EFFECTS OF EMPLOYEE ENGAGEMENT FACTORS ON STAFFTURNOVER IN THE HOSPITALITY INDUSTRY: A SURVEY OF RATED HOTELS IN

UASIN GISHU COUNTY

JOEL KIMELI CHERUIYOT

CBM 11/10743/14

.

A Project Submitted to the School of Post Graduate Studies in Partial Fulfillment of theRequirement of the Conferment of Degree in Master of Human Resource

Management in the School of Business and Economics

Kisii University

October, 2017

DECLARATION AND RECOMMENDATION

Declaration

This project is my original work and has not been presented for examination in any other

university nor institution of higher learning.

Signature……………………………………… Date:…………………………

Candidates name: Joel Kimeli Cheruiyot

REG NO: CBM11/10743/14

Recommendation

This project has been submitted for examination with my approval as a university supervisor.

Supervisors name:

1. Dr. Kimutai Geoffrey

Signature:…………………………………………Date:…………………………

Faculty of commerce

Kisii University

2. Dr. Ambrose Kemboi

Signature:………………………………………… Date:…………………………….

School of Business and Economics

Moi University

ii

DEDICATION

To my parents Mr and Mrs Cheruiyot Kipkoech, beloved wife Grace, and children Betty, David

and Kevin for their moral and financial support.

iii

ACKNOWLEDGEMENT

I wish to express my heartfelt gratitude to the Almighty God for his grace that has made it

possible to write this project. I would also like to thank Kisii University for offering me an

opportunity to achieve my dreams in Academics, My great thanks goes to the school of Business

and Economics for offering me the actual lectures. I extend my sincere gratitude to my

supervisors Dr. Kimutai Geoffrey and Dr Ambrose Kemboi for their supervision, valuable

discussions, suggestions and comments to the document with unmatched success. I am eternally

grateful to my beloved wife Grace Kimeli, children Betty, David and Kevin for their continuous

moral support during the whole process of writing this proposal. Special thanks to entire family

members for their moral and financial support during the whole process of my study. My parents

and friends merit mention for their calming voice in so many occasions during my academic

journey and other social spheres of life suffice it to say that God bless them all.

iv

ABSTRACT

A large portion of the inns in Kenya have been confronting challenges where mostrepresentatives don't remain for long in the business subsequently they move to different firmsbecause of poor pay rates and employment disappointment. This has genuinely influenced theexecution of lodgings particularly in Kenya and particularly Uasin Gishu County. It is againstthis knowledge that the investigation inspected representative engagement factors influencingstaff turnover in the cordiality business in evaluated lodgings in Uasin Gishu County. Theexamination was guided by the accompanying goals: to decide the impacts of hierarchical equityon staff turnover in the neighborliness business in Uasin Gishu County; to research the impactsof initiative on staff turnover in the accommodation business in Uasin Gishu County; and tosurvey the impacts of superior work rehearse on staff turnover in the cordiality business in UasinGishu County. The investigation depended on Theory of Reasoned Action by Martin and Icek(2015). An unmistakable overview configuration was utilized. The objective populace contained430 representatives from Bomma motel inn, Noble meeting inn, Poa Place Resort, HotelWinstar, Hotel Comfy and Lodge, Ciccada Hotel, Kenmosa Resort, Star bucks Hotel, and ThePearl Tourist Hotel. Basic irregular examining strategy was utilized as a part of choosing 205respondents while survey was utilized as information accumulation instruments. Information wasbroke down utilizing quantitative investigation. Quantitative examination included bothexpressive and inferential insights. Unmistakable insights incorporate rates, frequencies andmeans. Inferential measurements was numerous relapse examination. It satisfied that hierarchicalequity significantly affects representative turnover in inns inside Uasin Gishu County (p=0.016).The examination revealed that authority influences worker turnover in inns inside Uasin GishuCounty (p=0.000). The examination discovered that elite work hones influences worker turnoverin inns inside Uasin Gishu County (p=0.001). The examination infers that representativeengagement factors influences worker turnover in lodgings inside Uasin Gishu County. Theexamination suggests that inns should consider representative engagement factors important onthe off chance that they are to convey astounding administrations to their clients; the lodgingadministration needs to offer great correspondence direct keeping in mind the end goal to settleworker objections henceforth increment representative maintenance and abatementrepresentative turnover; the administration of the inns need to offer reward and preparingprograms so as to expand benefit conveyance in inns; and administration of the organizationsought to build up the purposes behind representatives leaving their associations and in this waythink of measures to stop this pattern.

v

TABLE OF CONTENTS

DECLARATION AND RECOMMENDATION............................................................................ii

DEDICATION...............................................................................................................................iii

ACKNOWLEDGEMENT..............................................................................................................iv

ABSTRACT....................................................................................................................................v

TABLE OF CONTENTS...............................................................................................................vi

LIST OF TABLES...........................................................................................................................x

LIST F FIGURES...........................................................................................................................xi

LIST OF APPENDICES...............................................................................................................xii

LIST OF ABBREVIATIONS......................................................................................................xiii

CHAPTER ONE

INTRODUCTION...........................................................................................................................1

1.1 Background of the Study.......................................................................................................1

1.2 Problem Statement.................................................................................................................3

1.3 Purpose of the study...............................................................................................................5

1.3.1 Specific Objectives of the Study.........................................................................................5

1.4 Research Hypotheses.............................................................................................................5

1.5 Significance of the Study.......................................................................................................6

1.6 Scope of the Study.................................................................................................................6

1.7 Limitation of the Study..........................................................................................................7

1.7.1 Expectations of the Study...............................................................................................7

1.7.2 Respondents’ Cooperation..............................................................................................7

1.7.3 Study Area......................................................................................................................7vi

1.7.4 Research Design Used....................................................................................................7

1.8 Operational Definition of terms.............................................................................................8

CHAPTER TWO

LITERATURE REVIEW................................................................................................................9

2.1 Introduction............................................................................................................................9

2.2 Theoretical Review................................................................................................................9

2.2.1 Theory of Reasoned Action............................................................................................9

2.2.2 The theory of employee engagement............................................................................10

2.2.3 Self Determination Theory...........................................................................................11

2.3 Concept of Employee Turnover...........................................................................................12

2.4 Concept of Employee Engagement.....................................................................................20

2.5 Empirical Review................................................................................................................25

2.5.1 Effects of Organizational Justice on Employee Turn Over..........................................25

2.5.2 Effects of Leadership on Employee Turnover..............................................................28

2.5.3 Effects of High Performance Work Practices on Turnover..........................................30

2.6 Research Gap.......................................................................................................................32

2.7 Conceptual framework.........................................................................................................33

2.8 Summary..............................................................................................................................35

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY.........................................................................36

3.1 Research Design..................................................................................................................36

3.2 Location of the Study...........................................................................................................36

3.3 Target Population.................................................................................................................36vii

3.4 Sample and Sampling procedure.........................................................................................37

3.4.1 Sample Size......................................................................................................................37

3.4.2 Sample Procedure.............................................................................................................38

3.5 Data Collection Instruments and Procedures.......................................................................38

3.5.1 Questionnaire................................................................................................................38

3.5.2 Validity of Instruments.................................................................................................39

3.5.3 Reliability of Instruments.............................................................................................39

3.6 Data analysis and Presentation............................................................................................41

3.6.1 Data Analysis................................................................................................................41

3.6.2 Data Presentation..........................................................................................................42

3.7 Ethical Considerations.........................................................................................................42

CHAPTER FOUR

DATA ANALYSIS, PRESENTATION AND INTERPRETATION...........................................43

4.1 Presentation of the Findings................................................................................................43

4.1.1 Response Rate...............................................................................................................43

4.1.2 Background information for Respondents....................................................................43

4.1.3 The effects of organizational justice on employee turnover in the hospitality industry

in Uasin Gishu County...........................................................................................................45

4.1.4 The effects of leadership on employee turnover in the hospitality industry in Uasin

Gishu County.........................................................................................................................48

4.1.5 The effects of high performance work practices on employee turnover in the

hospitality industry in Uasin Gishu County...........................................................................50

4.1.6 Indicators of Employee Turnover.................................................................................53

viii

4.2 Inferential Statistics.............................................................................................................55

4.2.1 Correlation Analysis.....................................................................................................55

4.2.2 Assumptions of Multiple Regression Analysis.................................................................57

4.2.2.1 Multivariate Analysis.................................................................................................57

4.2.2.2 Multicollinearity of Data...........................................................................................58

4.2.2.3 Homoscedasticity of Data..........................................................................................58

4.2.2.4 The Residual Values are Independent.......................................................................59

4.2.3 Regression Analysis..........................................................................................................60

4.2.4 Hypothesis Testing...........................................................................................................62

CHAPTER FIVE

SUMMARY OF THE FINDINGS, CONCLUSIONS AND RECOMMENDATIONS...............65

5.1 Summary of the Findings.....................................................................................................65

5.1.1 Background Information of the Respondents...................................................................65

5.1.2 Organizational justice and Employee Turnover...............................................................65

5.1.3 Leadership and Employee Turnover.................................................................................66

5.1.4 High performance work practices and employee turnover...............................................66

5.2 Conclusions..........................................................................................................................67

5.3 Recommendations................................................................................................................68

5.4 Suggestion of Further Studies..............................................................................................69

REFERENCES..............................................................................................................................70

ix

LIST OF TABLES

Table 3.1: Target population ...................................................................................................... 39

Table 3.2: Sample Size .............................................................................................................. 40

Table 3.3: Reliability Analysis .................................................................................................. 42

Table 4.1: Response Rate .......................................................................................................... 45

Table 4.2: Demographic Data of Respondents .......................................................................... 46

Table 4.3: Organizational justice and Employee Turnover ....................................................... 48

Table 4.4: Leadership and Employee Turnover ........................................................................ 50

Table 4.5: High performance work practices and employee turnover ....................................... 53

Table 4.6: Indicators of Employee Turnover ............................................................................. 55

Table 4.7: Correlation Analysis ................................................................................................. 58

Table 4.8: Multicollinearity Analysis ........................................................................................ 60

Table 4.9: Residual Values are Independent ............................................................................. 62

Table 4.10: Model Summary representing the linear relationship between independent and

dependent variables ................................................................................................................... 62

Table 4.11: An ANOVA representing the linear relationship between independent variables

and staff turnover ....................................................................................................................... 63

Table 4.12: Coefficients representing the linear relationship between independent variables

and staff turnover ....................................................................................................................... 63

x

LIST F FIGURES

Figure 2.1: Conceptual Framework ........................................................................................... 35

Figure 4.1: Multivariate Analysis .............................................................................................. 59

Figure 4.2: Homoscedasticity of Data ....................................................................................... 61

xi

LIST OF APPENDICES

APPENDIX I: INTRODUCTION LETTER ................................................................................. 81

APPENDIX II: NACOSTI PERMIT ............................................................................................. 82

APPENDIX III: QUESTIONNAIRE ............................................................................................ 84

APPENDIX IV: KREJCIE AND MORGAN TABLE .................................................................. 88

APPENDIX V: HOTEL RATING ................................................................................................ 89

xii

LIST OF ABBREVIATIONS

ANOVA: Analysis of variance

ATMs: Automated Teller Machines

ICT: Information Communication Technology

KCB: Kenya Commercial Bank

MLQ-5x: Multifactor Leadership Questionnaires

RRA: Rwanda Revenue Authority

SPSS: Statistical Package for the Social Sciences

xiii

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Today in the realm of globalization, associations work in a savage focused condition, where they

confront many difficulties to stay aggressive in the market. One of the real difficulties that the

inns confront is worker maintenance. Turnover rates in inns are expanding. The other

explanation behind utilizing turnover aim is that it is a state of mind that can be evaluated in the

present time and in mix with different components that are causing the turnover aim, which

brings about picking up a more exact comprehension of the reasons for turnover (Perryer et al,

2016). Worker turnover is an estimation of whether a lodging's representatives intend to leave

their positions. Administrators and scientists think about turnover as an issue as a result of

expenses related with it (Soon et al., 2015). They likewise found that the effect of representative

turnover on a business can be very expensive in various diverse ways constraining firms to

consider methodologies that hold workers, for example, representative engagement.

Saks (2016) proposes that worker engagement is related with a person's mentalities, goals and

practices. Along these lines, drew in workers are probably going to be more connected to their

association and would have a lower inclination to abandon it (Schaufeli and Bakker, 2014). This

view is bolstered by a few analysts who found that worker engagement is adversely identified

with representative turnover (Du Plooy and Roodt, 2016; Harter, Schmidt and Hayes, 2015).

Representative engagement was found to have positive outcomes identifying with work

fulfillment, a propelled workforce, worker prosperity and less probability of leaving an

association (Barkhuizen and Rothmann, 2016; Schaufeli and Bakker, 2014; Van sanctum Berg,

Bakker and Ten Cate, 2015; Yeh, 2016). Furthermore, a meta-investigation of 7939 specialty

1

units in 36 lodgings by Harter et al., (2012) revealed a noteworthy positive connection between

representative engagement and business results, for example, consumer loyalty and

dependability, productivity, staff turnover and wellbeing.

Staff turnover has critical ramifications for inn, with affecting variables, for example, the

potential cost of human capital misfortune and interference of progressing hierarchical exercises.

Research shows that worker engagement have risen in the momentum universe of work as

develops that may altogether impact representatives' turnover (Schaufeli and Bakker, 2014).

Specifically, representatives with low levels of worker engagement will probably have a higher

goal of leaving the association, and additionally really abandoning it (Mitchell, Holtom, Lee,

Sablynski and Erez, 2016). Worker turnover is ending up more fundamental as an inn's human

capital progressively turns into the key wellspring of upper hand. A developing consciousness of

movements in the attributes of the workforce is calling for lodgings to be more engaged in

holding talented representatives, keeping them completely drew in and inserting them in their

occupations (Frank, Finnegan and Taylor, 2004). It is in this manner essential for associations to

have the capacity to settle on educated choices about creating powerful maintenance rehearses

that outcome in the diminishment of staff turnover (Hillmer, Hillmer and McRoberts, 2014).

Numerous lodgings in the worldwide world stay low in keeping up upper hand. The position of

these organizations need to actualize human asset firm methodologies so as to expand their

proficiency and adequacy of operations through limiting worker turnover (Edward, 2016).

Human asset system is a method that encourages change and development in hierarchical

structure, culture, representatives, innovation and authority keeping in mind the end goal to

oversee worker turnover. For achievement in representative profitability there ought to by great

execution of human asset association rehearses (Johnson, 2016).

2

Alexandra and Timothy (2016) affirmed that open associations in Brazil have embraced diverse

human asset rehearses which have expanded their operations, for example, benefit conveyance,

increment worker execution; decrease representative turnover and upgrade representative

relations subsequently expanding association execution and upper hand.

Adeye and Obinekel (2014) detailed that dominant part of business banks in Ghana have

expanded their worker execution through appropriation of representative maintenance, and

administration through practices which have enhanced maintenance of workers subsequently

lessened representative turnover. It has assisted the banks as far as how with retaining workers

keeping in mind the end goal to build work fulfillment thus expanding upper hand (Simon and

Zedan, 2016).

Kamau (2014) declared that most inns in Kenya have expanded their administration conveyance

for as long as 10 years henceforth expanding upper hand and it is through reception of worker

maintenance hones where chiefs need to contribute on representatives by giving prize impetuses

with a specific end goal to inspire them at their work in this manner decreasing worker turnover.

The vast majority of the inns in Kenya have endeavored to contend with each other however the

greater part of them are looked with difficulties, for example, late installment of representatives,

high worker turnover, representative maintenance which have influenced the execution of the

lodgings particularly in Uasin Gishu County (Kenya Bureau of Statistics, 2016). It against this

understanding the investigation inspected representative engagement factors influencing worker

turnover in the accommodation business in evaluated lodgings in Uasin Gishu County.

