,

different statistical models were applied to analyze it. For example, finding the correlation

between two variables and regression analysis has also been done. Findings of the study were

that the turnover has more effect in those stores where there is less emphasis on the discipline. In

other words, settings where performance depends on the repetition of known tasks, managers can

reduce turnovers effect by imposing process discipline through standard operating procedures.

Sousa and Poza (2007) did their research work on the effects of job satisfaction on labor

turnover by gender. The objective of this research was that the whether there is any influence of

gender in job satisfaction and ultimately in labor turnover. The methodology used in this


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research is that the secondary data has been collected and different models have been run on

them. The researchers have also analyzed various longitudinal surveys. The models that have

been used include Job Satisfaction Model, Job Turnover Model and the relationship between the

labor turnover and job satisfaction has been determined. The results of the study show that the

Job Satisfaction is one of the main indicators of whether the employee is going to remain in the

organization or going to quit. Another major achievement of this research was that it was able to

conclude that there is no apparent difference between men and women in the job quitting and job

satisfaction behavior.

Goodwin, Groth and Frenkel (2010) researched the relationship between emotional labor,

job performance and turnover. The main aim of this research was to find out what are the main

factors that employees consider while leaving the job. The methodology used in this research

was that the data from the employees from the call centers of two large financial companies was

collected online. The employees filled the online surveys. The subject of the survey was the

employees use of surface and deep acting. Their responses were

Matched with supervisors' ratings of overall job performance and organizational turnover records

obtained 9 months later. Statistical models were applied to the data collected from primary and

secondary sources. Results indicate that surface acting is directly related to employee turnover

and emotional exhaustion and that the relationship between surface acting and job performance

is indirect via employee affective delivery. Deep acting was not linked to these outcomes.

Theoretical and practical implications are discussed from the perspective of emotional labor

theories.


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Davidson, Timo and Wang (2009) carried out a research on the labor turnover cost. The

purpose of this research was that the authors were of the view that the human resource

management department has to face a lot of difficulties when the labor turnover increases. This

study is aimed at providing the insights to HRM by studying extensive literature from the

Australian accommodation sector. The methodology used was that an online survey was

designed and conducted in four major five-star hotels in Australia. 64 human resource managers

participated in the research. The results of this study concluded that the majority of the costs

faced by these managers are related to the labor turnover. These costs are substantial and impact

the profitability of hotels. That is the reason that these costs should be examined and the root

cause of these costs should be resolved. Moreover, the level of service might get affected due to

the increased turnover which carries the risk of loss of customers and so puts the company and

the society as a whole, in danger.


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Chapter 3

METHODOLOGY

Research Type

The type of the research being conducted is qualitative in nature. This type of research is

about exploring various issues, understanding the phenomena and answering questions. The

objective of the study is to find out the relationship between the dependent variable and several

independent variables. The study is based on measuring the sample on research area topic which

is Labour Turnover issue faced by Serena hotels. This study would apply various statistical

models on the data and identify the major causes and the solutions of labour turnover.

Data and Research Period

Data collected is both primary and secondary. For primary data, questionnaires would be

given out and interviews of employees of Serena Hotels would be conducted. The sample size

for the Questionnaire is 100 employees. Secondary data has been collected from the literature of

the labour turnover from around the world. However, main emphasis would be put on the

primary data as it would be more accurate. It is because the secondary data collected includes the

data from around the world and not just Pakistan, but the primary data is collected from the

sample directly concerning the research. So, it is more effective and more emphasis would be put

on it. The research Period is from the year 2011 to 2012.


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Sources of Data

For the research, data was obtained from several sources. These included the literatures

from Jstor, Science Direct and the annual reports of Serena Hotels as well as the questionnaires

and interviews.

Population, Working population and Planned Sample

Population is the total number of employees working in the accommodation/ Hotel

industry in Pakistan. The working population includes only the employees of Serena Hotels.

Planned sample is 100 employees of Serena Hotels.

Research Hypothesis

1. Ho: There is significance relationship between job satisfaction and the employee/labour

turnover

H1: There is no significant relationship between job satisfaction and employee/labour

turnover.

2. Ho: There is significant relationship between job rewards and employee/labour turnover.

H1: There is no significant relationship between job rewards and employee/labour

turnover.

