ISSN: 2222-6990
Open access
The issue of high employee turnover has long been a cause of concern for many organizations’ human resource managers and employers, particularly those working in the hospitality industry. The management, HR department, and HR management (Managers and supervisors) would be interested in this research to modify and enhance the turnover method based on the employee’s perception and motivation. This is since the research identifies the causes of high employee turnover in the hospitality sector through the Urban Inn case study. The problem statement of this study will investigate the relationship between various push factors and staff turnover at the Urban Inn Hotel in Kedah to better understand the problem. The hypothesis is to investigate and define that there is a significant relationship between career and development growth, job satisfaction, salary, workplace environment, communication and relationship with superiors as well as subordinates, and employee turnover. The research utilized a quantitative approach as its methodology. The data in this study are assessed automatically using the SPSS version 28.0.1.1. The probability sampling technique was used for this study, which means that all competent people in the population have an equal probability of being chosen. A survey questionnaire that respondents were able to administer to themselves was used to acquire the data for this study. A sample method known as simple random sampling was utilized. The non-managerial staff who work in the Urban Inn Hotel in Kedah make up the target population for this campaign and a total of 62 samples from the staff of Urban Inn Hotel responded to the questions. The findings show the alpha value for employee turnover was 0.83. Hence, the results of alpha shown in the seven instruments in this research study were described as very good (0.80 to 0.90). The Urban Inn Hotel survey revealed that employee turnover is linked to a variety of factors, including growth in career and development, satisfaction with the job, salary, quality of the work environment, and communications and relationships with superiors and subordinates. The survey results supported the hypotheses of the study, indicating a strong correlation between the criteria outlined above and turnover. Furthermore, the survey results revealed that over half of respondents are satisfied with the work objectives and direction provided by the organization. The information has been laid up in the form of tables, figures, and charts. It is recommended that future research should employ a combination of quantitative and qualitative methods, provided that sufficient time and improved tools are available. Qualitative research methods should be employed in lieu of quantitative research approaches, and a plan should be developed to combine the two approaches. Furthermore, it is suggested that the scope of the research be extended to cover additional states, including those in Malaysia, Malaysia, and Penang, Malaysia. Mediation should be included in the research, including promotion, job satisfaction, salary, communication, and employee engagement activities.
Abuseif, S., & Ayaad, O. (2018). The relationship between organizational commitment and nurses’ turnover intention behavior at tertiary private hospitals in Najran, KSA. International Journal of Academic Research in Business and Social Sciences, 8(6), 764-772.
Abuhashesh, R., Al-Dmour & Masa’deh, R. (2019). Factors That Affect Employees' Job Satisfaction and Performance to Increase Customers’ Satisfactions. https://doi.org/ 10.5171/2019.354277
Agolla, J., & Ongori, H. (2018). Occupational Stress and Its Effects on Organizational Performance. Journal of Management Research, Vol 8, N0. 3, pp. 123-135.
Agovino, T. (2019), “To have and to hold [Online]”, The Society for Human Resource Management (SHRM). https://www.shrm.org/hr-today/news/all-things-work/pages/to-have-and-to-hold.aspx (accessed 18 November 2020).
Afsar, B., Shahjehan, A., and Shah, S. I. (2018), “Frontline employees' high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in the hospitality industry”. International Journal of Contemporary Hospitality Management, Vol. 30 No. 3, pp. 1436-1452. doi: 10.1108/IJCHM-11-2016-0633.
Ahmad, R., Scott, N. V. (2014). Managing the front office department: Staffing issues in Malaysian hotels. Anatolia. An International Journal of Tourism and Hospitality Research. Vol. 25. No 1, pp. 24-38.
An, Seung-Ho. (2019). Employee Voluntary and Involuntary Turnover and Organizational Performance: Revisiting the Hypothesis from Classical Public Administration. International Public Management Journal. 22. 1-26. 10.1080/10967494.2018.1549629.
Ardestani, M. M., Kinnaird, C. R., Henderson, C. E., Hornby, T. G. (2019). Compensation or Recovery? Altered Kinetics and Neuromuscular Synergies Following High-Intensity Stepping Training Poststroke. Neurorehabilitation and Neural Repair. 2019;33(1):47-58. doi:10.1177/1545968318817825.