3

1.2 Problem Statement

Staff turnover tend to render poor administration and erode lodging viability. Research has

demonstrated that purpose to leave lodging is one of the pointers of turnover (Hillmer, Hillmer

and McRoberts, 2014). From the association's viewpoint, turnover of workers can prompt

expenses emerging from enrollment, determination, preparing or the work of brief staff.

Moreover, turnover may affect the authoritative culture or worker resolve. Representative

turnover is a difficult issue for some lodgings; hierarchical specialists see this wonder as an

industrious issue for the association. This is viewed as an intense issue because of its negative

impacts on the inn particularly when the high performing representatives leave the association. In

addition, inordinate turnover is perilous for the lodgings, and it undermines the effectiveness and

efficiency of the inn.

The importance of coordinating and implementing employee engagement practices is to improve

organizational culture and employee performance in order to enhance competitive advantage.

There have been high cases of employee turnover which has made many hotels in the world to

cope with since it has affected their operations and reduce their market share and competitive

advantage (Daniel, 2016). Most multinational hotels have tried to retain employees through

adoption of employee engagement strategies in order to reduce employee turnover, increase job

satisfaction, increase employee performance and productivity. In addition, the employee

engagement strategies include rewarding of employees, involvement of employees in decision

making, offering of promotion programs and motivation programs (Victor, 2014).

However, hotels in Uasin Gishu County, have not implemented employee engagement

techniques in order to increase efficiency, reduce employee turnover and enhance competitive

4

advantage compared with other hotels in different counties which has resulted to many customer

complaints due to poor service delivery, poor retention of employees, employee not meeting the

needs of the clients, high employee turnover therefore affecting the performance of the hotels

(Kenya Bureau of Statistics, 2016). It is because of this view that the study assessed employee

engagement factors affecting employee turnover in the hospitality industry in rated hotels in

Uasin Gishu County.

1.3 Purpose of the study

Assessment of the effects of employee engagement factors affecting employee turnover in

hospitality industry: a survey of rated hotels in Uasin Gishu County.

1.3.1 Specific Objectives of the Study

The study was guided by the following specific objectives;

i. To determine the effects of organizational justice on employee turnover in the hospitality

industry in Uasin Gishu County.

ii. To investigate the effects of leadership on employee turnover in the hospitality industry

in Uasin Gishu County.

iii. To assess the effects of high performance work practices on employee turnover in the

hospitality industry in Uasin Gishu County.

1.4 Research Hypotheses

The study was guided by the following research hypothesis

Ho1. Organizational justice does not significantly affect employee turnover in the hospitality

industry in Uasin Gishu County.

Ho2. Leadership does not significantly affect employee turnover in the hospitality industry in

Uasin Gishu County.

5

Ho3. High performance work practices does not significantly affect employee turnover in the

hospitality industry in Uasin Gishu County.

1.5 Significance of the Study

Representative engagement is a device that can be utilized as a part of helping the friendliness

business to diminish worker turnover among its representatives. Taking a gander at the

imperative part of representative engagement in empowering associations accomplish upper

hand, this examination is of criticalness to associations, businesses and workers, understudies,

supervisors and future specialists. Associations can profit by the suggestions that will be

produced using this investigation to pull in and hold ability and talented work to help association

execution. Managers and Employees can utilize it to create and set up firm thoughts that can

realize promote improvement in the way and way businesses and representatives can accomplish

the required hierarchical objectives and targets. Rehearsing supervisors can utilize the proposals

to detail a representative engagement strategy that upgrades worker maintenance. This

examination will fill in as a guide and reference material to understudies who expect to complete

research, read or compose more on this point. The individuals who will complete an examination

in future can think that its valuable in meeting their objectives.

1.6 Scope of the Study

The scope the study will be to assess the effects of employee engagement factors on staff

turnover in the hospitality industry: a case of rated Hotels in Uasin Gishu County. The study will

focus on the factors of engagement such as organization justice, Leadership, High performance

work practices on turn over. The study will also focus on all staff of all rated hotels in Uasin

Gishu County as at 2015.The study will be conducted between January 2017 and June 2017.

6

1.7 Limitation of the Study

1.7.1 Expectations of the Study

The information that was regarded as confidential may be difficult to get from the respondents.

This hindered the researcher from gathering adequate information for the study. In consequence,

the researcher clarified the purpose and importance of the study to the respondents.

1.7.2 Respondents’ Cooperation

The study was conducted during working hours and therefore respondents could not get time to

fill questionnaires, finding time to fill in the questionnaires were difficult. This necessitated

constant communication between the researcher and the respondents to find the opportune time

for data collection.

1.7.3 Study Area

The study was conducted in the hospitality industry thus the results may not be applicable to

other organizations. In this regard the study recommended that further research be conducted in

other organizations.

1.7.4 Research Design Used

The study was limited to descriptive survey design and not case study design since it was a group

of hotels which gave the information about the study.

7

1.8 Operational Definition of terms

Employee engagement: Employees emotional and rational behavior that elicits

commitment to organization’s goals and values,

motivation to contribute to organizational success, with an

enhanced sense of their own well-being (Purcell, 2016).

High performance work practices: These are work practices which are a set of complementary

work practices that empower employees to take more

control over their work and daily operational decisions

(Oak & Grant, 2015)

Leadership: This is the ability of a superior to influence the behavior of

his subordinates and persuade them to follow a particular

course of action (Kim, 2016).

Organizational justice: Perceived fairness of social and economic exchanges

among employees and their work organizations (Thomas

& Redds, 2016).

Turnover: Employee turnover is the rate at which employees move

from one company to another due to poor working

conditions and low working salary (Yu & Grant, 2015).

8

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter explains theoretical review according to study theories, the concept of both

employee turnover and employee engagement. Also it explains empirical literature based on

study objectives. In addition, it describes the research gap and conceptual framework.

2.2 Theoretical Review

2.2.1 Theory of Reasoned Action

The study was grounded by the Theory of Reasoned Action by Martin and Icek (2015). The

theory is about employee behavior based on external factors which are caused by external

environment which influences the employee behavior and attitude. Employee turnover is caused

by the employee’s attitude through reasonable action. Employees when they are dissatisfied with

the organization task they tend to move from the organization to go and seek for better places

since there are poor working conditions in the organization, poor pay, poor motivation programs,

lack of rewards and promotions. All these factors enhance employee turnover.

Organizations should make sure employee engagement programs are in place, for example

programs that reward high performing, disciplined and efficient employees, holiday trips, study

leaves and many others. These programs motivate employees to be more engaged in their work

hence reducing employee turnover (Armitage and Conner, 2016).

The hypothesis of Reasoned Action in this way gives satisfactory conjecture of goal and conduct

since it envelops one's comprehensions and judgments (Ajzen, 2015). As per Ajzen (2015),

turnover could therefore offer a superior clarification of conduct. The hypothesis may stretch out

to incorporate a measure of apparent behavioral control. Then again to the fundamental

9

proposition of the hypothesis of contemplated activity, the hypothesis of arranged conduct

contended that apparent behavioral control (PBC) tends to impact both expectation and conduct

(Armitage and Conner, 2016).

The best indicator of conduct is expectation. Expectation is the intellectual delineation of a man's

status to follow up on a given conduct, and it is thought to be the prompt predecessor of conduct.

However circumstances do emerge, all things considered, where workers with expectation to

turnover may not stop an association as anticipated by the hypothesis of contemplated activity.

Representatives stay more connected with to the association when they feel that their own

esteems are more adjusted to those of the association. This implies the representatives respond to

weightiness of work through engagement. Other than the states of work are a key factor in that

engagement is affected by mental security, which speaks to the conditions that control

representatives conduct to appear entire at work (Kahn, 2014). The net effect of all these is

reduced employee turnover. Thus the mechanisms of employee engagement provides enough

reason for employee to remain with the organization. Thus in the hospitality industry the

employers must provide a reason for employees to ensure their psychological presence in the

organization and their jobs so as to reduce turnover.

The theory will be helpful to the hotels towards structure; management; and culture where the

theory for making sure employees are satisfied in order to reduce employee turnover hence

increasing company performance and competitive advantage.

2.2.2 The theory of employee engagement

Also the study used theory of engagement by Jon (2010). According to this theory Jon asserts

that information is shared by the company management and employees in order to involve them

to decision making hence promoting employee performance. The theory highlights that the

10

management empowers the employees through motivational programs such as offering training

and development, holidays trips, further study leaves and many others. These programs motivate

and engage employees hence reducing employee turnover.

As per the hypothesis, pioneers of an association must guarantee that all their staff individuals

are completely drawn in, that they are completely exchanged on at their occupations (Hellevig,

2015). The hypothesis is important to the examination as it can helps counter the propensities

and practices established in several times of representative botch which brings forth worker

withdrawal and expanded turnover .It becomes association's administrators and supervisors to

transfer their suspicions, obviously and exhaustively, with the representatives, enable the

workers at the reasonable levels of their capability, and make a workplace and corporate culture

in which engagement will flourish. Engagement is fundamentally the same as inborn inspiration

(Seigts and Crim, 2016). Characteristic Motivation basics, as per Kenneth (2016), incorporate

significance, decision, fitness, and advance. Yet, compensates likewise stay focal in "overseeing"

Intrinsic Management, as does an attention on administration qualities to get inspiration "going."

There remains an inevitable want with respect to the "inspiration business" to expect it can be

educated and overseen.

The hypothesis is pertinent to the examination, where it enables the organization to enhance its

operations through changing the structure of the business regarding work configuration, detailing

duty and stream of correspondence hence expanding representative execution.

2.2.3 Self Determination Theory

The study employed Self Determination Theory by Meyers and Gagne (2016). According to

Meyer and Gagne (2016) self determination theory states that employee engagement is motivated

by intrinsic and extrinsic factors. The theory explains that intrinsic motivation factors helps the

11

employee to behave in a certain way such as responsibility, autonomy, these makes employees to

feel a sense of belonging. Extrinsic motivation factors encourage employees as he or she enjoys a

self of interest as he does the work. Engaged employees feel equipped and are satisfied of what

they are doing hence increasing employee performance (Victor, 2016).

This hypothesis constructs work engagement with respect to two types of inspiration,

characteristic and extraneous inspiration. The hypothesis clarifies that characteristic inspiration

supports undertaking execution for its own particular purpose out of the individual pleasure and

intrigue. Extraneous inspiration supports errand execution for instrumental reasons; in any case,

outward inspiration is transcendent in the work setting. This hypothesis clarifies that

representatives who are occupied with what they are improving physical and mental prosperity

than those workers who are less connected with (Meyer and Gagne, 2016).

The Self Determination Theory was used in the study to help the management to improve its

operations, ultimately achieving its objectives through an engaged workforce.

2.3 Concept of Employee Turnover

The success of any company depends mainly on how well employees and their needs are

managed. Consequently, management is keen to ensure that employee’s quality of work life is

well managed to reduce labor turnover. Companies heavily invest in their employees in terms of

training and placement hence every employee departure is a cost for the organization. More to

this, employees’ cohesion means that they can be more productive if none or just a few are left.

High labor turnover has been hypothesized to negatively affect the productivity of the employees

left behind (De Grip and Sieben, 2015).

Company management has therefore had to develop innovative ways in which they could retain

their employees but there has been challenges of sustaining employees. Many scholars have12

recommended development of labor turnover model but research in this area is still lacking and

the concept of a model for managing labor turnover is still a far-fetched idea for most companies

in Kenya. This is despite the high number of employees who leave the organizations every year

either for greener pastures or simply for reasons such as that they feel they were not well

(Okumbe, 2016).

Globally the concept of labor turnover is a concern for a majority of the multinational companies

but the human relation department in most of these multinational companies have found ways to

manage labour turnover to some acceptable level. This is despite the growing concern of

harnessing the employee potential to the maximum. The methods employed are diverse and

varied. A suitable model to deal with this challenge is yet to be developed but various companies

are currently using a blend of procedural guidelines to motivate employees to stay a little longer.

Regionally, most companies have lost greatly due to the need to keep training and retraining their

employees after many have left in Africa companies inability to meet their goals has been traced

back to the human resource code (2010). There is a concern that companies do not get to enjoy

the potential of the employees as these employees leave before they can become assets to the

company. South Africa labor sector recoded a 57% labor turnover compared to other African

countries including Nigeria (52%), Mali (47%) and Rwanda (41%) All these figures are regarded

too high for the success of any companies in these nations.

In Kenya, SMEs have also been slowly grouping with the challenge of labor turnover amidst the

need to increase employee productivity. Employees frequently leave companies before they stay

long enough. This then means that the SMEs has to grow though the same challenges of

recruiting and selecting new employees who will work for them.

13

Turnover conduct means workers' intentional development over the enrollment limit of

associations. It signifies representatives' choice to leave from their association in spite of having

the chance to stay (Mossholder et al., 2015). This multistage procedure incorporates attitudinal,

decisional and behavioral segments (Martin and Roodt, 2016). Portrayed as the last succession of

withdrawal discernments in the turnover procedure, turnover aim (expectation to stop) means

workers' likelihood to leave their place of employment within a reasonable time-frame (Perez,

2016). Albeit all turnover expectations may not prompt real turnover conduct, workers' goal to

leave speaks to an imperative result variable (Chang et al., 2015). With the help of HR, an

affiliation will have the ability to enhance their business yet as a result of delegates distinctive

prerequisites it twists up observably difficult to hold their work, thusly, the consideration on

understanding their needs to achieve their satisfaction is major (Masri, 2016).

The agent's failure will impact their feeling of obligation with respect to business related

assignments and make them to consider leaving the affiliation physically or conceivably

judiciously (Pathak, 2015). Tracey and Hinkin (2016) highlight that human resource turnover

rates are brought by agent disillusionment inside the working environment and decreasing their

undertakings towards the movement. Worker turnover is among the primary issues on the

planet's friendliness. However now and then in a way representative turnover emphatically

benefits the associations. This can happen when an ineffectively performing representative

position is taken by a more profitable worker, and can come when a senior worker resigns which

enables advancement or procurement to welcome 'crisp blood'(Stephen, 2016). Be that as it may,

turnover expenses might be high and essentially influence the money related execution of an

association. Also, worker turnover influences contrarily the association, influences assurance,

preparing of representatives and exchanges (Osman, 2016). Thus it is officeholder upon the

14

administration to consider representative turnover important as it would prompt both

unmistakable and immaterial effect on the execution of the association.

Specialists may consequently leave the relationship, through reduction or discharge, or purposely

leave the relationship, through passive consent or retirement. Agents are "pulled" to leave by

number of charming choices outside the affiliation or whether they are "drove" as a result of the

level of occupation dissatisfaction in the affiliation or leave by "outside" components which are

not related to work or affiliation (Mobley, 2015).

As Walker (2016) calls attention to, high rates of staff turnover might be endemic in the glow

business; regardless, it isn't inescapable. The most basic time of turnover occasions is the hidden

couple of days and long reaches out of the wire of another specialist in an association. As

appeared by Walker, a more conspicuous number of individuals leave then than at later. This is

routinely called the determination emergency and it happens when the new worker for at all

reason, has not been joined into the social occasion. This might be a consequence of poor

enrollment or a poor determination program, with lacking thought and time spent on empowering

the newcomer to fabricate solid association with his official and partners. The new laborer may

have been left to swim or sink without adequate help. "In this industry, openings both at home

and comprehensive are colossal. So individuals with objective will dependably be needing to

overhaul their calling prospects and should move going to secure perception and responsibility

and to get more cash. In addition, where pay levels don't separate well and the confinement, the

need to leave and get more may overwhelm" comments Walker (2016). Circumstantially, he

battles, individuals stay in occupations that they like paying little mind to the way that higher pay

might be accessible somewhere else. Distinctive variables will influence this choice: - if there are

15

uncommon work conditions, if staff like working in the business and if there are valuable open

doors for advance, individuals are probably going to need to stay (Walker, 2016).