3. Ho: There is direct relationship between high job expectations and employee/ labour

turnover.

H1: There is indirect relationship between high job satisfaction and employee/ labour

turnover.


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4. Ho: There is positive relationship between communication deficiency and employee/

labour turnover.

H1: There is negative relationship between communication deficiency and

employee/labour turnover.

5. Ho: With the increase in workload, number of employees leaving the organization

increases

H1: With the decrease in workload, number of employees leaving the organization

increases

6. Ho: There is a significant relationship between socialization difficulties and

employee/labour turnover

H1: There is no significant relationship between socialization difficulties and employee/

labour turnover.

7. Ho: There is a positive relationship between organizational stability and employee/

labour turnover.

H1: There is a negative relationship between organizational stability and employee/

labour turnover.

Techniques

After collecting the entire data through questionnaires and other means, cross tabulation

test will be conducted to on the data. Then the results obtained by applying it would be analyzed

to find out about the dependent and independent variables and how much are they related and

whether they are significant or not.


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Data Analysis

To analyze the data, SPSS software would be used. In this, Cross-Tabulation would be

used to find out the relationship between the dependent and several independent variables.

Besides this, the various graphical methods would also be applied for the analysis purposes.

Data Interpretation

The results obtained from SSPS will be compiled. To find out the trend over a period of

time, different graphs and tables would be utilized.


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THEORETICAL FRAMEWORK

Unequal Racial

Distribution Organizational

Stability

JobDevelopment of Skills

Workload

Socialisation

difficulties

AgeProfit

margins

Job Rewards

Job

Expectations

Organizational

CommitmentEMPLOYEE/

LABOR TURNOVEREmployee

Theft

Resource/communication

deficienc

Tenure


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OPERATIONAL DEFINITIONS

Unequal Racial Distribution

Unequal racial distribution means that the ration of employees from different races is not

the same in any measurable aspect, such as extent or quantity.

(Christopher D. Zatzick, Marta M. Elvira and Lisa E. Cohen. 2003.When Is Better? The Effects

of Racial Composition on Voluntary Turnover, Organization Science, Vol. 14, No. 5 pp. 483-

496.)

Job Satisfaction

It describes how content anindividual is with his /her job. The happier people are within

their job, the more satisfied they are said to be.

(Margaret A. Deery and Robin N. Shaw .1997. An exploratory analysis of turnover culture in

the hotel industry in Australia,Int. J. Hospitality Management,Vol. 16 No. 4, pp. 375-392)
http://en.wikipedia.org/wiki/Individualhttp://en.wikipedia.org/wiki/Individual


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Job Expectations

Job expectation is the prediction or hope of a new employee with the new job that he/she

has got. If the new job is according to the expectation of the employee, then he/she would be

satisfied, otherwise, problems would occur and so productivity would fall which would lead to

voluntary or involuntary turnover.

( Harriett Davidson, Patricia H. Folcarelli, Sybil Crawford, Laura J. Duprat and Joyce C.

Clifford. 1997. The Effects of Health Care Reforms on Job Satisfaction and Voluntary Turnover

among Hospital-Based Nurses,Medical Care, Vol. 35, pp. 634-645.)

Job Rewards

Job rewards are the returns that employees get in return to doing a job. Rewards can be

monetary and non-monetary. When high performers are insufficiently rewarded, they quit. If

jobs provide adequate financial incentives the more likely employees remain with organization

and vice versa.

(Henry Ongori 2007. A review of the literature on employee turnover,African Journal of

Business Management, pp. 049-054.)


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Communication Deficiency

Not enough information provided to the employees. Those Organizations where the

problems of communication exist need to take corrective steps.

Peg Thoms, Paula Wolper, Kimberly S. Scott and Dave Jones 2001. The Relationship between

Immediate Turnover and Employee Theft in the Restaurant Industry,Journal of Business and

Psychology, Vol. 15, pp. 561-577.

Workload

Amount of work that the employee is expected to complete within a given time period.

Multivariate analysis indicated that the most important determinants of low satisfaction were

poor instrumental communication within the organization and too great a workload.

(Henry Ongori 2007. A review of the literature on employee turnover,African Journal of

Business Management, pp. 049-054)

Profit Margin

It is calculated by taking the percentage of net income against sales. It is expressed in

percentage. The higher it is the better.