Aliyu, O. A., & Nyadzayo, M. W. (2018). Reducing employee turnover intention: A customer relationship management perspective. Journal of Strategic Marketing, 26(3), pp. 241-257.
Brenda, L. B., & Anne, K. (2020). Transformational Leadership Style and Employee Job Satisfaction in County Government of Kakamega, Kenya. International Journal of Research in Business and Social Science. Vol 9. No. 5. ISSN: 2147-4478 https://doi.org/10.20525/ijrbs.v9i5.821
Brown, E., Sherwood, Jayme, P., Sabrina, V., Helm, & Alexandra, K. (2020). "The relative importance of reputation and pride as predictors of employee turnover in an academic medical center." Health Care Management Review 47, no. 1 (2022): 66-77.
Bhatt, R., & Sharma, M. (2019). Employee Engagement: A Tool for Talent Management, Retention, and Employee Satisfaction in The It/Its Companies in India. International Journal of Research in Commerce & Management. Vol. 10, No. 8.
Cheah, Wan, T. L., Pei, R. L., Shi, K. T., Xiao, F.,Y, & Yan, Y. (2019). A study on the factors of job turnover intention in Malaysia retail industry. Final Year Project, UTAR.
Conner, C. (2018). How Better Communication Prevents Painful Turnover. Forbes. https://www.forbes.com/sites/cherylsnappconner/2018/06/24/how-better-communication-prevents-painful-turnover/
Chron, C. (2020). The Effect of Job Descriptions on Employee Performance. (n.d.). Work - Chron.com. https://work.chron.com/effect-job-descriptions-employee-performance-23428.html
Chiradeep. (2021). What Is Employee Retention? Definition, Strategies, and Ideas, With Examples - Spiceworks. (n.d.). Spiceworks.
https://www.spiceworks.com/hr/engagement-retention/articles/what-is-employee-retention/https://www.spiceworks.com/hr/engagement-retention/articles/what-is-employee-retention/
Davis, O. A. (2018). Strategies for Low Employee Turnover in the Hotel Industry - ProQuest. (n.d.). Strategies for Low Employee Turnover in the Hotel Industry - ProQuest. https://www.proquest.com/dissertations-theses/strategies-low-employee-turnover-hotel-industry/docview/2033582016/se-2
Ferreira, R. P., Ruben, S., B., Isaias, M. S., & Miguel. (2021). Decision Factors for Remote Work Adoption: Advantages, Disadvantages, Driving Forces and Challenges. Journal of Open Innovation: Technology, Market, and Complexity. Vol.7.
Garcia-Rodriguez, F. J., Dorta-Afonso, D., & Gonzalez-de-la-Rosa, M. (2020). Hospitality diversity management and job satisfaction: the mediating role of organizational commitment across individual differences. International Journal of Hospitality Management, 91, 102698.
Grawitch & Ballard. (2019). Chapter 2: Pseudoscience won’t create a psychologically healthy workplacehttps://doi.org/10.4337/9781788113427.00009
Han, J. W. (2022), "A review of antecedents of employee turnover in the hospitality industry on individual, team and organizational levels". International Hospitality Review, Vol. 36 No. 1, pp. 156-173. https://doi.org/10.1108/IHR-09-2020-0050
Hansen, M. (2018). Cultivating change: The relationship between organizational culture, leadership style, and communication style with organizational change. (Doctoral dissertation, Marquette University).
Hasan, Z. U., Khan, M. I., Butt, T. H., Abid, G., & Rehman, S. (2020). The balance between work and life for subjective well-being: A moderated mediation model. Journal of Open Innovation: Technology, Market, and Complexity, Vol. 6, No. 4. Pp. 127.
Hakanen, J. J., Peeters, M. C., Schaufeli, W. B. (2018). Different types of employee well-being across time and their relationships with job crafting. J. Occup. Health Psychol. Vol. 23. Pp. 289–301.