On the other hand it has been recommended that to upgrade representatives confide in an

association and in this way diminish turnover expectations, inns need to keep giving preparing

and improvement projects to their workers, direct reasonable and formal evaluation, and give

abundant and clear professional success to their representatives (Hemdi, 2016). As it were, HRM

hones send intense signs to workers about the degree to which the association believes them and

if associations neglect to convey on legally binding or different guarantees, representatives'

feeling of obligation or shared commitments will be diminished.

As per Agrusa and Lema (2014) when researching the issue of representative maintenance, many

studies and studies uncover that more individuals leave their employments since they don't

coexist with their manager or directors than for some other reason.

Coordinate administration representatives, especially, are the general population who come in

the nearest contact with the client once a day. A client will frequently settle on a choice to come

back to a foundation in view of their collaboration with a solitary worker. In this manner when

profitable representatives consistently leave an association, it directly affects the client

encounter.

Moreover, preparing or venture is vital in an organization particularly on the off chance that they

have a place with the administration division on the grounds that in experienced, ineffectively

prepared staff can dismiss clients, in this manner these clients at that point discuss their

miserable experience to their companions. Awful news voyages quick and clients can ruin an inn

in the event that they had a terrible affair. In this manner it can be accepted that client turnover

16

(visitors who leave and not return) is likewise specifically identified with representative turnover

which can turn into a test for some neighborliness organizations. Client and worker turnover both

have an immediate connect to the primary concern and benefit (Agrusa, 2014).

Work turnover is the rate at which a business gets and loses operators. Guide approaches to

manage delineate it are "to what degree workers tend to stay" or "the rate of improvement

through the turning gateway". Turnover is measured for singular affiliations and for their

industry with everything considered. On the off chance that a business is said to have a high

turnover with respect to its foes, it surmises that representatives of that affiliation have a shorter

customary residency than those of different relationship in a similar industry. High turnover

might be ruinous to an affiliation's efficiency if skilled experts are reliably leaving and the

laborer masses contains an anomalous condition of fledgling specialists, (Dess, 2015).

Work turnover influences the two specialists and associations. Laborers encounter interruption,

they have to learn new occupation particular abilities and find distinctive profession prospects

(Alogoskoufia, 2015). Associations endure the loss of employment particular aptitudes

disturbance underway and bring about expenses of contracting and preparing organizers. Be that

as it may, approaching laborers might be instructed, more gifted and have more noteworthy

imitative and excitement than the individuals who take off. The impact of turnover on laborers is

very surely knew. Be that as it may we know almost no about the effect of turnover on

associations. This is because of constrained accessibility of information, which has enabled just

sporadic examination to these issues (turnover and employing cost have been contemplated by

(Burgess, 2016).

Haskel (2016) expressed that a vast employing cost comes about where there is troublesome in

documenting opening, they utilized factors that demonstrates whether administrators report that17

the foundation experienced trouble in procuring specialists in the previous years as a

straightforward measure of contracting costs. To speak to preparing costs, Haskel (2016) utilized

a measure whether laborers who have done comparative work before get preparing that keep

going for 7days or longer when they joined the foundation. This can demonstrate foundation

where laborers require particular aptitudes and hence where preparing costs are higher.

Another impact of work turnover is that hierarchical adequacy decreases if representatives can't

remain at work (Stear, 2015). This substantiates the finding of Ovadge (2016), which expressed

that the present exceptionally aggressive and disorderly condition requires maintenance of

individuals will's identity willing to perform if association are to survive and Chruden (2016)

likewise recognize that representative turnover is great pointer of the adequacy of an association

staff work.

Pros are fundamental in any running of a business; without them the business would be

unsuccessful. In any case, a reliably growing number of associations today are finding that

specialists stay for around 23 to two years, as showed by the Bureau of Labor bits of

information. The Employment approach Foundation states it costs an affiliation a conventional

of $15,000 per worker, including division costs, printed material, joblessness; opportunity costs,

including extra time or passing representatives and substitution costs including business, visit

with time, advancement, preparing and diminished profitability when accomplices pull back.

Giving a breathing life into work environment condition, which grows brilliant, energized and

associated with people, chops down pro turnover and truant rates, pushing a workplace that

enables individual and ace change, advances congruity and support at all levels, so the impacts

are felt expansive, (Guthrie, 2015).

18

However turnover transversely more than three estimations Voluntary, Involuntary and

Dysfunction turnover. Decided turnover is started by assign while modified is started by the

association in perspective of a worker's poor execution or connection adjusting. Brokenness

turnover then again can be ruinous to the association, when tip best or specialists who are

difficult to supplant leave the alliance. A low rate of pro turnover is unavoidable regardless of

when advantage conditions are in every practical sense impeccable in light of the way that two or

three representatives need to leave, move onto another connection, or leave for different reasons,

for example, crippled thriving, end, and individual reasons among others (Allen et al., 2016).

This level of turnover is, regardless, not contradicting to the association. A high turnover rate,

obviously, impacts conflictingly on both the masters and the associations. For example, high

turnover of operators can influence the pool of fragment level workers to contract, constrain the

utilization of brief pros, impact oppositely on capability and forcefulness, and surprise limits

change (Long et al., 2016).

Staff turnover that can happen in any association may be either consider or modified. Think

turnover hints end started by operators while customized turnover is the one in which worker

must pick between obliged choices finally as it may be an immediate consequence of entire

arrangement issue, end, moving to another nation, or chairman started end (Masri, 2016).

Turnover is recommended as a man's surveyed likelihood that they will stay or not remain in an

utilizing connection (Martin and Roodt, 2016). Distinctive terms have been utilized for specialist

turnover, for example, quits, steady adversity, exits, flexibility, development or development.

Consider turnovers are those caused by the specialist out of his/her own particular decision, for

example, to take work in other relationship for better compensation while modified turnovers are

a prompt delayed consequence of the choice of association like evacuation for net sad direct.

19

Everything considered, all renunciations not formally started by associations are deliberate

acquiescences (Chang, 2015).

Consider turnovers are additionally seen into utilitarian and purposeless turnovers. Supportive

turnovers are the detached assent of substandard entertainers and trivial turnovers infer the exit

of competent entertainers. Inconsequential turnover is of most perceptible worry to the

association in light of its negative effect on the connection's general execution. Broken turnover

could be moreover depicted into avoidable turnover caused by chop down pay, poor working

condition among others and unavoidable turnovers like family moves, confirmed ailment,

slighting and different others which the association has next to zero impact (Taylor, 2016).

The accommodation piece is one of the world's speediest making associations. However

monstrous issues still exist in pulling in and holding a talented workforce. The two continuing

with things in this industry are: a high staff turnover, which impacts the capacity to pass on an

expected brand understanding, hurting business; and the way that insufficient individuals see the

making business as some place to store up their occupations (Pathak, 2015).

In this industry, turnover is the consider or modified leaving of staff from the work in an inn. A

conspicuous piece of the kind manner business is that it is work honest to goodness however

encounters raised measures of work turnover (Mobley, 2015). For example, information from the

United States recommend a consider turnover rate in the redirection and neighborliness industry

of 52.2%, with settlement and sustenance being the most lifted in the comfort area, showed up

distinctively in connection to a common of 23.4% over all ventures (The US Bureau of Labor

Statistics, 2016).

20

2.4 Concept of Employee Engagement

Employee engagement is a management force that promotes employees to higher levels of

performance. Organization managers make sure to engage employees who have positive work

experience to decisions making hence motivating employees in result increasing firm

performance. Competitive companies make sure that engaged employees are retained so that

customers are satisfied, low misuse of resources, customer friendly, work with minimal

supervision and have low motive of quitting. The companies make sure they provide the

employee with motivation programs, promotion programs and good working conditions

programs (Purcell, 2016).

Poorly engaged employees in an organization are unhealthy since they affect the firms

performance, also the employees are less likely to remain in the organization thus increase

chances of quitting the job. Engaged employees feel a sense of belonging in the organization

making them realize the objectives and goals of the organization. They are mostly likely to stay

in the organization hence enhancing employee retention. Therefore, employee engagement is

very important tool in human resource management since it increases employee retention and job

satisfaction (Harter, 2016).

Armstrong (2016) characterizes engagement as a positive two path connection between a

representative and their association. The two gatherings know about their own and alternate's

needs, and the way they bolster each other to satisfy those necessities. He includes that drew in

representatives and associations will go the additional mile for each other in light of the fact that

they see the common advantage of putting resources into their relationship. Weatherly (2016)

contends that engagement of ability depends on the improvement and correspondence of a

representative offer (EVP) that in any event mostly explains the mental get, the esteem trade, or

21

the arrangement between the business and worker. The EVP additionally shapes the reason for a

business mark that the association can use to advertise itself to potential workers. An EVP needs

to address four territories which incorporate extraordinary organization, awesome pioneers,

incredible employment and alluring pay.

In the present aggressive worldwide business condition, be that as it may, it is winding up

obvious that a sole concentrate on fulfillment and soundness isn't sufficient to fashion the urgent

connection between singular execution and positive business comes about; it must grow to

incorporate the idea of representative engagement (Sanchez and Maccauley, 2016). Engagement,

which demonstrates a more intricate arrangement and distinguishing proof with the association,

brings about higher accomplishment, by many measures, on both an individual and endeavor

wide premise. The human asset administration way to deal with ability administration perceives

that distinctive ability pools have differing engagement needs. This appears differently in

relation to Watson Wyatt's discoveries yet is bolstered by Penna's examination which has found,

for instance, that learning laborers have distinctive engagement drivers from generation

specialists (Ingham, 2014). The primary driver of engagement for individuals who have an

immediate part in assembling an item or conveying an administration has a tendency to be their

association with their line chief.

Optional drivers incorporate representatives' life at work, the association's esteems and senior

administration. Information laborers more often than not have a low measure of direct

administration and the director is only one component of a few variables which are exceptionally

essential in picking up their engagement. As indicated by Ingham (2014) the request of elements

has a tendency to be life at work to begin with, trailed by senior administration, authoritative

esteems and afterward the learning laborer's association with their supervisor. Supporting these

22

discoveries, investigate by Purcell et al. (2015) found that information laborers are locked in by

factors connected to their vocations, preparing and work challenge while administrative and

manual specialists were locked in by contribution and cooperation. Different investigations

recommend that administrative staff is most influenced by work– life adjust and administrative

staff by their associations with clients bolstered by the nature of the brands. Sanchez and

Mccauley (2016) express that representative engagement demonstrate comprises of fulfillment,

inspiration, responsibility and support.

Fulfilled representatives appreciate doing their occupations and are not disappointed with the

terms and states of business. For the most part, they are substance to work alone, dependably,

without requiring a lot of administration oversight. In the meantime, they are not really

cooperative individuals, and tend not to go well beyond in their endeavors. Simply fulfilled

representatives are frequently remotely centered around family life, or on their objectives outside

the work environment as opposed to concentrated on doing everything they can to help drive

positive business comes about (Sanchez and Mccauley, 2016).

Spurred representatives involve the following phase of the worker engagement continuum.

Notwithstanding sharing the qualities of fulfilled representatives, inspired laborers contribute

vivaciously, and are very engaged individual supporters of the undertaking. Chiefly, however,

they are endeavoring to accomplish singular objectives more than group or authoritative

objectives.

At the Committed stage, representatives have altogether disguised the qualities and practices

spoke to abovel however have likewise manufactured a solid recognizable proof with the

23

association (Sanchez and Mccauley, 2016). They are faithful to the organization and hopeful

about its future. They are likewise straightforwardly aspiring and trust the association will

empower their best execution. Most importantly, they have a feeling of genuine having a place

with the association, feeling esteemed and included, and are along these lines flexible in light of

any fleeting difficulties or disappointments. Walton (2015) takes note of that dedication is

thought to bring about better quality, bring down turnover, a more noteworthy limit with regards

to development and more adaptable workers. Thusly these are believed to improve the capacity

of the association to accomplish upper hand.

Workers at the Advocate phase of the engagement show confirm a level of engagement that is

demonstrative of a positive connection between representative execution and business comes

about. Supporter arrange workers have a personal stake in the association's prosperity. They

uninhibitedly contribute optional exertion an ability to go the additional mile in executing

ventures and even the most routine work; are propelled to perform to the most astounding

principles; and apply innovative vitality to their work and crafted by their groups. They

proactively look for chances to serve the mission of the association. Likewise, they talk

emphatically about the items and administrations of the association and suggest it as a business

(Sanchez and Mccauley, 2016). They are likewise ready to withhold feedback as well as be

valuably basic for the benefit of the association. This fourth stage is the most wanted result.

Connected with representatives are probably going to be more joined to their association and

would have a lower inclination to abandon it (Schaufeli& Bakker, 2014). This view is upheld by

a few analysts who found that a work engagement is contrarily or emphatically identified with

turnover aim (Du Plooy and .Roodt, 2016; Harter, Schmidt and Hayes, 2016). Work engagement

was found to have positive outcomes identifying with work fulfillment, a spurred workforce,

24

representative prosperity and less probability of leaving an association (Barkhuizen and

Rothmann, 2016; Schaufeli and Bakker, 2014). What's more, a meta-examination of 7939

specialty units in 36 organizations by Harteret et. al. (2016) detailed a noteworthy positive

connection between work engagement and business results, for example, consumer loyalty and

unwaveringness, productivity, turnover and wellbeing

Bakker and Demerouti (2016) proposed four reasons why drawn in workers perform superior to

unengaged representatives. Right off the bat, connected with representatives were found to have

positive estimations towards their activity, therefore prompting profitability. Also, drew in

representatives supposedly was more open to work openings and more certain and idealistic

(Cropanzano and Wright, 2014). Thirdly, explore recommends that engagement is decidedly

identified with worker prosperity, prompting better execution (Bakker and Demerouti, 2016;

Schaufeli and Bakker, 2014; Shimazu, Schaufeli, Kubota and Kawakami, 2016). Ultimately,

drew in representatives work all the more gainfully on the grounds that they can make their own

particular assets.

Xanthopoulou, Bakker, Demerouti, and Schaufeli (2014) found in their examination of

significantly skilled Dutch specialists that individual resources, for instance, certainty, self-

ampleness and progressive based certainty realized bigger measures of work engagement. Late

examinations over an extent of territories have found diverse execution based aftereffects of

engagement. Bakker et al. (2014) found that engagement was associated with both to a limited

extent and extra part execution in a multi-section Dutch case, a finding copied by Schaufeli et al.

(2016); Halbesleben and Wheeler (2016) found near results for to some degree execution and

turnover points in a multi-territory US test. A meta-examination of around 8,000 forte units in 36

associations found that engagement was also associated with claim to fame unit execution

25

(Harter et. al. 2016), and joins have in like manner been found with client satisfaction in

advantage settings (Salanova et. al. 2015).

Xanthopoulouet et. al. (2016) found an association between work engagement of restaurant

workers and deadline by day cash related returns. Engagement has in like manner related to safe

working by agents in a meta-examination of 203 separate illustrations (Nahrganget et. al., 2015).

Various distinctive examinations have found associations among engagement and execution

comes about (Bakker et al, 2016).

Salanovaetal's (2015) consider proposes that one motivation behind why engagement is

connected with execution is through the interceding instrument of administration atmosphere. At

the point when representatives are locked in, they will probably place vitality into cooperations

with customers, and there might be an overflow impact onto associates, making a more drew in

work environment by and large. This may likewise be one motivation behind why engagement

may affect turnover results in broad daylight part.