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(Terry Lam, Hanqin Zhang and Tom Baum 2000. An investigation of employees' job

satisfaction: the case of hotels in Hong Kong,Tourism Management, Vol. 22, pp. 157-165.)

Employee Theft

Employee theft is a common and serious problem in business and, particularly, in the

restaurant industry (Hawkins, 1984). Estimates of employee theft range as high as $200 billion

annually. Employee theft can range from petty theft, or pilfering, to grand theft, stealing items

over $250 (Smigei & Ross, 1970). Pilferage is more prevalent and its impact can be devastating

(Lipman & McGraw, 1988). Slora (1989) found that 62% of fast-food restaurant employees

admitted to cash or property theft.

( Peg Thoms, Paula Wolper, Kimberly S. Scott and Dave Jones 2001. The Relationship between

Immediate Turnover and Employee Theft in the Restaurant Industry,Journal of Business and

Psychology, Vol. 15, pp. 561-577. )

Development of Skills

Development of Skills is referred to as improvement in the skill level of employees as

they become more experienced. Bowey argues that the mobility facilitates skill acquisition for

employees. Riley (1980) argues that labor mobility is an important factor in the development of

skills and that turnover is encouraged by the presence of external labor and product markets.


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( Wim van Breukelen, Ren van der Vlist and Herman Steensma 2004. Voluntary Employee

Turnover: Combining Variables from the 'Traditional' Turnover Literature with the Theory of

Planned Behavior,Journal of Organizational Behavior, Vol. 25, No. 7 ,pp. 893-914. )

Socialization Difficulties

Socialization difficulties refer to the problems faced by the employees in an organization

to meet and become friends with the other new and existing employees. There are hurdles in the

process of inheriting and disseminating norms, customs and ideologies of an organization.

(Wei Shen and Theresa S. Cho. 2005. Exploring Involuntary Executive Turnover through a

Managerial Discretion Framework, The Academy of Management Review, Vol. 30, pp. 843-

854.)

Organizational Stability

It consists of two factors, driving forces and restraining factors. Organizational instability

has been shown to have a high degree of high turnover. Indications are that employees are more

likely to stay when there is a predictable work environment and vice versa Good local labor

market conditions improve organizational stability.

( Thomas W. Lee, Terence R. Mitchell, Brooks C. Holtom, Linda S. McDaniel and John W.

Hill 1999. The Unfolding Model of Voluntary Turnover: A Replication and Extension, The

Academy of Management Journal, Vol. 42, pp. 450-462.)


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Tenure

Tenure is the time-period that an employee holds a job.

Thomas W. Lee, Terence R. Mitchell, Brooks C. Holtom, Linda S. McDaniel and John W.

Hill 1999. The Unfolding Model of Voluntary Turnover: A Replication and Extension, The

Academy of Management Journal, Vol. 42, pp. 450-462.

Organizational Commitment

It means that how sincere and how committed an employee is to the organization.

Margaret A. Deery and Robin N. Shaw .1997. An exploratory analysis of turnover culture in the

hotel industry in Australia,Int. J. Hospitality Management,Vol. 16 No. 4, pp. 375-392


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Chapter 4

RESULTS

CROSS-TABULATIONS

Table 1: Cross Tabulation of Job Satisfaction and Employee turnover.

Do you think that lack of Job Satisfaction is the major reason of employee turnover?*Job

satisfaction is the only objective that the employees want to achieve. Do you agree?

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Turnover * Job

Satisfaction50 100.0% 0 .0% 50 100.0%

Employee Turnover * Job Satisfaction Cross tabulation

Count

Job Satisfaction Total

1.00 2.00 4.00 5.00 1.00

Turnover 2.00 2 2 0 0 4

3.00 0 1 4 3 8

4.00 0 4 27 4 35

5.00 0 0 3 0 3Total 2 7 34 7 50


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Ho: There is significant relationship between job satisfaction and the employee/labor turnover

H1: There is no significant relationship between job satisfaction and employee/labor turnover.

According to the cross tabulation results, 27 respondents agree to both the

statements/questions that lack of Job Satisfaction is the major reason of employee turnover and

Job satisfaction is the only objective that the employees want to achieve. 4 of them strongly

agree with the fact that job satisfaction is the only objective that employees want to achieve but

only agree that job satisfaction is the major reason of employee turnover. The total results are

such that 35 respondents agree that job satisfaction is the major reason of employee turnover

while 34 agree to the second statement which reflects that we accept our null hypothesis which is

that there is a significant relationship between our dependent (Employee Turnover) and

independent variable (Job Satisfaction) while we reject our alternate hypothesis.

Table 2: Jobs Rewards and Employee turnover cross-tabulation analysis

Do you think that higher job rewards lowers the employee turnover?* Job rewards should not

only be confined to monetary rewards, but these should also include non-monetary rewards. Do

you agree?


Cases

Valid Missing Total


Employee Turnover *

Job Rewards50 100.0% 0 .0% 50 100.0%


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Employee Turnover * Job Rewards Cross tabulation

Count

Job Rewards Total

2.00 3.00 4.00 5.00 2.00

Turnover 2.00 0 0 2 0 2

3.00 1 0 16 0 17

4.00 2 5 19 2 28

5.00 0 1 0 2 3

Total 3 6 37 4 50

1. Ho: There is significant relationship between job rewards and employee/labour turnover.

H1: There is no significant relationship between job rewards and employee/labour

turnover.

There are 13 respondents who strongly agree that higher job rewards lower employee turnover

and these same respondents also agree that Job rewards should not only be confined to monetary

rewards, but these should also include non-monetary rewards. In Total, the trend is more towards

the agreeing side; therefore, we accept the null hypothesis and reject the alternate. It reveals that

there is a significant relationship between employee/labor turnover and job rewards.


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Table 3: Job Expectations and Employee turnover cross-tabulation analysis

Employee/ Labor turnover is high because many employees expect much more from the

job and in reality, their expectations are not met. Do you agree?* Is it true that job expectations

of those individuals are high who have studied in good universities and think that it is the time to

get back the money spent on expensive education?


Cases

Valid Missing Total


Turnover * Job

Expectation50 100.0% 0 .0% 50 100.0%

Employee Turnover * Job Expectation Cross tabulation

CountJob Expectation Total

3.00 4.00 5.00 3.00

Turnover 2.00 0 4 0 4

3.00 2 9 0 11

4.00 4 20 3 27

5.00 0 4 4 8

Total 6 37 7 50

Ho: There is direct relationship between high job expectations and employee/ labor turnover.

H1: There is indirect relationship between high job satisfaction and employee/ labor turnover.


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According to the cross-tab analysis, 20 respondents agree to both the questions and 4

people strongly agree to the statements. Therefore, the trend is more towards the agreeing side.

Inaggregate, 27 respondents agree that Employee/ Laborturnover is high because many employees

expect much more from the job and in reality, their expectations are not met.On the other hand, 37

people agree thatjob expectations of those individuals are high who have studied in good

universities and think that it is the time to get back the money spent on expensive education. The

results lead to the conclusion that we accept our null hypothesis which means that there is a direct

relationship between job expectations and employee turnover. Hence, we reject our alternate hypothesis.

Table 4: Communication Deficiency and Employee turnover cross-tabulation analysis

Do you agree that many employees leave the organization because the top management

does not communicate with them more often?* Do you feel that employers are solely responsible

for developing a good communication structure in the organization?


Cases

Valid Missing Total


Turnover *Communication

Deficiency

50 100.0% 0 .0% 50 100.0%


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Employee Turnover * Communication Deficiency Cross tabulation

Count

Communication Deficiency Total

2.00 3.00 4.00 5.00 2.00

Turnover 1.00 0 0 3 0 3

2.00 0 0 0 4 4

3.00 4 2 4 1 11

4.00 1 1 9 3 14

5.00 1 0 12 5 18

Total 6 3 28 13 50

Ho: There is positive relationship between communication deficiency and employee/ labor

turnover.

H1: There is negative relationship between communication deficiency and employee/labor

turnover.

The answers that respondents gave to this question varied from disagree to strongly

agree. Out of all the respondents, 12 people strongly agreed that employees leave the

organization because the top management does not communicate with them more often. These

same people only agreed to the fact that employers are solely responsible for developing a good

communication structure in the organization. On the other hand, 9 people agreed to both the

statements. In total, 18 people strongly agreed with the dependent variable statement while 28

people agreed to the independent variable (communication deficiency) statement. Therefore, we

accept our null hypothesis and reject out alternate hypothesis. It proves that there is a positive

relationship between communication deficiency and employee/ labor turnover.


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Table 5: Work Load and Employee turnover cross-tabulation analysis

Do you agree that high workload causes the employees to leave the job and find employment

somewhere else?* Less workload gives workers free time. So, it makes the workers engage in

other unproductive activities that adversely affect the whole organization. Is it true?


Cases

Valid Missing Total


Turnover * Work Load 50 100.0% 0 .0% 50 100.0%

Turnover * Work Load Cross tabulation

Count

Work Load Total

1.00 2.00 3.00 4.00 5.00 1.00

Turnover 1.00 0 3 4 1 0 82.00 0 0 4 0 0 4

3.00 0 10 0 4 0 14

4.00 2 7 4 5 3 21

5.00 0 0 1 2 0 3

Total 2 20 13 12 3 50

Ho: With the increase in workload, number of employees leaving the organization increases

H1: With the decrease in workload, number of employees leaving the organization increases

According to the cross-tab analysis, the highest frequency of an answer is 10. These 10

respondents disagree that less workload gives workers free time and makes the workers engage


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in other unproductive activities that adversely affect the whole organization. While these same

10 people are neutral on the statement that high workload causes the employees to leave the job

and find employment somewhere else. Out of the total respondents, 21 agree that high workload

causes employee turnover while 20 disagree the independent variable statement. Therefore, we

accept the null hypothesis which states that when the workload increases, the number of

employees leaving the organisation also increases.

Table 6: Socialization Difficulties and Employee turnover cross-tabulation analysis

Do you feel that many employees leave the job because they are unable to make friends and their

esteem needs are not fulfilled?* Do you think that the main reason of socialization difficulties

that employees face is that different employees of different races or religions are not treated

properly?


Cases

Valid Missing Total


Turnover * Socialization

Difficulties50 100.0% 0 .0% 50 100.0%


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Employee Turnover * Socialization Difficulties Cross tabulation

Count

Socialization Difficulties Total

1.00 2.00 3.00 4.00 5.00 1.00

Turnover 2.00 0 0 11 0 1 12

3.00 2 2 2 10 1 17

4.00 0 0 13 0 3 16

5.00 0 0 2 3 0 5

Total 2 2 28 13 5 50

Ho: There is a significant relationship between socialization difficulties and

employee/labour turnover

H1: There is no significant relationship between socialization difficulties and employee/

labour turnover.

The results of the cross-tabulation of the two variables are such that 13 respondents agree

that many employees leave the job because they are unable to make friends and their esteem

needs are not fulfilled and these same people are neutral on the statement that the main reason of

socialization difficulties that employees face is that different employees of different races or

religions are not treated properly. In total, 16 people agree to the turnover statement while 28

people are neutral on the socialization difficulties statement. Therefore, it proves that the

employees who have filled out the questionnaires feel that socialization difficulties cause

employee turnover. Therefore, it proves that our null hypothesis is true. There is a significant

relationship between socialization difficulties and employee/labor turnover.


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Table 7: Organizational Stability and Employee turnover cross-tabulation analysis

Employees like to work in organizations which are stable. Otherwise employees/ Labor turnover

increases. Do you agree?* Do you agree that organizational stability increases Organizational

Commitment?


Cases

Valid Missing Total


Turnover *

Organizational

Stability

50 100.0% 0 .0% 50 100.0%

Employee Turnover * Organizational Stability Cross tabulation

Count

Organizational Stability Total

2.00 3.00 4.00 5.00 2.00

Turnover 2.00 0 0 5 0 5

3.00 0 0 2 0 2

4.00 1 21 0 3 25

5.00 0 0 10 8 18

Total 1 21 17 11 50

Ho: There is a positive relationship between organizational stability and employee/ labour

turnover.

H1: There is a negative relationship between organizational stability and employee/ labour

turnover.