Helious. (2021). How to Create Team Culture in a New Environment. Helious Hr. Retrieved August 5, 2023, from https://www.helioshr.com/blog/how-to-create-a-new-team-culture-from-scratch
Holliday. (2021). 10 Benefits of Employee Retention for Businesses. ORACLE NETSUITE. Retrieved August 5, 2023, from
https://www.netsuite.com/portal/resource/articles/human-resources/employee-retention-benefits.shtml
Sirgy, J. M. (2019). Promoting quality-of-life and well-being research in hospitality and tourism. Journal of Travel & Tourism Marketing, Vol. 36. Pp. 1 - 13.
Kaur, Raminderpreet & Randhawa, Gurpreet. (2021). Supportive supervisor to curtail turnover intentions: do employee engagement and work–life balance play any role?. Evidence-based HRM a Global Forum for Empirical Scholarship. 9. 241-257. 10.1108/EBHRM-12-2019-0118.
Koo, B., Yu, J., Chua, B. L., Lee, S., & Han, H. (2020). Relationships among emotional and material rewards, job satisfaction, burnout, affective commitment, job performance, and turnover intention in the hotel industry. Journal of Quality Assurance in Hospitality & Tourism, 21(4), 371-401.
Kanapathipillai, K., & Azam, S. M. (2020). The Impact of Employee Training Programs on Job Performance and Job Satisfaction in The Telecommunication Companies In Malaysia. European Journal of Human Resource Management Studies. Vol. 4, No.3. Pp. 1-17.
Kurschner. (2012). No End in Sight: Majority of Professionals Believe Employee Turnover will Increase in 2022, According to Korn Ferry Survey Nearly Half Say Company Operations Are Being Negatively Impacted Due to Shortage. Https://Www.Kornferry.Com/. Retrieved August 5, 2023, from
https://www.kornferry.com/about-us/press/no-end-in-sight
Li, J., Bonn, M. A., & Ye, B. H. (2019). Hotel employee's artificial intelligence and robotics awareness and its impact on turnover intention: The moderating roles of perceived organizational support and competitive psychological climate. Tourism Management.
Masri, N., & Suliman, A.(3919).Talent Management, Employee Recognition and Performance in the Research Institutions. Studies in Business and Economics. Vol. 14, No. 1. Pp. 127-140. https://doi.org/10.2478/sbe-2019-0010
McAdam. (2019). High staff turnover? 5 steps to reduce employee drain. (2019, January 24). Mcadamsiemon. Retrieved August 5, 2023, from https://mcadamsiemon.com.au/staff-retention-ideas-and-strategies/
Memon, S. B., Soomro, S. B., & Kumar, S. (2018). Assessing the work engagement, work practices, and work performance in banks. Journal of Administrative and Business Studies. Vol. 4, No. 3. Pp. 165-184.
Milka, Kerubo, & Eunicares. (2017). Factors affecting employee turnover in hospitality establishments in Kisii Town, Kenya. Merit Research Journal of Business and Management, Vol. 5, No. 1. Pp. 30–40.
http://www.meritresearchjournals.org/bm/index.htm
Mistry, S., Kirkman, B. L., Moore, O. A., Hanna, A. A., & Rapp, T. L. (2022). Too many teams? Examining the impact of multiple team memberships and permanent team identification on employees’ identity strain, cognitive depletion, and turnover. Personnel Psychology.
Narayanan, A., Rajithakumar, S., & Menon, M. (2019). Talent Management and Employee Retention: An Integrative Research Framework. Human Resource Development Review, 18(2), 228–247. https://doi.org/10.1177/1534484318812159
Hosen, M. E. (2022). Factors Affecting Employee Turnover in Multinational Companies in Malaysia. Malaysian Management Journal, Vol. 26. Pp. 31–54. https://doi.org/10.32890/mmj2022.26.2
Omanwar, S. P., & Rakesh, K. K. (2021). Servant leadership, organizational identification, and turnover intention: an empirical study in hospitals. International Journal of Organizational Analysis. Vol. 30, No. 2. Pp. 239-258.
Park, J., and Min, H. K. (2020), “Turnover intention in the hospitality industry: ameta-analysis”, International Journal of Hospitality Management, Vol. 90, p. 102599.
Peltokorpi, Vesa & Allen, David & Shipp, Abbie. (2022). Time to leave? The interaction of temporal focus and turnover intentions in explaining voluntary turnover behavior. Applied Psychology. 10.1111/apps.12378.