2.5 Empirical Review

2.5.1 Effects of Organizational Justice on Employee Turn Over

Edward (2016) study on “the impacts of organizational justice on the performance of small

businesses in Brazil”. A survey research design was used where 137 SMEs were targeted. Simple

random sampling technique was used to select 111 SMEs. Questionnaire and interview schedule

were used as data collection instruments. Qualitative and quantitative analysis were used in data

analyzing, presentation and interpretation. The study found out that SMEs in Brazil engaged in

detailed human resource strategies like training and development management. Seen benefit and

accomplishment in accomplishing hierarchical goals are emphatically connected with arranging

26

point of interest, proposing that key arranging is a key part in enhancing execution. Arranging is

critical in light of the always showing signs of change and unpredictable business condition. In

view of the discoveries, the investigation reasoned that the preparation and advancement

programs influences the execution of SMEs for the most part through cost-minimization

accentuation, and enhance representative aptitudes and information. SMEs forecast income first,

and then create expense budgets within these constraints. The study recommended that in order

for the SMEs to be effective in its operation and service delivery they should recognize

contribution of annual budget process. Additionally, the study recommended that for the

institution to reap the maximum benefit from their budgets, the managers should be evaluated in

part on the accuracy of their budgets.

Brooks and Harfield (2016) did a study on “HRM practices and their impact on performance of

public organizations in Nigeria”. This study measures the relationship between performance of

public organizations and HRM practices. Sample of the study consisted of forty public

organizations operating in Lagos Nigeria. A descriptive survey research design was used where

40 public organizations were targeted. Census sampling technique was used to select 40

respondents. Both primary and secondary data were used as research instruments. Qualitative

and quantitative analysis were used in data analyzing, presentation and interpretation where Ch-

Square was used to show the relationship between independent and dependent variables.

The findings indicated that human resource practices were prepared regularly with involvement

of the staff (Mean=3.9, Std.dev= 0.9), that the staff have necessary skills to implement control

(Mean=4.1, Std.dev=.09) and they strongly agreed on the fact that learning and development

(Mean=4.6, Std.dev=0.5). The study concluded that HRM practices affects performance of

public organizations in Lagos with p-value of 0.012. The study recommended that the HR

27

management of public organizations should ensure staff practices are fully implemented in order

to to reduce expenses.

Azila-Gbettor, Danku, and Apreko (2015) did an exploration on "impacts of human anticipating

execution of world bank subsidized activities in Kenya: A Case of Kplc Projects". A review

configuration was utilized as research plan. The examination focused on 500 representatives of

Kenya Power in Nairobi. Polls were utilized to gather information for this examination. Factual

bundle for sociology was utilized to examine information. The discoveries were exhibited

educate of tables and diagrams.

The investigation discovered that dominant part of the respondents concurred that human

arranging added to extend execution in the firm while a portion of the respondents were not for

the supposition that staff arranging add to execution in the firm. By and large the investigation

discovered that human arranging added to firm execution hones in the firm. The examination

inferred that human arranging influences execution of KPLC in Kenya. The examination

suggests that Policy and practice for firm execution ought to be painstakingly assessed and the

aftereffects of that assessment bolstered once more into enhanced methodologies. It is vital that

the assessment thinks about the full scope of expenses and advantages.

2.5.2 Effects of Leadership on Employee Turnover

Thomas and Redds (2016), did a research on “effects of HR practices on permanence of banks in

Mexico”. A survey research design was used where 121 firms were targeted. Simple random

sampling technique was used to select 79 human resource managers. Questionnaire and

interview schedule were used as data collection instruments. Qualitative and quantitative analysis

were used in data analyzing, presentation and interpretation. Multiple regression analysis was

used to show the relationship between independent and dependent variable.

28

The study found out that respondent agreed that firm managers have established HR policies and

procedure used to reduce employee turnover and improve job satisfaction. The study concluded

that there is a significant relationship between HR practices and firm (p=0.029). Having strong

internal controls ensures efficient use of resources thus increasing performance. The study

recommended that the Government needs to implement proper HR practices which make sure to

improve employee performance through offering job promotions.

Thomas (2014) did a study on “effects of HR strategies on performance of firms in South

Africa”. A survey research design was used. The target population comprised of 189 employees

working at Ministry of Finance and Ministry of Development and Planning in Johannesberg.

Simple random sampling technique was used to select 95 respondents. Questionnaire and

interview schedule were used as data collection instruments. Qualitative and quantitative analysis

were used in data analyzing, presentation and interpretation. Multiple regression analysis was

used to show the relationship between independent and dependent variable.

The investigation discovered that human asset reports contain significant data that chiefs can use

to dissect past execution of the firm. Money related explanations are utilized to track the

financial estimation of products and enterprises into and out of the association. This at that point

requires the administration venture directors to have a cautious monetary administration system

to ensure the supportability of these activities. The investigation reasoned that there is a huge

connection between HR methodologies on execution of government financed extends in South

Africa (p=0.031). the investigation suggested that ponder endeavors ought to be made by the

partners worried about these administration undertakings to include proficient or specialists in

administration of youth extends especially amid arranging, usage and checking and assessment

stages.

29

Ndahiro, Shukla, and Oduor (2015) did an exploration on "impacts of HR hones on firm

execution in Kenya". The investigation utilized cross-sectional study outline, which underlined

on the estimation and examination of connections between the factors. The examination utilized

essential wellsprings of information. CDF financed water venture directors were met to get the

essential information. Information was broke down utilizing SPSS program. Spellbinding

insights and in addition inferential measurements were utilized. ANOVA investigation measured

the idea of the connection between the money administration, receivable administration, stock

administration hones and budgetary execution.

The examination discovered that the proficiency levels on administration hones were normal

consequently demonstrating that human execution grasped and actualized productive reserve

administration hones in firm operations henceforth expanding worker execution. The

investigation inferred that there was a solid positive connection between the HR administration

practices and firm execution in Kenya firms (p=0.034). The investigation prescribed that the

organizations needs to execute legitimate HR administration rehearses keeping in mind the end

goal to make diminish worker turnover.

2.5.3 Effects of High Performance Work Practices on Turnover.

Robinson and Griffiths (2015), sought to assess “the relationship between HR practices and

employee turnover of small and medium enterprises in Australia”. A descriptive survey design

was used where 99 trading and 51 manufacturing SMEs were targeted. Census sampling

technique was used to select 51 respondents. Both primary and secondary data were used as data

collection instrument. Qualitative and quantitative analysis were used in data analyzing,

presentation and interpretation.

30

The study found out that nearly 80 percent of SMEs always or often evaluate rewarding

programs reduces employee turnover. Some 87 percent of SMEs stated that training and

development programs reduce employee turnover. These findings revealed that SMEs highly

regarded fixed asset management although their knowledge of management techniques was not

outstanding.

The investigation reasoned that HR rehearses influences productivity of SMEs where the

proprietors of SMEs were found to have set up powerful reviewing hones as budgetary report

examination, non-current resources administration, capital structure administration and working

capital administration hones. The investigation prescribed that the proprietors of SMEs should

improve the procedure of arrangement and distribution of the organization's monetary

explanations.

Smollan and Sayers (2016) did an exploration on "effects of reasons for worker turnover on

execution open associations in Ghana". A review configuration was utilized. The objective

populace contained open associations in Ghana. Straightforward irregular examining was utilized

to choose 111 representatives working at Ministry of Planning and Ministry of Finance. Both

essential and optional information were utilized as information gathering instrument. Subjective

and quantitative examination were utilized as a part of information dissecting, introduction and

elucidation.

The examination discovered that workers' turnover has taken a toll suggestions to the

association; such expenses incorporate however not restricted to opportunity promotion, meeting,

enrollment and preparing of new contract, loss of profitability, and cost of wastefulness of the

new staff.

31

The investigation reasoned that there is a huge connection between worker turnover and

execution of open associations in Ghana (p=0.015). The investigation prescribed that general

society association organization ought to embrace initiative styles that don't have negative effect

on the employees` assurance; the firm administration should likewise think of structures that help

profession development including; preparing and workshops to furnish its representatives with

vocation development openings; people in general associations ought to receive a culture that

acknowledges workers and perceives their endeavors, for example, prizes and acknowledgment

to well performing workers; firm administration ought to have customary projects to deliver

social difficulties to lessen peer-weight in the workplace; and administration ought to guarantee

that the workers are very much spurred to play out their errands by offering great motivations

and perceiving the well performing workers.

Obonyo and Kerongo (2015) analyzed the "impact of decide the impact of work engagement and

representative turnover goal out in the open organization by utilizing a specimen of 30 firms

recorded on the Nairobi Stock Exchange (NSE) for the periods 1993 to 2008". A review inquire

about outline was utilized. The investigation focused on 30 firms recorded on the Nairobi Stock

Exchange (NSE) for the periods 1993 to 2008. Evaluation testing method was utilized to choose

30 back administrators. Both essential and auxiliary information were utilized as information

gathering instrument. Subjective and quantitative investigation were utilized as a part of

information dissecting, introduction and translation where Ch-Square was utilized to demonstrate

the connection amongst autonomous and subordinate factors. The discoveries from this

investigation uncovered that commitment among the representatives is instrumental in

diminishing staff turnover. All things considered, it is imperative for directors to enhance

commitment among representatives since it enhances staff execution and decreases their turn

32

over. Associations ought to likewise have an adaptable work routine with the goal that their

representatives can have a work life adjust. Also, to advance devotion among representatives, it

is most extreme important for the association to compensate committed workers by advancing

them.

The examination inferred that if representatives are retained, they would know about what is

anticipated from them and how they can be of help to the association. Retention will likewise

empower them to enhance and grow in this manner diminishing their level of turnover. This

suggests the associations ought to along these lines plan representatives work plan for such a

route, to the point that they can discover significance and reason in the work that they do. For the

administrators, they have to enable representatives to assemble certainty, set up schedules and set

sensible objectives for the workers to accomplish. In this manner, the adequacy and working of

the association would be progressed.

2.6 Research Gap

Representative engagement has turned into a fundamental instrument on the organizations'

operations since it helps in expanding firm execution and upgrading upper hand. Lion's share of

studies have been done on correspondence ventures, for example, Adoye and Obena (2015) on

impacts of representative turnover on authoritative execution of Nigerian Telecoms Industries;

Obrason (2016) on part of worker engagement on execution of correspondence organizations in

Mexico; and Freidman (2015) did an investigation on impacts of representative turnover on

execution of Airtel Industry in Turkey. The greater part of the investigations have concentrated

on worker engagement yet there is no examination done on how representative engagement

factors influences worker turnover in cordiality industry. It is against this knowledge the

investigation will try to overcome any issues to look at impacts of representative engagement

33

factors influencing worker turnover in the neighborliness business in appraised lodgings in Uasin

Gishu County.

2.7 Conceptual framework

The framework conceptualizes employee engagement factors as independent variable while

employee turnover in the hospitality industry as dependent variable. Employee engagement

factors include: organizational justice, leadership and high performance work practices which

enhances employee turnover.

34

Employee Engagement Factors Employee Turnover

Affecting employee turnover

Figure 2.1: Conceptual Framework

Organizational Justice

Firm structure is an essential component while shaping an association or organization since it

indicates how the assignments are apportioned and who are the heads of office. The structure of

the business is controlled by levels of organization and occupation overhaul where they have to

treat the workers in a reasonable way (Thomas and Redds, 2016).

Leadership

The way directors lead the association is imperative angle where they utilize the devices of

administration in meeting authoritative objectives and destinations. It additionally indicates how

35

Organizational JusticeDistributiveProceduralInterpersonal

Informational justice

LeadershipCoachingInformingShowing concern

Voluntary turnover

Involuntary turnover

High Performance Work Practice ParticipationFormal grievanceReward systemTraining

the stream of data circles in the association. The initiative change is dictated by stream of

correspondence; kind of authority style and settling on of choices (Kim, 2016).

High Performance Work Practices

An association can't manage without the human asset administration since it helps in

determination and enrollment of representatives required to do a specific undertaking in the

association and who are capable. Human asset strategy is dictated by number of trainings,

enlistment techniques and inspiration of workers (Oak and Grant, 2015).

Employee Turnover

Employee turnover is the rate at which employees move from one company to another due to

poor working conditions and low working salary. Employee turnover can be voluntary or

involuntary. Voluntary turnover is where employee leave the organization due to personal factors

such as strain from interpersonal conflicts; leaving for higher earnings and better career

prospects while involuntary turnover is where employee leaves the organization due to

organizational factors such as poor working conditions; high workload; over speculation of jobs

and lack of job rotation. Based on the study, employee turnover is determined by poor working

conditions in the organization, poor pay, poor motivation programs, lack of rewards and

promotions (Yu & Grant, 2015).

2.8 Summary

This chapter reviewed the theoretical literature, the empirical works and the conceptual

framework relevant to this study. The theories reviewed include theory of reasoned action,

theory of employee engagement, Self Determination Theory. The theories of reasoned action

explore the beliefs, attitude and behavioral attributes that lead to certain consequences. The

36

theory of employee engagement gives an insight into the need of creating a working environment

and corporate culture in which employee engagement will thrive. Self Determination Theory

explains that intrinsic motivation encourages task performance for its own sake out of the

individual enjoyment and interest. All of which states that there is a positive relationship

between Employee engagement factors and employee retention. However most of these studies

are not in the African context. The conceptualized Constructs are based on the empirical

literature. The conceptual Framework then shows the linkage for testing causation between

factors of employee engagement versus turnover.

37

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

3.1 Research Design

The examination embraced distinct overview plan. The spellbinding plan was received in light of

the fact that graphic overview configuration isn't helpful for certainty finding however regularly

result in the definition of imperative standards of information and answer for noteworthy issues

(Yin, 2014). An enlightening overview configuration gave accessible wellspring of data to

picking up information and understanding into worker engagement factors influencing

representative turnover in the friendliness business in evaluated lodgings in Uasin Gishu County.

3.2 Location of the Study

The study was carried out in hotels within UasinGishu County. In past 10 years, there has been

few number of hotels especially the three star hotels. Introduction of devolution government in

2013, has motivated the upcoming of modern hotels such as Boma Inn, Hotel Comfy, Cicada,

Hotel Goshen, Winster and many others. This is due to improved performance of the economy in

the country hence making more private investors and new business ventures to come in. these

hotels have tried to be in operations but employee turnover has been affecting their performance

since there has been high cases of employee complaints in terms of salary and other issues

pertaining on the same. It is against this background that the study sought to determine how

employee engagement factors affect employee turnover in rated hotels in Uasin Gishu County.

3.3 Target Population

The target population comprised of 90 employees from Bomma inn hotel, 52 staff working at

Noble conference hotel, 70 employees from Poa Place resort, 32 staff working at Hotel Winstar,

54 employees from Hotel comfy and lodge, 35 staff working at Ciccada Hotel, 32 employees

38

from Kenmosa resort, 35 staff working at Starbucks hotel and 30 employees from The pearl

tourism hotel as per data from tourism regulatory authority north rift branch totaling to 430

respondents.

Table 3.1: Target population

Company Target populationBomma inn hotel 90Noble conference hotel 52Poa Place resort 70Hotel Winstar 32Hotel comfy and lodge 54Ciccada Hotel 35Kenmosa resort

Starbucks hotel

The pearl tourism hotel

32

35

30Total 430

Source (Tourism Regulatory Authority North Rift, 2015)

3.4 Sample and Sampling procedure

3.4.1 Sample Size

In this study the Sample Frame consited Bomma inn hotel, Noble conference hotel, Poa Place

Resort, Hotel Winstar, Hotel Comfy and Lodge, Ciccada Hotel, Kenmosa Resort, Star bucks

Hotel, The Pearl Tourist Hotel . The study used Krejcie and Morgan Table (1970) to calculate

the sample size where it recommends that there is no need of using sample size determination

formula for ‘known’ population since the table has all the provisions one requires to arrive at the

required sample size. Sampling was done further by proportional random sampling which

attracted a sample size of 205 respondents from a target population of 430 respondents.

3.4.2 Sample Procedure

The study adopted a cluster sampling approach, whereby the hotels formed clusters. All the rated

hotels within the county was sampled by use of census technique. After which simple random

sampling within these clusters were chosen, the size of each group being determined through39

proportional allocation. Therefore 205 respondents was selected for a sample for this study. The

sample proportion from each hotel was determined as:

Table 3.2: Sample Size

3.5 Data Collection Instruments and Procedures

Questionnaire was used as the main data collection instrument.

3.5.1 Questionnaire

Polls were directed to the respondents. Both open and close finished surveys were utilized. Polls

were favored in light of the fact that they are anything but difficult to control and cost and time

viable. The specialist developed shut finished and open-finished surveys, which were controlled

to the respondents. The scientist utilized poll in light of its ease in circulation to its respondents,

it is free from inclination, respondents have sufficient time to give well thoroughly considered

answers and expansive examples can be made utilization of and consequently the outcomes can

be made more tried and true and dependable (Kothari, 2009). The polls contained both the

organized and semi-structures questions. This enabled the respondents to give their perspectives

40

Strata Target population(N) ni = (Ni X n)/N Sample size(n)Bomma inn hotel 90 (90/430)x 205 43Noble Hotel 52 (52/430)x205 25Poa Place 70 (70/430)x205 33Hotel winstar 32 (32/430)x205 15Hotel comfy 54 (54/430)x205 26Ciccada Hotel 35 (35/430)x205 17Kenmosa Resort

Star bucks hotel

Pearl Tourist

hotel

32

35

30

(32/430)x205

(35/430)x205

(30/430)x205

15

17

14

Total 430 205 205

unreservedly without the obstruction from the analyst. The surveys were controlled to the

representatives working in inns inside Uasin Gishu County.

3.5.2 Validity of Instruments

Face and substance legitimacy of the survey was tried whereby confront legitimacy is in

connection to the misconception or distortion of the inquiries in the poll. This was checked by

utilizing the pre-testing technique. Content legitimacy then again alludes to the limit of the

instrument to give sufficient scope of the theme. Satisfactory planning of the instruments under

the direction of the specialists and pre-testing of open finished inquiries helped in building up

content. The poll was evaluated by the boss with a specific end goal to ensure the data in the

instrument is substantial (Patton, 2016).

3.5.3 Reliability of Instruments

The reliability of data collection instruments were determined from a pilot study where the

researcher administered the research instruments to the respondents of organization who will not

be included in the sample (Kombo and Tromp, 2015). The questionnaire was administered to 31

employees in the hotels to help in the reliability process. In ensuring reliability of the instrument,

a pilot study was conducted in Broadpark Hotel Mbale, Vihiga County. The test retest method

was used to obtain two scores for the pilot test data. The pilot study used Cronbach’s Alpha-

Coefficient:

α= n 1- ∑Vi

n-1 Vtest

41

Where：

α = Reliability

n = Number of questions in questionnaire

Vi = Variability of each of question score

Vtest = Variability of each of overall questions’ score

Table 3.3: Reliability Analysis

Cronbach's Alpha Number of Items

Organizational justice 0.817 4Leadership 0.749 4High performance work practices 0.793 4Indicators of employee turnover 0.731 4

From the reliability analysis all the variables had a Cronbach’s alpha value 0.817 which was

above 0.7, therefore the all variables were reliable.

From the reliability analysis all the variables had a Cronbach’s alpha value 0.749 which was

above 0.7, therefore all the variables were reliable.

From the reliability analysis all the variables had a Cronbach’s alpha value 0.793 which was

above 0.7, therefore all the variables were reliable.

From the reliability analysis all the variables had a Cronbach’s alpha value 0.731 which was

above 0.7, therefore the all variables were reliable.

3.6 Data analysis and Presentation

3.6.1 Data Analysis

Quantitative procedure was utilized to break down the information. Information was examined

utilizing quantitative investigation and the main procedure was by utilization of elucidating

42

insights. Spellbinding insights was then used to investigate the information. Enlightening

insights included measures of focal propensity that is mean, frequencies and rates.

The inferential measurements included various relapse investigation. Relapse examination

includes discovering best fit line in order to clarify how the variety in the result (worker

turnover) relies upon the variety of a free factors (hierarchical equity, administration and elite

work hones). Different relapse examination was utilized to decide the connection amongst

autonomous and subordinate factors. Suspicions of numerous relapse display incorporated; the

connection amongst autonomous and subordinate factors were straight; blunders amongst

anticipated and watched values were typically conveyed and there was no multicollinearity of

information, homoscedasticity of information and remaining esteems are free. This relationship

was depicted in the accompanying model.

The regression model is as follows:

Y = β0 + β1X1 + β2X2 + β3X3+ β4X4 +ε

Where:

Y = Employee turnover

X = Factors of employee engagement

X1= Organizational justice

X2= Leadership

X3= High performance work practice

ε= Is the error in the observe value for the with case

β0= The constant in the equation

β= is the Coefficient of X

While β1, β2, β3 and β4 are coefficients of determination and ε is the random error term.

43

3.6.2 Data Presentation

The investigation utilized recurrence circulations, pie graphs and rates in showing the

information. The information utilized was coded and gone into the PC for investigation utilizing

SPSS. Enlightening measurements, for example, rates and recurrence circulations were utilized

to depict information. Introduction of information was done on tables. The information gathered

was embraced and coded for culmination and exactness of data toward the finish of each field

information accumulation day and before capacity.

3.7 Ethical Considerations

The analyst looked for educated assent from respondents by making them mindful that the data

was implied for a scholastic reason. Also, obscurity and secrecy were kept up in all regards. As a

moral measure, the analyst additionally approached the respondents with deference and kindness.

This ensured that the respondents give candid responses to the questions. Respecting the

participants’ rights to refusal to take part in the research and maintenance of objectivity during

data collection, analysis and report stages.

44

CHAPTER FOUR

DATA ANALYSIS, PRESENTATION AND INTERPRETATION

4.1 Presentation of the Findings

4.1.1 Response Rate

The study targeted 205 respondents being employees working in different hotels in Eldoret

Town. From the total sample size of 205 members, only 179 respondents responded to the

questionnaires, 87.3% positively responded to the case request. Furthermore, Babbie (2007)

suggested that any return rate over 50% can be reported, that over 60% is good, and that over

70% is excellent which was exceeded by the survey as indicated by the survey’s response rate.

The information provided by them was therefore considered to be reliable. The response rate is

indicated in Table 4.1.

Table 4.1: Response Rate

Respondents Questionnairesadministered

Questionnairesreturned

Response rate(%)

Bomma inn hotel 43 37 87.3

Noble Hotel 25 22 87.3

Poa Place 33 29 87.3

Hotel winstar 15 13 87.3

Hotel comfy 26 23 87.3

Ciccada Hotel 17 15 87.3

Kenmosa Resort 15 13 87.3

Star bucks hotel 17 15 87.3

The Pearl Tourism Hotel 14 12 87.3

Total 205 179 87.3

4.1.2 Background information for Respondents

The researcher sought to find out the demographic data of respondents based on gender, age

bracket, level of education and work experience.

45

Table 4.2: Demographic Data of Respondents

Demographic DataGender Frequency PercentMale 81 45.3Female 98 54.7Total 179 100Age bracket Frequency Percent21-30 76 42.531-40 59 3341-50 27 15.1Above 50 years 17 9.5

Total 179 100Level of Education Frequency Percent

College Level 99 55.3

University Level 80 44.7Total 179 100Work Experience Frequency PercentLess than 5 years 99 55.3Between 6-8 years 30 16.8

Between 9-11 years 27 15.1Over 12 years 23 12.8

Total 179 100

The table above shows that, 45.3% of the respondents were male, 54.7% of the respondents were

female. From the results it shows majority of the respondents were female. This indicates that

most of the females were competent in this area of work and they are familiar about employee

engagement factors and staff turnover. The variation in the number of female and male was near

even hence there was no bias in the findings of the study in terms of gender.

Table 4.2 shows 42.5% of the participants were between 21 years and 30 years, 33% were

between 31 years and 40 years, 15.1% were between 41 years and 50 years and 9.5% were above

50 years. From the findings majority of respondents were between 21 years and 30 years

46

implying respondents are competent therefore they had adequate knowledge on employee

engagement and employee turnover.

The results indicated that 55.3% of the participants had reached certificate level, and 44.7% had

reached university level. The results report that majority of employees had reached certificate

level implying the organization had a stronger working force with high academic qualifications.

Nevertheless, the well educated respondents mean that they were well informed and furnished

this study with better information which added value.

The findings showed that 55.3% of the respondents had served for less than 5 years implying

they had stayed in the organization for more than 3 years, 16.8% had served between 6 years and

8 years revealing they had stayed in the hospitality industry for more than 5 years, 15.1% had

served between 9 years and 11 years revealing they had stayed in the hotel industry for more

than 6 years and 12.8% had served for over 12 years implying they had stayed in the hotel for

more than 9 years. This indicates that majority of the employees have worked for less than 5

years hence, they had adequate knowledge in employee engagement factors and employee

turnover. There was a sufficient number of employees who were experienced.

4.1.3 The effects of organizational justice on employee turnover in the hospitalityindustry in Uasin Gishu County.

The study sought to determine the effects of organizational justice on employee turnover in the

hospitality industry in Uasin Gishu County.

47

Table 4.3: Organizational justice and Employee Turnover

Statement SD D UD A SA Mean Std. Skw Kurt There is fairness in distribution of job roles

Freq 48 53 21 25 32 2.66 1.46 0.42 -1.23% 26.8 29.6 11.7 14 17.9 53.2

In case of a mistake themanagement gives chance to the employeeto argue his case

Freq 26 46 19 61 27 3.1 1.36 -0.16 -1.29% 14.5 25.7 10.6 34.1 15.1 62

This organization supports Social justice systems such as grievances resolution ingroups

Freq 23 65 22 44 25 2.91 1.3 0.21 -1.22% 12.8 36.3 12.3 24.6 14 58.2

Employee actively take part in determining non-financial incentivesoffered at the organization.

Freq 55 30 36 50 8 2.59 1.3 0.08 -1.38% 30.7 16.8 20.1 27.9 4.5 51.8

Table 4.3 indicates 26.8% of the respondents strongly disagreed, 29.6% disagreed, 11.7% were

undecided, 14% agreed and 17.9% strongly agreed that there is fairness in distribution of job

roles since there is effective job description in the hotels. It had a mean of 2.66, Std=1.46,

skweness=0.42 and kurtosis=-1.23. The data had a high skweness and platykurtic type of

kurtosis. The data was normal distribution. The standard deviation showed a lower uniformity of

data and there was no homogeneity of data.

The result shows 14.5% of the participants strongly disagreed, 25.7% disagreed, 10.6% were

undecided, 34.1% agreed and 15.1% strongly agreed that in case of a mistake the management

gives chance to the employee to argue his case by giving effective and efficient communication

in the organization. It had a mean of 2.59, Std=1.36, skweness=-0.16 and kurtosis=-1.29. The

data had a high skweness and platykurtic type of kurtosis. The data was normal distribution. The

standard deviation showed a slightly low uniformity of data and there was homogeneity of data.

48

In addition the finding indicates 12.8% of the respondents strongly disagreed, 36.3% disagreed,

12.3% were undecided, 24.6% agreed and 14% strongly agreed that the hotel supports Social

justice systems such as grievances resolution in groups hence enhancing employee satisfaction. It

had a mean of 2.91, Std=1.30, skweness=0.21 and kurtosis=-1.22. The data had a high skweness

and platykurtic type of kurtosis. The data was normal distribution. The standard deviation

showed a high uniformity of data and there was homogeneity of data.

Moreover the study shows 30.7% of the participants strongly disagreed, 16.8% disagreed, 20.1%

were undecided, 27.9% agreed and 4.5% strongly agreed that employee actively take part in

determining non-financial incentives offered at the organization. It had a mean of 2.59, Std=1.30,

skweness=0.08 and kurtosis=-1.38. The data had a high skweness and platykurtic type of

kurtosis. The data was normal distribution. The standard deviation showed a high uniformity of

data and there was homogeneity of data.

From the findings majority of the participants were of the opinion that effects of organizational

justice on employee turnover in the hospitality industry since there is fairness in distribution of

job roles since there is effective job description in the hotels; in case of a mistake the

management gives chance to the employee to argue his case by giving effective and efficient

communication in the organization; the hotel supports Social justice systems such as grievances

resolution in groups hence enhancing employee satisfaction; and employee actively take part in

determining non-financial incentives offered at the organization.

From the results majority of employees with 62% (mean=3.10) were of the opinion that in case

of a mistake the management gives chance to the employee to argue his case by giving effective

and efficient communication in the organization.

49

From the discoveries agreed by Shoaib (2016) in his investigation where he discovered that

alluring prize bundles are one of the critical elements of maintenance since it satisfies the money

related and material wants and in addition gives the way to representative status.

Additionally Lawler (2010) agree with the discoveries where he discovered that remuneration

assumes noteworthy part in pulling in and holding great representatives' particularly those

workers who give extraordinary execution or exceptional ability which is vital to the association.

4.1.4 The effects of leadership on employee turnover in the hospitality industry inUasin Gishu County.

The research sought to investigate the effects of leadership on employee turnover in the

hospitality industry in Uasin Gishu County.

Table 4.4: Leadership and Employee Turnover

Statement SD D UD A SA Mean Std Skw KurtGood leadership Increases employees' trust in the organization

Freq 44 48 36 32 19 2.63 1.31 0.33 -1.05% 24.6 26.8 20.1 17.9 10.6 52.6

Leadership has enhanced high customer service, satisfaction, loyalty and retention

Freq 33 37 47 57 5 2.8 1.16 -0.21 -1.12% 18.4 20.7 26.3 31.8 2.8 56

Leaders provide support to employees in case of work challenges

Freq 35 27 14 72 31 3.21 1.41 -0.42 -1.25% 19.6 15.1 7.8 40.2 17.3 64.2

Leaders have ensured Employees are involved in decision making processes

Freq 28 42 29 29 51 3.18 1.46 -0.07 -1.42% 15.6 23.5 16.2 16.2 28.5 63.6

From the findings 24.9% of the respondents strongly disagree, 26.8% disagreed, 20.1% were

undecided, 17.9% agreed and 10.6% strongly agreed that good leadership increases employees'

trust in the organization through involvement of employees in decision making. It had a mean of

2.63, Std=1.31, skweness=0.33 and kurtosis=-1.05. The data had a high skweness and platykurtic50

type of kurtosis. The data was normal distribution. The standard deviation showed a slightly low

uniformity of data and there was homogeneity of data.

The results indicate 18.4% of the participants strongly disagreed, 20.7% disagreed, 26.3% were

undecided, 31.8% agreed and 2.8% strongly disagreed that leadership has enhanced high

customer service, satisfaction, loyalty and retention through offering employees training

programs on customer service hence increasing customer satisfaction. It had a mean of 2.80,

Std=1.16, skweness=-0.21 and kurtosis=-1.21. The data had a high skweness and platykurtic type

of kurtosis. The data was normal distribution. The standard deviation showed a high uniformity

of data and there was homogeneity of data.

Table 4.4 shows 19.6% of the respondents strongly disagreed, 15.1% disagreed, 7.8% were

undecided, 40.2% agreed and 17.3% strongly agreed that leaders provide support to employees

in case of work challenges through the human resource management practices which provide

good working environment in the workplace. It had a mean of 3.21, Std=1.41, skweness=-0.42

and kurtosis=-1.25. The data had a high skweness and platykurtic type of kurtosis. The data was

normal distribution. The standard deviation showed a low uniformity of data and there was no

homogeneity of data.

Moreover the findings indicate 15.6% of the participants strongly disagreed, 23.5% disagreed,

16.2% were undecided, 16.2% agreed and 28.5% strongly agreed that leaders have ensured

employees are involved in decision making processes hence enhancing employee satisfaction. It

had a mean of 3.18, Std=1.46, skweness=-0.07 and kurtosis=-1.42. The data had a high skweness

and platykurtic type of kurtosis. The data was normal distribution. The standard deviation

showed a low uniformity of data and there was no homogeneity of data.

51

From the findings majority of employees in the hotels within Uasin Gishu County agreed that

presence of leadership affects employee turnover in hospitality industry whereby good leadership

increases employees' trust in the organization through involvement of employees in decision

making; leadership has enhanced high customer service, satisfaction, loyalty and retention

through offering employees training programs on customer service hence increasing customer

satisfaction; leaders provide support to employees in case of work challenges through the human

resource management practices which provide good working environment in the workplace; and

leaders have ensured employees are involved in decision making processes hence enhancing

employee satisfaction.

From the findings majority of participants with 64.2% (mean 3.21) were of the view that leaders

provide support to employees in case of work challenges through the human resource

management which provide good working environment in the workplace.

From the study as concurred by Arnold, (2015) & Herman, (2015) found out that good

leadership is a significance reason for which employees retain their jobs in an organization hence

reducing employee turnover. Prince, (2015) also concurred with the findings where he identified

leadership styles for growth as a significant reason for staff retention.

4.1.5 The effects of high performance work practices on employee turnover in thehospitality industry in Uasin Gishu County.

The researcher sought to examine the effects of high performance work practices on employee

turnover in the hospitality industry in Uasin Gishu County.

52

Table 4.5: High performance work practices and employee turnover

Statement SD D UD A SA Mean Std Skw KurtEmployees enjoy competence and performance based pay

Freq 36 15 19 26.8 25.7 3.2 1.45 -0.42 -1.17% 20.1 8.4 19 26.8 25.7 64

Employee reward and award programs increase employee job satisfaction

Freq 17 67 11 56 28 3.06 1.3 0.05 -1.38% 9.5 37.4 6.1 31.3 15.6 61.2

There is a clear path for career advancement and development

Freq 60 33 17 41 28 2.69 1.51 0.23 -1.49% 33.5 18.4 9.5 22.9 15.6 53.8

The hotel human resource management have continuous mentoring and leadership programs which enhance work performance

Freq 65 27 38 44 5 2.42 1.28 0.2 -1.4% 36.3 15.1 21.2 24.6 2.8 48.4

The finding shows 20.1% of the respondents strongly disagreed, 8.4% disagreed, 19% were

undecided, 26.8% agreed and 25.7% strongly agreed that employees enjoy competence and

performance based pay hence increasing job satisfaction among employees. It had a mean of

3.20, Std=1.45, skweness=-0.42 and kurtosis=-1.17. The data had a high skweness and

platykurtic type of kurtosis. The data was normal distribution. The standard deviation showed a

low uniformity of data and there was no homogeneity of data.

Table 4.5 indicates 9.5% of the participants strongly disagreed, 37.4% disagreed, 6.1% were

undecided, 31.1% agreed and 15.6% strongly agreed that employee reward and award programs

increase employee job satisfaction hence increasing employee productivity. It had a mean of

3.06, Std=1.30, skweness=0.05 and kurtosis=-1.38. The data had a high skweness and platykurtic

type of kurtosis. The data was normal distribution. The standard deviation showed a slightly low

uniformity of data and there was homogeneity of data.

53

In addition the result shows 33.5% of the respondents strongly disagreed, 18.4% disagreed, 9.5%

were undecided, 22.9% agreed and 15.6% strongly agreed that there is a clear path for career

advancement and development providing employees to acquire new skills and knowledge hence

improving on how they perform at the organization. It had a mean of 2.69, Std=1.51,

skweness=0.23 and kurtosis=-1.49. The data had a high skweness and platykurtic type of

kurtosis. The data was normal distribution. The standard deviation showed a high uniformity of

data and there was homogeneity of data.

Moreover the study indicates 36.3% of the participants strongly disagreed, 15.1% disagreed,

21.1% were undecided, 24.6% agreed and 2.8% strongly agreed that the hotel human resource

management have continuous mentoring and leadership programs which enhance work

performance. It had a mean of 2.42, Std=1.28, skweness=0.20 and kurtosis=-1.40. The data had a

high skweness and platykurtic type of kurtosis. The data was normal distribution. The standard

deviation showed a low uniformity of data and there was no homogeneity of data.

High performance work practices in an organization are very important since it helps in

promoting employee satisfaction and hence increase employee retention. From the study

majority of participants were of the view that effects of high performance work practices on

employee turnover in hotels within Uasin Gishu County were: employees enjoy competence and

performance based pay hence increasing job satisfaction among employees; employee reward

and award programs increase employee job satisfaction hence increasing employee productivity;

there is a clear path for career advancement and development enabling employees to acquire

new skills and knowledge hence improving on how they perform at the organization; and the

hotel human resource management have continuous mentoring and leadership programs which

enhance work performance.

54

From the findings majority of participants with 64% (mean 3.20) were of the view that

employees enjoy competence and performance based pay hence increasing job satisfaction

among employees.

The findings is concurred by Gilin, (2016) where he found out that favorable working

environment contributes to employee retention hence reducing employee turnover. Also

Zeytinoglu & Denton, (2015) in their study concur with the findings that high performance work

practices is one of the factors that affect employees’ decision to stay in the organization.

4.1.6 Indicators of Employee Turnover

The study sought to assess the indicators of employee turnover indicators in hotels in Uasin

Gishu County.

Table 4.6: Indicators of Employee Turnover

Statement SD D UD A SA Mean Std Skw KurtIn this organization employeeleave involuntarily

Freq 11 50 47 28 43 3.23 1.26 0.09 -1.19% 6.1 27.9 26.3 15.6 24 64.6

In this organization there are high internal transfers amongst departments

Freq 47 32 21 53 26 2.88 1.45 -0.03 -1.46% 26.3 17.9 11.7 29.6 14.5 57.6

Past turnover rates have negatively influenced employees movement in and out of the organization

Freq 35 37 17 58 32 3.08 1.43 -0.18 -1.39% 19.6 20.7 9.5 32.4 17.9 61.6

The organization has managed to prevent turnover

Freq 28 42 36 45 28 3.02 1.32 -0.31 -1.18% 15.6 23.5 20.1 25.1 15.6 60.4

From the results 6.1% of the participants strongly disagreed, 27.9% disagreed, 26.3% were

undecided, 15.6% agreed and 24% strongly agreed that in this organization employee leave

involuntarily since they have their own issues which make them to leave the hotels. It had a

mean of 3.23, Std=1.26, skweness=0.09 and kurtosis=-1.19. The data had a high skweness and

55

platykurtic type of kurtosis. The data was normal distribution. The standard deviation showed a

high uniformity of data and there was homogeneity of data.

Table 4.6 indicates 26.3% of the employees strongly disagreed, 17.9% disagreed, 11.7% were

undecided, 29.6% agreed and 14.5% strongly agreed that in this organization there are high

internal transfers amongst departments hence promoting employee turnover. It had a mean of

2.88, Std=1.45, skweness=-0.03 and kurtosis=-1.46. The data had a high skweness and

platykurtic type of kurtosis. The data was normal distribution. The standard deviation showed a

low uniformity of data and there was no homogeneity of data.

From the findings 19.6% of the respondents strongly disagreed, 20.7% disagreed, 9.5% were

undecided, 32.4% agreed and 17.9% strongly agreed that past turnover rates have negatively

influenced employees movement in and out of the organization hence affecting hotel

performance since employees are not paid well. It had a mean of 3.08, Std=1.43, skweness=-0.18

and kurtosis=-1.39. The data had a high skweness and platykurtic type of kurtosis. The data was

normal distribution. The standard deviation showed a low uniformity of data and there was no

homogeneity of data.

In addition the study shows 15.6% of the participants strongly disagreed, 23.5% disagreed,

20.1% were undecided, 25.1% agreed and 15.6% strongly agreed that the organization has

managed to prevent employee turnover by paying them good salaries. It had a mean of 3.02,

Std=1.32, skweness=-0.32 and kurtosis=-1.18. The data had a high skweness and platykurtic type

of kurtosis. The data was normal distribution. The standard deviation showed a slightly low

uniformity of data and there was homogeneity of data.

56

From the findings majority of respondents agreed that the indicators of employee turnover in

hotels within Uasin Gishu County include: in this organization employee leave involuntarily

since there have their own issues they leave the hotels; in this organization there are high internal

transfers amongst departments hence promoting employee turnover; past turnover rates have

negatively influenced employees movement in and out of the organization hence affecting hotel

performance since employees are not paid well; and the organization has managed to prevent

employee turnover through paying them good salaries.

From the study majority of participants 61.6% (mean=3.08) were of the opinion that in this

organization employee leave involuntarily since they have their own issues which make them to

leave the hotels.

This findings are in agreement with Jiang, Klein and Ellis (2011) that low pay and poor working

conditions are indicators of employee turnover and reduce employee retention in Brazil

companies

4.2 Inferential Statistics

The inferential statistics involves correlation, assumptions of multiple regression analysis and

multiple regression analysis.

4.2.1 Correlation Analysis

The study sought to determine the correlation between the independent variable.

57

Table 4.7: Correlation Analysis

CorrelationsOrganization justice

Leadership High performance work practices

Organizationjustice

Pearson Correlation 1 .546** .622**

Sig. (2-tailed) .000 .000N 179 179 179

Leadership Pearson Correlation .546** 1 .853**

Sig. (2-tailed) .000 .000N 179 179 179

High performancework practices

Pearson Correlation .622** .853** 1Sig. (2-tailed) .000 .000N 179 179 179

**. Correlation is significant at the 0.01 level (2-tailed).

The study findings indicate that there is a significant relationship between organizational justice

and leadership in hotels within Uasin Gishu County (p< 0.05).

This implies that the involvement of the management affects the organization justice in that the

hotel that has supervision by its managements provides quality services that the one that is not

supervised the management therefore plays a key role in the hotel rating. The employees also get

to work efficiently to reach the set target.

The study findings indicate that there is a significant relationship between organizational justice

and high performance work practices in hotels within Uasin Gishu County (p< 0.05).

This implies that the management makes sure that the hotels implement motivational programs

such as reward methods, provide training and development programs hence improving job

satisfaction.

58

The study findings indicate that there is a significant relationship between leadership and high

performance practices in hotels within Uasin Gishu County (p< 0.05).

This implies that involvement of management in the culture of hotel where it helps in decision

making by involving the employees in order to meet the goals and objectives of the firm. The

nature of the relationship is positive to imply that involvement of management makes sure that

the employees follow the code of ethics set hence meeting the goals and vision of the hotel.

4.2.2 Assumptions of Multiple Regression Analysis

4.2.2.1 Multivariate Analysis

The study sought to determine the assumptions of multivariate analysis of multiple regression

analysis.

Figure 4.1: Multivariate Analysis

59

The plot demonstrates that the focuses for the most part take after the ordinary (inclining) line

with no solid deviations. This shows the residuals are typically appropriated. It additionally

demonstrated the needy and autonomous factors were ordinarily conveyed.

4.2.2.2 Multicollinearity of Data

The study sought to determine the assumptions of no multicollinearity of data.

Table 4.8: Multicollinearity Analysis

Coefficientsa

Model UnstandardizedCoefficients

Standardized

Coefficients

t Sig. CollinearityStatistics

B Std. Error Beta Tolerance VIF1 (Constant) .633 .102 6.191 .000

Organization justice

-.102 .042 -.099 -2.444 .016 .612 1.634

Leadership .713 .057 .758 12.426 .000 .272 3.678High performance work practices

.199 .057 .229 3.502 .001 .238 4.210

a. Dependent Variable: Indicators of employee turnover

There was no multicollinearity of data where the Variance Inflation Factor (VIF) of independent

variables was < 10.

4.2.2.3 Homoscedasticity of Data

The research sought to determine the homoscedasticity of data.

60

Figure 4.2: Homoscedasticity of Data

The figure above showed that the standardized residuals were constant to each point of

standardized predicted values implying the data was homoscedasticity.

4.2.2.4 The Residual Values are Independent

The researcher sought to examine if the residual values are independent.

61

Table 4.9: Residual Values are Independent

Model Summaryb

Model R R Square Adjusted RSquare

Std. Error of theEstimate

Durbin-Watson

1 .907a .823 .820 .40467 1.956a. Predictors: (Constant), High performance work practices, Organization justice, Leadershipb. Dependent Variable: Indicators of employee turnover

From the findings the residual values were independent since Durbin Watson was 1.956 where

they were closely to 2.

4.2.3 Regression Analysis

The study sought to investigate the relationship between independent and dependent variable

using multiple liner regression.

Table 4.10: Model Summary representing the linear relationship between independent anddependent variables

Model SummaryModel R R Square Adjusted R Square Std. Error of the

Estimate1 .907a .823 .820 .40467a. Predictors: (Constant), High performance work practices, Organization justice, Leadership

Table 4.10 above showcases R (the connection between's the watched and anticipated

estimations of the needy variable), which is 0.907. This is an extremely solid connection between

the watched and anticipated estimations of the reliant variable.

The table likewise shows R squared which is the extent of variety in the reliant variable clarified

by the relapse demonstrate. For this situation, it is 0.823. This implies 82.3% of the variety

worker turnover subordinate variable) can be clarified from the three autonomous factors. The

estimation of the standard mistake (sy/x) is appeared in the yield as 0.40467.

62

The relapse was a solid match portraying 82% of the fluctuation in representative turnover

R2adj=82% this demonstrates just a slight overestimate with the model.

Table 4.11: An ANOVA representing the linear relationship between independent variablesand staff turnover

ANOVAb

Model Sum of Squares df Mean Square F Sig.1 Regression 132.999 3 44.333 270.723 .000a

Residual 28.658 175 .164Total 161.656 178

a. Predictors: (Constant), High performance work practices, Organization justice, Leadershipb. Dependent Variable: Indicators of employee turnover

The overall relationship was statistically significant (F=270.723, p=0.000). The study results

indicated that the regression model was significant at p=0.000.

Table 4.12: Coefficients representing the linear relationship between independent variablesand staff turnover

Coefficientsa

Model UnstandardizedCoefficients

StandardizedCoefficients

t Sig.

B Std. Error Beta1 (Constant) .633 .102 6.191 .000

Organization justice -.102 .042 -.099 -2.444 .016Leadership .713 .057 .758 12.426 .000High performance work practices

.199 .057 .229 3.502 .001

a. Dependent Variable: Indicators of employee turnover

The regression equation was modeled as follows: Y= ß0 + ß1X1+ ß2X2 + ß3X3+ error (e)

The regression equation computed was:

Y = 0.633 - 0.099 + 0.758 + 0.229 + 0.102

63

Y (Staff turnover) = 0.633 - 0.099 (organization justice) + 0.758 (Leadership) + 0.229 (High

performance work practices) + 0.102 (Standard Error).

From the equation it is therefore clear that the leadership affects staff turnover in hotels the most

up to 75.8% followed by high performance work practices which affects staff turnover in hotels

up to 22.9% and organization justice which affects staff turnover in hotels up to 9.9%.

4.2.4 Hypothesis Testing

H01: There is no significant relationship between organizational justice and employee turnover

in the hospitality industry in Uasin Gishu County.

The study findings indicated there was a significant relationship between organizational justice

and employee turnover in the hospitality industry in Uasin Gishu County (p=0.016).

The study therefore reject the null hypothesis.

This implies that treating employees in a fair manner in terms of offering them to participate in

decision making process, solving their complaints and providing good communication channel

increase employee retention and reduces employee turnover. The findings is supported by

Obrason (2012) who found out involving of employees in decision making process in

manufacturing companies in Mexico increases employee retention and decreases employee

turnover. Also Opiyo (2016) concurred with the findings that good communication channel in

Asian Companies in Kenya enhance job satisfaction hence decreasing employee turnover.

H02: There is no significant relationship between leadership and employee turnover in the

hospitality industry in Uasin Gishu County.

The study findings indicated there was a significant relationship between leadership and

employee turnover in the hospitality industry in Uasin Gishu County (p=0.000).

64

The study therefore rejected the null hypothesis.

This implies that good leadership style is a major factor in promoting employee dedication at

work where most hotel managers involve themselves on how employees do their tasks in

monitoring and having communication with them at the workplace hence motivating employee

performance and also decreases moving out of the organization.

The study is supported by De Grip and Sieben (2013) where they found out that good leadership

styles enhance employee performance in small companies in Brazil since the managers of the

firms involve themselves on the firm operations. Also Ndahiro, Shukla, & Oduor, (2015) concur

with the findings that managers commitment on how employees work in Kenya hotels motivate

employees to increase their workforce hence increasing employee retention and reducing staff

turnover.

H03: There is no significant relationship between high performance work practices and

employee turnover in the hospitality industry in Uasin Gishu County.

The study findings indicated there was a significant relationship between high performance work

practices and employee turnover in the hospitality industry in Uasin Gishu County (p=0.001).

The study therefore rejected the null hypothesis.

This implies different high work performance practices such as reward programs enhance job

satisfaction and increase employee performance. Human resource management of hotels ensure

that employee are reward on their best performance and also they are offered training and

development based on customer service hence increasing customer satisfaction. These high

performance work practices in hotels enhance retaining of employees and decreasing employee

turnover.

65

Obonyo & Kerongo (2015) concur with the findings where they found out that reward programs

offered among employees in manufacturing companies enhance job satisfaction hence decreasing

employee turnover. Also the findings is supported by Austin and Rebecca (2015) where they

found out that motivational programs such as training on employee increases job satisfaction and

also helps them to have good attitude towards remaining in the firm hence increasing employee

retention.

66

CHAPTER FIVE

SUMMARY OF THE FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Summary of the Findings

5.1.1 Background Information of the Respondents

From the results it shows majority of the respondents were female. This indicates that most of

the females were competent in this area of work and they are familiar about employee

engagement factors and staff turnover. The variation in the number of female and male was near

even hence there was no bias in the findings of the study in terms of gender. From the findings

majority of respondents were between 21 years and 30 years implying respondents are competent

therefore they had adequate knowledge on employee engagement and employee turnover. The

results report that majority of employees had reached certificate level implying the organization

had a stronger working force with high academic qualifications. Nevertheless, the well educated

respondents mean that they were well informed and furnished this study with better information

which added value. This indicates that majority of the employees have worked for less than 5

years hence, they had adequate knowledge in employee engagement factors and employee

turnover. There was a sufficient number of employees who were experienced.

5.1.2 Organizational justice and Employee Turnover

From the findings majority of the participants were of the opinion that effects of organizational

justice on employee turnover in the hospitality industry included: there is fairness in distribution

of job roles since there is effective job description in the hotels; in case of a mistake the

management gives chance to the employees to argue out their cases by giving effective and

efficient communication in the organization; the hotel supports Social justice systems such as

grievances resolution in groups hence enhancing employee satisfaction; and employee actively

take part in determining non-financial incentives offered at the organization.67

From the results majority of employees with 62% (mean=3.10) were of the opinion that in case

of a mistake the management gives chance to the employees to argue out their cases by giving

effective and efficient communication in the organization.

5.1.3 Leadership and Employee Turnover

From the findings majority of employees at hotels in Uasin Gishu County that agreed that

presence of leadership affects employee turnover in hospitality industry whereby good leadership

increases employees' trust in the organization through involvement of employees in decision

making; leadership has enhanced high customer service, satisfaction, loyalty and retention

through offering employees training programs on customer service hence increasing customer

satisfaction; leaders provide support to employees in case of work challenges through the human

resource management practices which provide good working environment in the workplace; and

leaders have ensured employees are involved in decision making processes hence enhancing

employee satisfaction.

From the findings majority of participants with 64.2% (mean 3.21) were of the view that leaders

provide support to employees in case of work challenges through the human resource

management practices which provide good working environment in the workplace.

5.1.4 High performance work practices and employee turnover

High performance work practices in an organization are very important since it helps in

promoting employee satisfaction and hence increasing employee retention. From the study

majority of participants were of the view that effects of high performance work practices on

employee turnover in hotels within Uasin Gishu County were: employees enjoy competence and

performance based pay hence increasing job satisfaction among employees; employee reward

and award programs increase employee job satisfaction hence increasing employee productivity;

68

there is a clear path for career advancement and development providing employees to acquire

new skills and knowledge hence improving on how they perform at the organization; and the

hotel human resource management have continuous mentoring and leadership programs which

enhance work performance.

From the findings majority of participants with 64% (mean 3.20) were of the view that

employees enjoy competence and performance based pay hence increasing job satisfaction

among employees.

5.2 Conclusions

The study found out that organizational justice affects employee turnover in hospitality industry

through use of Self Determination Theory where treating employees in a fair manner in terms of

offering them to participate in decision making process, solving their complaints and providing

good communication channel increase employee retention and reduces employee turnover.

The results also revealed effect of leadership on employee turnover in hotels within Uasin Gishu

County by using The theory of employee engagement where good leadership style is a major

factor in promoting employee dedication at work where most hotel managers involve themselves

on how employees do their tasks in monitoring and having communication with them at the

workplace hence motivating employee performance and also decreases moving out of the

organization.

In addition the study found effects of high performance work practices on employee turnover in

hotels within Uasin Gishu County through the use of Theory of Reasoned Action where different

high work performance practices such as reward programs enhance job satisfaction and increase

employee performance. Human resource management of hotels ensure that employee are reward

on their best performance and also they are offered training and development based on customer69

service hence increasing customer satisfaction. These high performance work practices in hotels

enhance retaining of employees and decreasing employee turnover.

5.3 Recommendations

The study established that employee engagement factors play an important role in reducing staff

turnover. Based on this, the study recommends that hotels take employee engagement factors

seriously if they are to deliver high quality services to their customers.

The study further established that good organizational justice increases employee performance.

In addition, it motivates employee to be satisfied of what they are doing. This study therefore

recommends that the hotel management needs to offer good communication channel in order to

solve employee complaints hence increasing employee retention and decrease employee

turnover.

The research findings established that high performance work practices enhance job satisfaction

and employee performance. It also helps in retaining employees in the firms. This study therefore

recommends that the management of the hotels need to offer reward and training programs in

order to increase service delivery in hotels.

The study findings established that employees were moving out of the organizations in search of

better pay and generally better working environment. This study therefore recommends that the

management of the hotels should establish the reasons for employees leaving their organizations

and therefore come up with measures to stop this trend.

70

5.4 Suggestion of Further Studies

Based on the findings, the recommendations for further research. This study sought to assess

effects of employee engagement factors affecting staff turnover in the hospitality industry in

rated hotels in Uasin Gishu County in Kenya attempting to bridge the gap in knowledge that

existed. There is need to replicate the study using many other sectors and find out the effect of

employee engagement factors affecting staff turnover. There is need to conduct a similar study

which will attempt to find out the effect of employee engagement factors on staff retention. This

research study included only a relatively small number of rated hotels, but there are many more

others operating in Uasin Gishu County. Future research studies should therefore be undertaken

to incorporate a larger number of firms in the study.

71

REFERENCES

Adeye, O. and Obinekel, H. (2014). Effects of employee engagement practices on commercialbanks performance. Harvard Review, Volume 45: Pages 67-112.

Adoye, H. and Obena, U. (2015) Effects of employee turnover on organizational performance ofNigerian Telecoms Industries. Nigerian Journal on Business Change, Volume 10: Pages113-236.

Agrusa, J., & Lema, J. D. (2014). An Examination of Mississippi Gulf Coast CasinoManagement Styles with Implications for Employee Turnover, UNLV Gaming Research &Review Journal, Volume 11: Pages 13-26.

Ajzen, I. (2015). The theory of planned behaviour. . Organizational Behavior and HumanDecision Processes, Volume 50: Pages 179-211.

Ajzen, I. (2016). The theory of planned behaviour. Organizational Behavior and HumanDecision Processes, Volume 50: Pages 179-211.

Alexandra, T. and Timothy, B. (2016). Business management, (7th Edition), McGraw Hill/Arwin,London.

Allen D, Bryant P, Vardaman M (2016). ‘Retaining Talent: Replacing Misconceptions withEvidence-Based Strategies’ Academy of Management Perspectives, Pages 48-64.

Alogoskoufia, G. (2015). Unemployment Choice Europe (EPR London)

Armitage, C. J., & Conner, M. (2015). Efficacy of the theory of planned behaviour: A meta-analytic review. British Journal of Social Psychology, Volume 40: Pages 471-499.

Armstrong, M., (2006), Strategic Human Resource Management: A guide to action. (4th Edition).Kogan Page Limited

Arnold, K. (2015) Leadership styles and its role on firm performance in Mexico SugarCompanies. International Journal in Business Management, Volume 6: Pages 67-93.

Auguste, J. (2016). Applying Kotter’s 8-step process for leading change to the digital transformation of an orthopedic surgical practice group in Toronto, Canada. J. Health Med Informat. 4:129.

Aulis, Y., Ferdinand, R. and Ruth, S. (2016). Employee turnover and Business effectiveness.Journal on Business Change and Leadership, Volume 76; Pages 546-679.

Austin, T. and Rebecca, H. (2015) Impacts of employee engagement on employee performance.American Journal of Business Administration, Volume 46: Pages 56-97.

Azila-Gbettor, E. M., Danku, L. S & Apreko, A. A. (2016). Post-acquisition change management: An experience of employees of Ghanaian telecommunication company. International Journal of Asian Social Science. 3(12), 2441-2454.

72

Bakker AB, Schaufeli WB, Leiter MP, Taris TW (2016). ‘Work engagement: an emergingconcept in occupational health psychology’. Work and Stress, Volume 122: Pages 187–200.

Bakker, A.B., & Demerouti, E. (2016).Towards a model of work engagement. CareerDevelopment International, Volume 13: Pages 209−223.

Barkhuizen, N. & Rothmann, S. (2016). Work engagement of academic staff in South Africanhigher education institutions. Management Dynamics, Volume 15: Pages 38−46. 7.

Barkhuizen, N.,& Rothmann, S. (2016). Work engagement of academic staff in South Africanhigher education institutions. Management Dynamics, Volume 15: Pages 38−46. 7.

Bernard, S. and Zechariah, G. (2016). Business change. McMillan, London.

Brooks, I., & Harfield, T. (2016). Breaking the psychological contract: The effects of change-work on middle managers when implementing organizational change. Asia Pacific Journalof Human Resources, 38 (3), 91-103.

Burgess, S. (2016). Inter temporal rules with a variable speed of adjustment, an application toUK Manufacturing employments. Economics Journal, Volume 67: Pages 112-145.

Chang, C., & Dubinsky, A. J. (2015). Organizational Justice in Sales Force: A LiteratureReview with Propositions. Journal of Business to Business Marketing, Volume 12: Pages35-71.

Chruden, S. (2016). Personnel Management. The Utilization of Human Resources Florida SouthWest Press, U.S.A.

Cropanzano, R. & Wright, T.A. (2016).When a “happy” worker is really a “productive” worker:A review and further refinement of the happy-productive worker thesis. ConsultingPsychology Journal: Practice and Research, Volume 53: Pages 182–199.

Daniel, H. (2016). Employee engagement in Management. Sage Publications, New York.

De Grip, A. and Sieben, I. (2016). The Effectiveness of more Advanced Human ResourceSystems in Small Firms, The International Journal of Human Resource Management,Volume 20: Pages 1914–1928.

Derrick, Z. (2016). Leading Change in state companies. Harvard Business School Press,California.

Dess, G. (2016) Voluntary turnover, social capital, and organizational performance. Academyof Management Review

Du Plooy, J., & Roodt, G. (2016). Work engagement, burnout and related constructs aspredictors of turnover intention. South African Journal of Industrial Psychology, 36(1), 1-13. 17.

Du Plooy, J., & Roodt, G. (2016). Work engagement, burnout and related constructs aspredictors of turnover intention. South African Journal of Industrial Psychology, Volume36: Pages13. 17.

73

Edward, R. (2016) Employee engagement, (10th Edition). Prentice Hall, New Delhi.

Freidman, G. (2015) Effects of Employee engagement on performance of Airtel Industry inTurkey. International Journal on Strategic Change in Companies, Volume 16: Pages 133-190.

Gilin, S. (2016) Impacts of human resource practices on employee performance in textilecompanies in India. Asian Journal in Human Resource, Volume 6: Pages 67-93.

Guthrie, J. (2016) High-involvement work practices, turnover, and productivity: evidence fromNew Zealand. Academy of Management Journal, Volume 67: Pages 112-145.

Halbesleben, J. R. B., & Wheeler, A.R. (2016).The relative roles of engagement andembeddedness in predicting job performance and intentions to leave. Work & Stress,Volume 22: Pages 242−256.

Harter, D. (2116). Employee engagement in manufacturing companies. International Journal ofBusiness Change, Volume 45: Pages 21-87.

Harter, J.K., Schmidt, F.L., & Hayes, T.L. (2016). Business-unit level relationship betweenemployee satisfaction, employee engagement, and business outcomes: A meta-analysis.Journal of Applied Psychology, Volume 87: Pages 268−279.

Harter, J.K., Schmidt, F.L., & Hayes, T.L. (2016). Business-unit level relationship betweenemployee satisfaction, employee engagement, and business outcomes: A meta-analysis.Journal of Applied Psychology, Volume 87: Pages 268−279.

Harter, J.K., Schmidt, F.L., & Hayes, T.L. (2016). Business-unit level relationship betweenemployee satisfaction, employee engagement, and business outcomes: A meta-analysis.Journal of Applied Psychology, Volume 87: Pages 268−279.

Harter, J.K., Schmidt, F.L., & Hayes, T.L. (2016). Business-unit level relationship betweenemployee satisfaction, employee engagement, and business outcomes: A meta-analysis.Journal of Applied Psychology, Volume 87: Pages 268−279.

Haskel, J. (2016). Technology, wages and skill shortages. Evidence from UK Micro data. OxfordEconomics Paper

Hellevig, J. (2015). The theory of employee engagement. Sage Publications, London.

Herman, P. (2015) Impacts of leadership techniques on performance of coffee companies inBrazil. International Journal in Human Resource, Volume 6: Pages 67-93.

Hillmer, S., Hillmer, B., & McRoberts, G. (2014). The real costs of turnover: Lessons from a callcenter. Human Resource Planning, Volume 27: Pages 34−41. 24.

Human Resource Code (2010) Statistics of human resources in organizations. US Report inHuman Resource.

Ingham, J., (2014), Strategic Human Capital Management; Creating Value Through People,Elsevier. Journal of Applied Psychology, Volume 90: Pages 1217–27.

74

Jiang, K., Klein, R. and Ellis, V. (2011) Impacts of human resource practices on employeeperformance in textile companies in Finland. European Journal in Human Resource,Volume 6: Pages 67-93.

Johnson, T. (2016). Employee engagement Handbook. Sage Publication, Singapore.

Kahn, W. (2014). Psychological conditions of personal engagement and disengagement at work.Academy of Management Journal, Volume 33: Pages 692-724.

Kamau, T. (2014) Impacts of employee turnover on performance of commercial banks in Kenya.African Journal on Business and Change, Volume 6: Pages 113-143.

Kenneth, W. T. (2016). Intrinsic Motivation at Work: What Really Drives EmployeeEngagement: Berrett-Koehler Publishers.

Kenya Bureau of Statistics (2016) Performance of companies in Kenya. Government Printers,Nairobi.

Kevin, T. (2016) Case study design approaches. (8th Edition). Prentice Hall, New Jersey.

Kim, Y. (2016). Leadership in change (6th Edition), Sage Publications, Mexico.

Kim, Y. (2016). Organizational Behavior. Person Education, New York.

Kombo, K.D., & Tromp, A.L.D. (2015). Thesis Writing: An Introduction. Nairobi: Pauline’sPublications

Kothari,C.R, (2015), Research Methodology Methods and Techniques, Wishwa Prakashan, NewDelhi

Lawler (2010) Impacts of Organizational Justice and Employee Performance. InternationalJournal in Humanities and Science, Volume 6: Pages 67-93.

Lewin, K. (1951). Field theory in social science: Selected theoretical papers. New York, NY:Harper and Row.

Lincoln, F. and Vedic, N. (2015). Driving to strategic change in organizations. InternationalJournal on Strategic Change in Companies, Volume 6: Pages 35-78.

Lindorff, M., Worrall, L. & Cooper, C. (2015). Managers’ well-being and perceptions of organizational change in the UK and Australia. Asian Pacific Journal of Human Resources. 49 (2), 233-254.

Lippitt, R., Watson, J. and Westley, B. (2016). The Dynamics of Planned Change. New York:Harcourt, Brace and World.

Long S, Perumal P, Ajagbe M (2016). ‘The Impact of Human Resource Management Practiceson Employees’ Turnover Intention: A Conceptual Model’, Interdisciplinary Journal ofContemporary Research in Business, Volume 4; Pages 629-641.

75

Martin, A., & Roodt, G. (2016). Perceptions of organisational commitment, job satisfaction andturnover intentions in a post-merger tertiary institution. SA Journal of IndustrialPsychology, Volume 34: Pages 23-31.

Martin, H. and Icek, T. (2015). Theory of Reasoned Action. Review of Organizational Behavior,Volume 67; Pages 6-23.

Masri, M. (2016). Job satisfaction and turnover intention among the skilled personnel inTRIplc BERHAD. (Master ), University Utara Malaysia.

Meyer, J. P., & Gagné, M. (2016).Employee engagement from a self-determination theoryperspective. Industrial and Organizational Psychology, Volume 1, Pages 60-62.

Meyer, R. and Gagne, Y. (2016). Self-determination theory of employee engagement. (5th

Edition). Sage Publications, Mexico.

Mitchell, T.R., Holtom, B.C., & Lee, T.W. (2016). How to keep your best employees:Developing an effective retention policy. Academy of Management Executive, Volume 15:Pages 96-109. 40.

Mobley, W. H. (2015). Employee Turnover: Causes, Consequences, and Control. PhilippinesAddison-Wesley.

Mossholder, K., Setton, R., & Henagan, S. (2015). A relational Perspective on Turnover:Examining structural, attitunal, and behavioral predictors. Academy of ManagementJournal, Volume 48: Pages 607-618.

Nahrgang, J.D., Morgeson, F.P., Hofmann, D.A. (2016). Safety at work: a meta-analyticinvestigation of the link between job demands, job resources, burnout, engagement, andsafety outcomes. Journal of Applied Psychology, Volume 96: Pages 71–94.

Nathan, U. (2015). A employee engagement perspective. Sage Publication: Manchester, London.

Ndahiro, D., Shukla, J., & Oduor, J. (2015). Effect of employee engagement on the performanceof government institutions in Rwanda a case of Rwanda revenue authority. InternationalJournal of Business and Management Review, 3 (5), 94-107.

Njunguna, H. and Otieno, V. (2015) The outcomes of planned organizational change in theKenyan public sector focusing on public institutions. Published Thesis, University ofNairobi.

Nordin, N. (2010). The Influence of leadership behavior and organizational commitment onorganizational readiness for change in a higher learning institution. Asia Pacific EducationReview, 13, 239-249.

Oak, H. and George, H. (2016). Human resource management. McGraw-Hill, London.

Oak, T. and Grant, R. (2015). Human Resource Management. (5th Edition). Sage Publications,London.

76

Obonyo, E. S., & Kerongo, F. (2015). Factors affecting strategic change management and theperformance of commercial banks in Kenya: A case study of Kenya commercial bank inNairobi region. European Journal of Business and Management. 7 (15), 109-117

Obrason, T. (2016) Role of human resource management on performance of communicationcompanies in Mexico. International Journal on Strategic Change in Companies, Volume 7:Pages 125-178.

Okumbe JA (2015). Human Resource Management, Nairobi: Education Development andResearch Bureau.

Opiyo, U. (2016) Impacts of human resource practices on employee performance in textilecompanies in Kenya. African Journal in Human Resource, Volume 6: Pages 67-93.

Osman, M., G (2016). Job performance vs. Employee turnover. International Journal inBusiness Management, Volume 67: Pages 112-145.

Ovadge, F. (2016). Motivation. Getting people to do their best. Lagos Bus. School ManagementReview, Volume 67: Pages 112-145.

Pathak, D. (2016). Role of perceived organizational support on stress-satisfaction relationship:An empirical study. Asian Journal of Management Research, Volume 3: Pages 153-177.

Patton, M.Q. (2016). Quantitative and Qualitative Research Approaches. London: Prentice Hall.

Perez, M. (2016). Turnover Intent. University of Zurich, Brüttisellen.

Perryer, C., Catherine, J., Ian, F. and Antontio, T. (2016). “Predicting turnover intentions. Theinteractive effects of organizational commitment and perceived organisational support.”Management Research Review, Volume 33: Pages 911-923.

Prince, T. (2015) Impacts of leadership techniques on performance of coffee companies inBrazil. International Journal in Human Resource, Volume 6: Pages 67-93.

Purcell J. (2014). Employee Engagement based on Theory and Practice. Pearson Education.London

Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2016). Understanding thePeople and Performance Link: Unlocking the Black Box. Chartered Institute of Personneland Development.

Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2016). Understanding thePeople and Performance Link: Unlocking the Black Box. Chartered Institute of Personneland Development.

Rebecca, W. (2015) Impacts of human resource practices on employee performance in textilecompanies in China. Asian Journal in Human Resource, Volume 6: Pages 67-93.

Robinson, O., & Griffiths, A. (2015). Coping with the stress of transformational change in agovernment department. The Journal of Applied Behavioral Science, 41(2), 204-221.

77

Saks, A.M. (2016). Antecedents and consequences of employee engagement. Journal ofManagerial Psychology, Volume 21: Pages 600-619.

Salanova, M., Agut, S. & Peiró, J.M. (2015), “Linking organizational resources and workengagement to employee performance and customer loyalty: the mediation of serviceclimate”, Journal of Applied Psychology, Volume 90: Pages 1217–27.

Sanchez, P., and Mccauley, D. (2016), Measuring and Managing Engagement in a Cross –Cultural Workforce: New Insights For Global Companies. Global Business andOrganizational Excellence.

Schaufeli, W.B., & Bakker, A.B. (2004). Job demands, job resources, and their relationship withburnout and engagement: A multi-sample study. Journal of Organisational Behavior,Volume 25: Pages 293-315.

Schaufeli, W.B., & Bakker, A.B. (2014). Job demands, job resources, and their relationship withburnout and engagement: A multi-sample study. Journal of Organisational Behavior,Volume 25: Pages 293-315.

Schaufeli, W.B., & Bakker, A.B. (2014). Job demands, job resources, and their relationship withburnout and engagement: A multi-sample study. Journal of Organisational Behavior,Volume 25: Pages 293-315.

Schaufeli, W.B., Baker, A.A. & Salanova, M. (2016). Educational and PsychologicalMeasurement.The measurement of work engagement with a short questionnaire. A CrossNational Study. Volume 66: Page 4

Seigts, G. H., & Crim, D. (2016). What engages employees the most or, the ten c’s ofemployee engagement. Ivey Business Journal.

Shimazu, A., Schaufeli, W.B., Kubota, K., & Kawakami, N. (2016). Do workaholism and workengagement predict employee well-being and performance in opposite directions?Industrial Health, Volume 50: Pages 316-321. 57.

Shoaib, V. (2016) Organizational Behaviour and Organization Performance. InternationalJournal in Humanities and Science, Volume 6: Pages 67-93.

Shoham, S. and Perry, M. (2016). Knowledge management as a mechanism for technologicaland organizational change management in Israeli universities. Journal in HigherEducation, Volume 10: Pages 227-301.

Simon, H. B. (2016). Change Management and Organizational Performance. Harvard Press,London.

Simon, M. and Zedan, B. (2016). Role of strategic management on public institutions. BritishJournal of Strategic Change Management, Volume 17: Pages 78-113.

Smollan, R.K., & Sayers, J.G. (2016). Organizational culture, organizational change andemotions: A qualitative study. Journal of Change Management, 9 (4), 435-457

78

Soon, A., Quazi, H.A., Tay, C., & Kelly, K. (2015).Studies on the Impact of Work-LifeInitiatives on Employee & Firm Performance. Executive Report for Public release, Volume42: Pages 214-239.

Stear, R. (2016). Motivation and Work Behaviour. McGraw Hill, U.S.A.

Stephen, T. (2016). Employee turnover and retention. International Journal in BusinessManagement, Volume 67: Pages 112-145.

Taylor S (2016). ‘The Employee Retention Handbook. London: Charted Institute of Personneland Development, Volume 7; Pages 123-147.

Thomas, O. O. (2014). Employee turnover and its effects on organizational performance ofNigerian Telecoms Industries: Empirical insight from Airtel Nigeria. International Journalof Humanities Social Sciences and Education, 1(11), 170-179.

Thomas, Y. and Redds, T. (2016). Employee turnover and business performance. MacMillan,Manchester, London.

Timothy, R. (2016). Employee engagement and competitive advantage. Sage Publications,Mexico.

Tracey, B., & Hinkin, T. (2016). Contextual factors and cost profiles associated withemployee turnover. Cornell Hospitality Quarterly, Volume 49: Pages 12-27.

US. Bureau of Statistics (2016). Job openings and labour turnover survey. Harvard BusinessReview, Pages 77–84.

Van den Berg, B.A.M., Bakker, A.B., & Ten Cate, T.J. (2016).Key factors in work engagementand job motivation of teaching faculty at a university medical centre. Perspectives onMedical Education. Volume 2: Pages 264–275.

Victor, G. (2014). Strategic management in business. London: Addison- Wesley.

Walker JW (2001). “Perspectives” Human resource planning, Volume 24: Pages 6-10

Walton, R.E. (1985) ,‘From control to commitment in the workplace’, Harvard Business Review,Pages 77–84.

Weatherly, L. (2016). Human Capital – The Elusive Asset: Measuring and Managing HumanCapital: A Strategic Imperative for HR. SHRM Research, Quarter 1.

Xanthopoulou, D., Bakker, A.B., Demerouti, E. &Schaufeli, W.B. (2016), “Work engagementand financial returns: a diary study on the role of job and personal resources”, Journal ofOccupational and Organizational Psychology, Volume 82: Pages 183–200.

Xanthopoulou, D., Bakker, A.B., Demerouti, E., &Schaufeli, W.B. (2014).The role of personalresources in the job demands-resources model. International Journal of StressManagement, Volume 14: Pages 121-141.

79

Yeh, C.M. (2015). Tourism involvement, work engagement and job satisfaction among frontlinehotel employees. Annals of Tourism Research, Volume 42: Pages 214-239.

Yin, T. (2014). Case Study Design. Person Education, New Delhi.

Yu, G. and Grant, J. (2016). Human resource management in China companies. Journal ofStrategy Business and Leadership, Volume 37: Pages 67-90.

Zeytinoglu, X. & Denton, R. (2015) Impacts of human resource practices on employeeperformance in textile companies in Germany. European Journal in Human Resource,Volume 6: Pages 67-93.

80

APPENDICES

APPENDIX I: INTRODUCTION LETTER

81

APPENDIX II: NACOSTI PERMIT

82

83

APPENDIX III: QUESTIONNAIRE

I am a student at Kisii University pursuing a master’s degree in human resource management.

My research topic is EFFECTS OF EMPLOYEE ENGAGEMENT FACTORS ON STAFF

TURNOVER IN THE HOSPITALITY INDUSTRY: A CASE OF RATED HOTELS IN

UASINGISHU COUNTY. The information given will be handled with total confidence and at

no time will you be required to identify yourself by name. For you to participate you must be an

employee of this organization. The questionnaire contains two sections part A and B Kindly

answer all the questions as per the instructions. You are free to choose either to participate or not

to participate

SECTION A: DEMOGRAPHIC INFORMATION

Instructions

Tick your answer in the appropriate box

1) What is your gender?

Male { }

Female { }

2) What is your age bracket?

21-30 { }

31-40 { }

41-50 { }Over 51 years { }

3) What is your level of education?

Primary { }

Secondary { }

College { }

University { }

4) For how long have you worked in this organization

Less than 5 years { }

Between 6-8 years { }

Between 9-11 years { }

Over 12 years { }

84

SECTION B: ORGANIZATIONAL JUSTICE

Instruction

Please indicate the extent to which you agree or disagree with each statement by placing a tick

where appropriate using the following scale. Strongly Agree, Agree, Undecided, Disagree,

Strongly Disagree.

PART I: What are the effects of Organizational Justice on employee turnover?

Response Item Stronglydisagree

Disagree Undecided Agree Stronglyagree

There is fairness in distribution of jobroles

In case of a mistake the managementgives chance to the employee toargue his case

This organization supports Socialjustice systems such as grievancesresolution in groups

Employee actively take part indetermining non-financial incentivesoffered at the organization.

85

PART II: LEADERSHIP

Response Item Stronglydisagree

Disagree Undecided Agree Stronglyagree

Good leadership Increases employees' trust in the organization

leadership has enhanced highcustomer service, satisfaction,loyalty and retention

leaders provide support toemployees in case of workchallenges

Leaders have ensured Employeesare involved in decision makingprocesses

PART III: HIGH PERFORMANCE WORK PRACTICES

Response Item Stronglydisagree

Disagree Undecided Agree Stronglyagree

Employees enjoy competenceand performance based payemployee reward and awardprograms increase employee jobsatisfactionThere is a clear path for careeradvancement and development

The hotel human resource management have continuous mentoring and leadership programs which enhance work performance

86

PART V: EMPLOYEE TURNOVER

Stronglydisagree

Disagree Undecided Agree Stronglyagree

In this organization employee leaveinvoluntarilyIn this organization there are highinternal transfers amongstdepartmentsPast turnover rates have negativelyinfluenced employees movement inand out of the organization The organization has managed toprevent turnover

87

APPENDIX IV: KREJCIE AND MORGAN TABLE

Krejcie and Morgan Table

88

APPENDIX V: HOTEL RATING

89

90