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The cross-tabulation analysis shows that there are 21 respondents who agree with the

statement that Employees like to work in organizations which are stable. Otherwise employees/

Labor turnover increases. These same employees are neutral on the statement that organizational

stability increases Organizational Commitment. In aggregate, 25 respondents agree that turnover

in increased when organizations suffer while 21 respondents disagree that organizational stability

increases Organizational Commitment. So, it proves that our null hypothesis is true I-e there is a

positive relationship between organizational stability and employee/ labor turnover.

CONCLUSION

The aim of the study was to find out the causes and major factors affecting the

labor/employee turnover of Serena Hotels. Labor turnover is an important issue faced by many

companies recently. Serena is also facing this problem, so this research is directed towards the

Accommodation industry on a wider scale. However, the analysis has been done only on one

hotel. The variables were selected by reviewing the literature on the similar topics. The literature

was obtained from various sources and by studying the literature, various factors were

highlighted. These factors pointed out were Development of skills, Unequal racial distribution,

Job satisfaction, Organizational stability, Organizational commitment, Socialization difficulties,

Age, Profit margins of the hotel, Workload, tenure, Communication deficiency, Job rewards,

Employee theft and Job Expectations. After the identification of the factors, these variables were

short-listed and only the most important ones were selected for further analysis.

To carry out the research, both Primary and Secondary research was carried out. The

variables that were extracted from the Secondary research were then used to design the


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questionnaires. The Questionnaire was designed such that there were three questions regarding

one variable. The rationale behind this was that three questions regarding one variable would

give a clear picture of the respondents point of view. The sample size selected was 50 and all of

the respondents were the employees of the Serena Hotel, Faisalabad.

Hence, the methodology used included questionnaires which were filled out from the

employees of Serena Hotel. After the questionnaires were filled, the coding of the questionnaires

was completed and then the answers were analyzed by using the SPSS software. The cross-

tabulations were run for all the questions that were included in the questionnaires. The

hypotheses were created for every section.

The cross-tab analysis showed that almost all the factors were important while job

rewards and job satisfaction were most important ones. The answers to other variables varied a

great deal. Therefore, the entire hypotheses were accepted. The hypotheses created were of the

factors enumerated in the following lines, Job satisfaction, Job rewards, and Job expectations,

Communication Deficiency, Work Load, Socialization Difficulties and Organizational

Difficulties. The results showed that all these factors had a significant relationship with the

employee/ labor turnover of the Serena hotels.


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BIBLIOGRAPHY

Deery, M. A & Shaw, R. N. (2000). An exploratory analysis of turnover culture in the hotel

Industry in Australia.Int. J. Hospitality Management, 16, 375-392.

Zatzick, C. D., Elvira, M. M., & Cohen L. E. (2003). When Is Better? The Effects of Racial

Composition on Voluntary Turnover. Organization Science, 14, 483-496.

Davidson, H., Folcarelli, P. H, Crawford, S., Duprat, L. J., & Clifford, J. C. (1997). The Effects

of Health Care Reforms on Job Satisfaction and Voluntary Turnover among Hospital-Based

Nurses,Medical Care, 35. 634-645.

Ongori, H. (2007). A review of the literature on employee turnover.African Journal of BusinessManagement, 3, 049-054.

Thoms, P., Wolper, P., Kimberly, S., & Jones, D. (2001). The Relationship between ImmediateTurnover and Employee Theft in the Restaurant Industry. Journal of Business and Psychology,15, 561-577.

Lam, T., Zhang, H., & Baum, T. (2000). An investigation of employees' job satisfaction: the caseof hotels in Hong Kong. Tourism Management, 22, 157-165.

Breukelen, W. V., Vlist, R. V., & Steensma, H. (2004). Voluntary Employee Turnover:Combining Variables from the 'Traditional' Turnover Literature with the Theory of PlannedBehavior.Journal of Organizational Behavior, 25, 893-914.

Shen, W., & Cho, T. S., (2005). Exploring Involuntary Executive Turnover through a ManagerialDiscretion Framework. The Academy of Management Review,30, 843-854.

Lee, T. W., Mitchell, T. R., Holtom, B. C, McDanie, l L. S & Hill, J. W (1999). The UnfoldingModel of Voluntary Turnover: A Replication and Extension. The Academy of Management Journal, 42,450-462.

Hom, P. W., & Kinicki, A. J. (2001). Towards a Greater Understanding of How DissatisfactionDrives Employee Turnover. The Academy of Management Journal, 44, 975-987.

Cottini, E., Kato, T., & Nielsen, N. W. (2011). Adverse workplace conditions, high-involvementwork practices and labor turnover: Evidence from Danish linked employeremployee data.Canadian Journal of Economics, 29, 126S129.

Ton, Z., & Huckman, R. S. (2008). Managing the Impact of Employee Turnover onPerformance: The Role of Process Conformance. Organization Science, 19, 56-68.


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Poza, A. S., & Poza, A. A. S. (2007). The effect of job satisfaction on labor turnoverBy gender: An analysis for Switzerland. Socio-Economics, 36, 895913.

Goodwin, R. E., Groth, M., & Frenkel, S. J. (2010). Relationships between emotional labor, jobperformance, and turnover. Vocational Behavior, 79, 538-548.

Davidson, M. C. G., Timo, N., & Wang, Y. (2009). How much does labor turnoverCost?International Journal of Contemporary Hospitality Management, 22, 451-466.


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APPENDICES

Questionnaire

Name:Age:

City:

Position in the Organisation:

Section 1: Job Satisfaction

Q1) Do you think that lack of Job Satisfaction is the major reason of employee turnover?

1 2 3 4 5strongly disagree dis-agree neutral agree strongly agree

Q2) Job satisfaction is the only objective that the employees want to achieve. Do you agree?

1 2 3 4 5

strongly disagree dis-agree neutral agree strongly agree

Q3). If given a choice between high salary and Job Satisfaction, employees would choose high

salary.

1 2 3 4 5strongly disagree dis-agree neutral agree strongly agree

Section 2: Job Rewards

Q4) Do you think that higher job rewards lowers the employee turnover?

1 2 3 4 5


Q5) Job rewards should not only be confined to monetary rewards, but these should also include

non-monetary rewards. Do you agree?

1 2 3 4 5



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Q6). Do you feel that job rewards structure of Serena Hotels needs improvement as many

undeserving employees are getting high salaries?

1 2 3 4 5


Section 3: Job Expectations

Q7). Employee/ Labour turnover is high because many employees expect much more from the

job and in reality, their expectations are not met. Do you agree?

1 2 3 4 5


Q8). Is it true that job expectations of those individuals are high who have studied in good

universities and think that it is the time to get back the money spent on expensive education?

1 2 3 4 5


Q9). Those with low Job Expectations become more successful than those with higher job

expectations. Is it true?

1 2 3 4 5


Section 4: Communication Deficiency

Q10). Do you agree that many employees leave the organisation because the top management

does not communicate with them more often?

1 2 3 4 5


Q11). Do you feel that employers are solely responsible for developing a good communication

structure in the organisation?

1 2 3 4 5



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Q12). Good communication increases motivation and job satisfaction, do you agree?

1 2 3 4 5


Section 5: Work Load

Q13). Do you agree that high workload causes the employees to leave the job and find

employment somewhere else?

1 2 3 4 5


Q14). Less workload gives workers free time. So, it makes the workers engage in other

unproductive activities that adversely affect the whole organisation. It is true?

1 2 3 4 5


Q15). Workload enables the employees to manage things more effectively and handle the

pressure. Do you agree that all employees like to learn new behaviours or they are content with

the routine tasks?

1 2 3 4 5


Section 6: Socialization Difficulties

Q16). Do you feel that many employees leave the job because they are unable to make friends

and their esteem needs are not fulfilled?

1 2 3 4 5


Q17). Do you think that the main reason of socialization difficulties that employees face is that

different employees of different races or religions are not treated properly?

1 2 3 4 5



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Research Thesis

Q18). Employees with powerful references are given a special treatment which enables them to

make friends and socialize easily?

1 2 3 4 5


Section 7: Organizational Stability

Q19). Employees like to work in organizations which are stable. Otherwise employees/ Labour

turnover increases. Do you agree?

1 2 3 4 5


Q20). Do you agree that organizational stability increases Organizational Commitment?

1 2 3 4 5


Q21). Do you feel that employees are more likely to stay when there is a predictable work

environment?

1 2 3 4 5


Documents

Serena Hotels