BUSI710
Mini Proposal
Liberty University
BUSI710: Foundations of Applied Research Methods
Purpose Statement
As employees leave the company at a rapid rate, it has a negative effect on the
company's efficiency and profitability. Staff turnover is a threat to corporate efficiency and sustainability
because it is related to the loss of human resources. When leaders understand the factors that contribute
to employee turnover, they may develop strategies to boost their company's productivity and
profitability. To develop effective retention strategies, a business must first understand the causes of high
labor turnover (Dwesini, 2019).
The four types of factors found to influence employee turnover intentions directly or indirectly
are personal/demographic variables, organizational variables, social environment, and attitudinal
variables. Individual variables that explicitly or indirectly predict turnover intention include
personal/demographic variables and occupational variables. Attitudinal variables may be influenced by
organizational variables. The most important changeable attitude variables are workplace anxiety,
organizational commitment, and job satisfaction, as they have a significant impact on intention to quit
and situational turnover. Stress has been found to mediate job satisfaction, organizational commitment,
and desire to resign, as well as actual turnover (Rehman & Mubashar, 2017).
General Problem
The general problem to be addressed is the effects of employee turnover on a business. Employee
turnover has long been thought to result in significant losses for businesses due to the reduction of human
and social resources, as well as organizational disturbances. As a result, it will have a negative impact on
organizational success. A significant amount of research has discovered a negative linear association
between turnover and a variety of corporate performance metrics, including revenue, earnings, efficiency,
customer loyalty, and value added (De Winne et al., 2018).
, Attracting and retaining high-performing workers is critical to an organization's performance.
Employee turnover is costly, both in terms of rehiring and training new employees as well as in terms of
losing seasoned employees to potential competitors (Afsar et al., 2018).
Specific Problem
The specific problem to be addressed is the hospitality industry's high turnover rates. According
to a study conducted in Cape Town, South Africa by Ezeuduji and Mbane (2017), high staff turnover in
the hospitality industry is caused by employees believing their wages are poor as compared to their
employment, minimal growth opportunities, inadequate work commitment, weak labor relations, and
long working hours.
Hotels have distinct characteristics that set them apart from other industries. It is a service-
oriented industry of intangible goods. It is a labor-intensive industry, but the job is semi-skilled in nature.
The perplexing ambiguity of the hospitality industry's picture has a negative impact on jobs. It appears to
be glamorous, but it is often thought to be low-skilled, low-status, and low-paying. According to
research, the hotel industry has a negative reputation among workers, implying that the industry would
have more trouble attracting, hiring, and retaining quality employees (Datta, 2020).
Quantitative Research Question
Does stress have an impact on turnover intentions of front-line hospitality industry employees?
In recent decades, occupational stress has been recognized as a major contributor to poor job
outcomes for both employees and organizations. Reduced job productivity, increased accidents,
absenteeism, turnover, inconsistent performance, and high work–family conflicts are just a few of the
negative effects of occupational stress (Yousaf et al., 2019). Occupational stress has been described as a
major problem for front-line workers in the hospitality industry. Work stress has long been regarded as
one of the most important issues faced by managers in the hospitality industry, as it affects the
efficiency, positive health, and turnover intentions of all levels of workers, including managers and hourly
employees (Rehman & Mubashar, 2017).
Mini Proposal
Liberty University
BUSI710: Foundations of Applied Research Methods
Purpose Statement
As employees leave the company at a rapid rate, it has a negative effect on the
company's efficiency and profitability. Staff turnover is a threat to corporate efficiency and sustainability
because it is related to the loss of human resources. When leaders understand the factors that contribute
to employee turnover, they may develop strategies to boost their company's productivity and
profitability. To develop effective retention strategies, a business must first understand the causes of high
labor turnover (Dwesini, 2019).
The four types of factors found to influence employee turnover intentions directly or indirectly
are personal/demographic variables, organizational variables, social environment, and attitudinal
variables. Individual variables that explicitly or indirectly predict turnover intention include
personal/demographic variables and occupational variables. Attitudinal variables may be influenced by
organizational variables. The most important changeable attitude variables are workplace anxiety,
organizational commitment, and job satisfaction, as they have a significant impact on intention to quit
and situational turnover. Stress has been found to mediate job satisfaction, organizational commitment,
and desire to resign, as well as actual turnover (Rehman & Mubashar, 2017).
General Problem
The general problem to be addressed is the effects of employee turnover on a business. Employee
turnover has long been thought to result in significant losses for businesses due to the reduction of human
and social resources, as well as organizational disturbances. As a result, it will have a negative impact on
organizational success. A significant amount of research has discovered a negative linear association
between turnover and a variety of corporate performance metrics, including revenue, earnings, efficiency,
customer loyalty, and value added (De Winne et al., 2018).
, Attracting and retaining high-performing workers is critical to an organization's performance.
Employee turnover is costly, both in terms of rehiring and training new employees as well as in terms of
losing seasoned employees to potential competitors (Afsar et al., 2018).
Specific Problem
The specific problem to be addressed is the hospitality industry's high turnover rates. According
to a study conducted in Cape Town, South Africa by Ezeuduji and Mbane (2017), high staff turnover in
the hospitality industry is caused by employees believing their wages are poor as compared to their
employment, minimal growth opportunities, inadequate work commitment, weak labor relations, and
long working hours.
Hotels have distinct characteristics that set them apart from other industries. It is a service-
oriented industry of intangible goods. It is a labor-intensive industry, but the job is semi-skilled in nature.
The perplexing ambiguity of the hospitality industry's picture has a negative impact on jobs. It appears to
be glamorous, but it is often thought to be low-skilled, low-status, and low-paying. According to
research, the hotel industry has a negative reputation among workers, implying that the industry would
have more trouble attracting, hiring, and retaining quality employees (Datta, 2020).
Quantitative Research Question
Does stress have an impact on turnover intentions of front-line hospitality industry employees?
In recent decades, occupational stress has been recognized as a major contributor to poor job
outcomes for both employees and organizations. Reduced job productivity, increased accidents,
absenteeism, turnover, inconsistent performance, and high work–family conflicts are just a few of the
negative effects of occupational stress (Yousaf et al., 2019). Occupational stress has been described as a
major problem for front-line workers in the hospitality industry. Work stress has long been regarded as
one of the most important issues faced by managers in the hospitality industry, as it affects the
efficiency, positive health, and turnover intentions of all levels of workers, including managers and hourly
employees (Rehman & Mubashar, 2017).