Puhakka, I. J., Nokelainen, P., & Pylvas, L. (2021). Learning or leaving? Individual and environmental factors related to job satisfaction and turnover intention. Vocations and Learning, 14(3), 481-510.
Ran, L., Chen, X., Peng, S., Zheng, F., Tan, X., & Duan, R. (2020). Job burnout and turnover intention among Chinese primary healthcare staff: the mediating effect of satisfaction. BMJ open, 10(10), e036702.
Rasheed, M. I., Okumus, F., Weng, Q., Hameed, Z., & Nawaz, M. S. (2020). Career adaptability and employee turnover intentions: The role of perceived career opportunities and orientation to happiness in the hospitality industry. Journal of Hospitality and Tourism Management, 44, 98-107.
Ratnasari, F., Nazir, L. O. H. Z., Toresano, S. A., Pawiro, and Soejoko, D. S. (2016). The correlation between effective renal plasma flow (ERPF) and glomerular filtration rate (GFR) with renal scintigraphy 99mTc-DTPA study. http://iopscience.iop.org/1742-6596/694/1/012062
Sampson, W., Akyeampong, O. (2014). Work-related stress in hotel: An analysis of the causes and effects among frontline hotel employees in the Kumasi Metropolis, Ghana. Journal of Tourism and Hospitality. Vol. 3, No. (2). Pp. 127-135.
Sanyal, & Hisam. (2018). Impact of Training and Development on the Performance of Employees - A Comparative Study on Select Banks in Sultanate Of Oman. International Journal of Scientific Research and Management , 6(3), 191–198. https://doi.org/10.18535/ijsrm/v6i3.em02
Soomro, A. A., Breitenecker, R. J., & Shah, S. A. M. (2018). Relation of work-life balance, work-family conflict, and family-work conflict with the employee performance-moderating role of job satisfaction. South Asian Journal of Business Studies, 7(1), 129-146.
Skidmore, S. (2022). study.com. Retrieved August 5, 2023, from https://study.com/learn/lesson/employee-turnover-rate-concept-examples.html
Turney, S. (2022). Pearson Correlation Coefficient (r) | Guide & Examples. Scribbr. https://www.scribbr.com/statistics/pearson-correlation-coefficient/
Hamid, S. (2020). Impact of Reward and Recognition on Employee Engagement: A Case Study Of Taj Group Of Hotels, New Delhi. International Journal of Academic Research & Development.
Sungu, L. J., Weng, Q., & Xu, X. (2019). Organizational commitment and job performance: Examining the moderating roles of occupational commitment and transformational leadership. International Journal of Selection and Assessment, 27(3), 280-290.
Sull, D., Sull, C., & Zweig, B. (2022). Toxic culture is driving the great resignation. MIT Sloan Management Review, 63(2), 1-9.
Symitsi, E., Stamolampros, P., Daskalakis, G., & Korfiatis, N. (2018). Employee satisfaction and corporate performance in the UK. Socially Responsible Investment eJournal.
Tan, K.-L., Sim, P.-L., Goh, F.-Q., Leong, C.-M., and Ting, H. (2020), "Overwork and overtime on turnover intention in non-luxury hotels: Do incentives matter?", Journal of Hospitality and Tourism Insights, Vol. 3 No. 4, pp. 397-414. https://doi.org/10.1108/JHTI-09-2019-0104
Tepayakul, R., & Rinthaisong, I. (2018). Job Satisfaction and Employee Engagement among Human Resources Staff of Thai Private Higher Education Institutions. International Journal of Behavioral Science, 13(2).
Zainal, N. S. B., Wider, W., Lajuma, S., Ahmad Khadri, M. W. A. B., Taib, N. M., & Joseph, A. (2022). Employee Retention in the Service Industry in Malaysia. Frontiers in sociology, 7, 928951. https://doi.org/10.3389/fsoc.2022.928951
(Nor et al., 2023)
To Cite this Article: Nor, S. M., Azmee, D. S. S., Khew, S. Y., & Yap, C. K. (2023). Factors Influencing (Push Factor) Employees Turnover in The Hospitality Industry in Kedah: A Case Study of – Urban Inn Hotel, Kedah. International Journal of Academic Research in Business and Social Sciences, 13(9), 1558–1574.
Copyright: © 2023 The Author(s)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode