Final Research

TOSSA COLLEGE OF ECONOMIC DEVELOPMENT (TCED) DEPARTMENT OF MANAGEMENT MASTER OF BUSINESS ADMINISTRATION (MBA) PROGRAM FACTORS AFFECTING EMPLOYEE TURNOVER INTENTION ON HOTELS IN THE CASE OF DESSIE CITY A THESIS SUBMITTED TO DEPARTMENT OF MANAGEMENT, TOSSA COLLEGE OF ECONOMIC DEVELOPMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF MASTER IN BUSINESS ADMINISTRATION BY: WUBETU TEGEGNE ADVISOR: GIRMA TEFERA (PhD) JUNE, 2024 DESSIE, ETHIOPA Declaration I, the undersigned, declare that this research paper is my original work, prepared under the guidance and supervision of my advisor Girma Tefera (Ph.D.). All sources of materials used for the thesis have been duly acknowledge. I further confirm that the thesis has not submitted either in part or in full to any other higher learning institution for the purpose of earning any degree. Name: Wubetu Tegegne Signature: ____________ Date: ________________ I Endorsement This is to certify that the thesis proposal entitled “Factors affecting employees turnover intention on hotels in case of Dessie City” to be submitted to Tossa Economics Development College, in partial fulfilment of the requirements for the award of Master of Business Administration (MBA) Degree is a record of original research proposal work done by Wubetu Tegegne Endalew (ID: TCGR/212/15) under my supervision. Therefore, I recommended for the next step of research activity to be conducted as per the guidelines of the college. Name of Advisor: __________________________________ Signature: ________________________________________ Date: ____________________________________________ II Tossa College of Economic Development Department of Management Master of Business Administration Program Approval Sheet This is to certify that this thesis entitled “Factors affecting employees turnover intention on hotels in case of Dessie City” undertaken by Wubetu Tegegne under my guidance for the partial fulfilment of the degree of Master of Business Administration at Tossa College of Economic Development to the best of our knowledge, is an original work and not submitted earlier for any degree either at this College or any other College. Advisor: Girma Tefera (PhD) Signature: ________________________ Date: ____________________________ As member of the Board of examiner for open Defence examination, we certify that we have read and evaluated the thesis prepared by Wubetu Tegegne and examined the candidate. We recommend that the thesis can be accepted as fulfilling the thesis requirement for the degree of Master of Business Administration. _______________________ _________________ Internal Examiner Signature __________________ _____ __________________ External Examiner Signature III _______________ Date _____________ Date Acknowledgements First and foremost, I would like to express my highest gratitude to GOD for the blessing, love, opportunity, health and mercy for me to complete this thesis. In this valuable chance, I personally would like to express my gratitude and appreciation to my advisor Girma Tefera (Ph.D.) for his motivation, advice, support, and even remark that he had contributed towards the completion of my paper. My special appreciation and heartily thankful to my families, for their support, insightful suggestions, and endless patience from the beginning of thesis work paper towards the end. Lastly, I offer my regards and appreciation to all of those who supported me in any aspect during the completion of the project. May GOD always bless you! IV List of Acronyms & Abbreviations ETI Employee Turnover Intention HR Human Resource HRP Human Resources Professionals KPI Key Performance Indicators PMIS Plan Management and Information System PPC Procurement and Property Control QAS Quality Assurance Service RSIS Research and System Improvement Service TCDE Tossa College of Economic Development V Table of Contents Contents Pages No- Declaration ....……..…...........………………………………………………..…… I Endorsement ....……..…...........……………………………..……………...….… II Approval Sheet ....……..…........……………………………..……………..….… III Acknowledgement ....……..…...........……………………………….………..…. IV List of Acronyms and Abbreviations …………....…………………..……………. V Table of Contents …………………………………………………….………….. VI Abstract …………………………………………………………………………... X CHAPTER ONE 1. Introduction ………………………….…………….……………………………1 1.1 Background of the Study ………….….....…….……………………………1 1.2 Statement of the Problem …………………..….……………………………4 1.3 Objectives of the Study ……………….….…....………………………...….5 1.3.1 General Objective ……………....…….………….…………….……........5 1.3.2 Specific Objectives ……............……..………………..……….…………5 1.4 Research Questions…….......………………..……………………………...5 1.4.1 Hypothesis…………….....……...….......……….………….……………..6 1.5 Scope of the Study ………….………………………………………………6 1.6 Significance of the Study ………….………...….………………………….7 1.7 Limitations of the Study …………..…………….…………………………..8 1.8 Organizations of the Thesis ……………..……....…………………………..8 1.9 Operational Definitions of key terms………….…………………………….9 VI CHAPTER TWO 2. Literature Review …………………………………….…………………..……10 2.1 Theoretical Review …………………...………….……………………..…10 2.2 Definitions of Employee Turnover Intention …….………………………..14 2.3 Types of Turnover ………………………………………………………...16 2.4 Factors Affecting Employees Turnover Intention ………………………....17 2.5 Employees Retention Techniques …………………………………………22 2.6 Consequences of Employee Turnover ………………….…………………25 2.7 Methods to Minimize Employee Turnover ………..………………………26 2.8 Empirical Review ………………………………………..………………..27 2.9 Conceptual Framework ………………………………...…………………28 CHAPTER THREE 3. Research Design and Methodology ……………………………....……………29 3.1 Research Design ………………………………..…………………………29 3.2 Research Approach ……………………………………….………………29 3.3 Populations of the Study ……………………………….. ….……………..30 3.4 Source and Types of Data Collection………………………….…………...31 3.4.1 Questionnaire……..………………………...……………………………32 3.5 Sampling Methods ………………….……………………….…………….32 3.6 Methods of Date Analysis …………………………...……….………...…33 3.7 Model Specification ………………………………………….………...….34 3.8 Ethical Consideration ………………………….………………………….34 3.9 Validity and Reliability ……………..………….………………………….35 VII CHAPTER FOUR 4. Data Presentation, Analysis and Interpretation ………………………………37 4.1 Introduction…………………….……………………………….…………37 4.2 Questioner and Response Rate …………………………………………....37 4.3 Date Analysis ……………………………………………..………………38 4.4 Demographic Characteristics of Respondents ……………………………38 4.5 Descriptive Statics…………………………………………………………42 4.6 Inferential Statistics …………………………………………………….…51 4.6.1 Correlation Analysis ……………………....…………………………..52 4.6.2 Regression Analysis…………………....………………………………54 4.6.3 Assumption Tests of Multiple Regression …………...……….……….55 4.6.3.1 Linearity Test……………………………………………..…………55 4.6.3.2 Normality Distribution………………………..……………………..56 4.6.3.3 Homoscedasticity………………………………..…………..………57 4.6.3.4 Test for Autocorrelation………………………………...……….…..59 4.6.3.5 Multicollinearity Test ………………………………………...…..…60 4.6.3.6 Analysis of Variance /ANOVA/ ………………..……………….…61 4.6.4 Multiple Regression/Model Summery …………...……………………62 4.6.5 Regression Model Coefficient ………………………..…………..…...64 4.6.6 Hypothesis Testing ……………….………………………...………….66 VIII CHAPTER FIVE 5. Summary of Major Findings, Conclusions and Recommendations ….………69 5.1 Summary of Major Findings ………………………………………..……...69 5.2 Summary ……………………………………………………………...….…69 5.3 Conclusions ……………………………………………..……………….…72 5.4 Recommendations………………………………………..…………………73 5.5 Directions for Future Researchers ………………………..……………..….74 References ………………………………………………………………………..75 Appendix’s ………………………………………………………………….…….81 Questionnaire ……………………………………….…………………………….89 IX ABSTRACT The purpose of this study was to identify factors affecting turnover intention in existing hotels employees of in Dessie City. The prerequisite/plan to leave one’s job or organization is referred as turnover intention. The researcher reviewed varies empirical works focused on push(internal) factors (lower salary, poor working condition, less career growth/promotion) and pull(external) factor (alternative job and job hop). Employee turnover is a serious obstacle to organizational efficiency, quality, and profitability of firms of all sizes, which is considered to be one of the challenging issues in business activity. The study followed quantitative approach and its type was descriptive and explanatory research design. Stratified random sampling techniques were used to select a sample of 200 respondents from a target population of 400 by using Yemane Taro formula at 95% confidence level. Out of whom 200 respondents have 192 completed and return the questionnaire. Descriptive and inferential statistics are used while analysing the data with the help of SPSS version 21. The result of correlation analysis evidence salary, career growth, working condition, alternative job and job hopping has statistically positive and strong relationship with turnover intention. And also as a result of regression indicates salary, career growth, working condition, alternative job and job hopping has a positive and significant effect with adjusted R2 90.9%. According to Coefficients of regression analysis a mean score value of turnover intention is 0.188 which means level of turn over intention on hotels in Dessie city is 18.8%. The researcher suggests that for the owner and management of the hotels in Dessie city should have to work more to make minimize turnover intention to have better level of the hotel success. Key words; Employee Turnover, Turnover intention X CHAPTER ONE 1. INTRODUCTION Organizations invest a lot on their employees in terms of induction and training, developing, maintaining and retaining them in their organization. Therefore, manager’s a tall costs must minimize employee’s turnover. Although, there is no standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover Kevin et al. (2004). Therefore, there should be a need to develop a fuller understanding of the employee turnover, more especially, the sources- what determines employee turnover, effects and strategies that managers can put in place minimize turnover. With globalization which is heightening competition, organizations must continue to develop tangible products and provide services which are based on strategies created by employees. These employees are extremely crucial to the organization since their value to the organization is essentially intangible and not easily replicated Meaghan et al. (2002). Therefore, managers must recognize that employees as major contributors to the efficient achievement of the organization’s success Abbasi et al. (2000). Managers should control employee turnover for the benefit of the organization success. The literature on employee turnover is divided into three groupings: sources of employee turnover, effects of turnover and the strategies to minimize turnover. 1.1 Background of the Study HOTEL word came from Latin Word HOSPITIUM, that mean living room. This word then undergo a process of change in understanding and distinguishing the guest house to the mansion house that developed at that time, the large house called hostels. Hostel leased to the general public to stay and rest a while, and coordinated by a host. Along with the development and to the satisfaction of the demands, where people do not like that too much regulation in the hostel, the hostel then undergoes a change, the removal of the letter “s” in the word hostel so into the hotel. Hotel is a building, symbol, company or business entity that provides services accommodation, food and beverage providers and other service facilities where all the services are intended for the people, whether they are staying overnight at the hotel or those who only use the facilities. -1- According to the experts the definition of hotel: Rumekso (2002:2) states that hotel is a building which hires the rooms with the facilities such as food and beverage which is run well to get the benefits. Sulastiyono (2007:3) says that hotel is an accommodation that gives the facilities like rooms, food and beverage and other supporting facilities such as sport area, and laundry. According to Tarmoezi and Manurung (2007:1) hotel is a building that provides the rooms with the supporting facilities such as the food and beverage. Base on the definition, hotel is not only sells the room but hotel is one of accommodation that sell the other facilities. Steadmon (2003:8) in Fadmawati also states that a hotel may be defined as an establishment whose primary business is providing lodging facilities for the general public and which furnishes one or more of the following services. The term "hotel" refers to a type of business that offers food, drinks, and other amenities as part of its commercially managed lodging services. As stated in SK Menparpostel No. KM 34/NK.103/MPPT 87, "a hotel is a type of accommodation that employs part or all of the building area to provide sleeping, eating, drinking, and other services for the public that are operated commercially." Hotel definition from SK Menparpostel Nomor KM 94/ HK 103/MPPT 1987 is a type of accommodation that use part or all of the building to provide an accommodation, eating and drinking as well as other services to the public, which is managed commercially. The hotel is a public housing facilities to travellers by providing room services, food and beverage providers and accommodation with the payment terms. (Lawson, 1976:27). Hotel is a building or an institution that provides room to stay, eat and drink as well as other services to the public (Webster dictionary).Thus, it can be concluded that the hotel is a building providing lodging services, food and beverage, and other services that are intended for general and commercial managed. Regarding the definition, the researcher tries to address the factors affecting employee turnover intention in the case Hotel of Dessie City. The researcher uses five of the hotels that are found in Dessie City. i.e. - Golden Gate Hotel - Lucy International Hotel - Aytyefe Hotel -2- - Hotel Time - Four View Hotel The heart and soul of any business are its employees (McConnell, 2007). Employee turnover is the percentage of workers who leave a company after a predetermined amount of time. Employee turnover intention refers to employees who intend or plan to quit their current job position or employees who meant to leave but did not really depart were more likely to have high absenteeism rates and more likely to have their employment terminated. The push/control/internal factors (salary, working conditions, and career growth opportunities) and pull/uncontrolled/external factors (alternative job opportunities, and job hopping) that either deter or encourage employee turnover intention within the organization ABDUL HAMEED and Umer Kebite (2018). Pull factors are those reasons that attract the person to a new place of work. Push factors are aspects that drive the employee towards the exit door. They make the person want to leave, make them start thinking about other options. High employee turnover is one of the most difficult problems in business today and can seriously impede organizational effectiveness, quality, and profitability of businesses of all kinds. Organizations spend a lot of money on their workers' on boarding, training, development, maintenance, and retention. As a result, human resource management should satisfy employees' basic requirements and offer a pleasant workplace, competitive pay, and other advantages in order to lower turnover. According to (AlBattat, Som, & Management, 2013) there are other costs connected with labour turnover which include separation, recruitment costs, selection costs, hiring costs, relocation expenses, uniforms and lost productivity costs. Human resources professionals(HRP) take the term “employee turnover” as a description of the rate at which employees leave their jobs thereby warranting replacement and concerned with all aspects of how people are employed and managed in an organization (Kreitner et al., 2003). Employee turnover increases organizational expenses that accrue from employee recruitment and training (Noe, Hollenbeck, Gerhart, & Wright, 2006). Employee turnover influences both employees and the organizations they work for: employees may be required to learn new skills in new jobs, while firms may incur costs due to the hiring and training of new recruits. This study is proposed to analysis factors affecting employee turnover intention in case of Hotels in Dessie City. And also provides clear information for the management about in reducing high rate of employee’s turnover and re-engineering this working environment to enhancing level of job satisfaction. -3- 1.2 Statement of the Problem In today’s business environment, employee turnover has become a serious problem because it brings financial and moral impacts on the organizations scarce resources (Abbasi & Hollman, 2000). If skilled and professionals workers often leave the organization due to various reasons and these results decreasing efficiency of the organization and also create additional burden on the remaining staff to cover the task of the vacancy. When employees quit the organization, the organization has to suffer a great amount of direct and indirect cost for hiring new employee (Mabindisa, 2014; Ongori, 2007). According to Pawar and Chakravarthy (2014) in fusion healthcare organization of India in hotel employees of Taiwan found work environment consider as one of the factor that can influence on employee turnover intention. Employee turnover is influenced by a variety of factors, including unattractive pay packages. Bean (2009) and samsuzzoha (2010) in Bangladesh banking sector stated that many factors such as wages, company benefit, company attendance, job performance and poor relationship with management have played a significant role in employee turnover. Makhdoom, T. R. (2018) found less support of supervisors can affect employees’ turnover in paint industry of Pakistan. According to Farooqui and Ahmed's (2013) analysis of age and length of employment as demographic factors, rewards and perks, work environment, supervisor conduct, job security, and improved employment chances are some of the major reasons why employees leave their jobs. MINALU, T. (2018) concluded that salary and benefits are the most highly affecting factors on employees‟ decision to quit in the Ethiopian Evangelical Church MekaneYesus. According to the U.S. Bureau of Statistics, the average turnover rate in the U.S. is about 10% to 15% normal annually. Thus, it is difficult for the firm to realize its objectives without its employees unless a means is established to manage the rate of turnover. According to KEBITE, U. (2018), employees leave their jobs willingly for a variety of reasons. These reasons can be either pull (external) or push (internal) causes, or they can occasionally be a combination of both pull and push factors. A new job's appeal is one of the pull factors, particularly in an expanding economy. In these situations, the push element may be a person's dissatisfaction with their current job, which encourages them to look for alternative employment elsewhere, while the availability of alternative positions attracts an employee to leave a particular firm. -4- Accordingly, there is a problem through an organization like push (internal) factor (low salary, limited career growth opportunity and poor working condition,) and pull (external) factor (having alternative job and job hopping) due to this the experienced employees intent to leave the company which lead to a loss of productivity, profitability, corporate knowledge, skills and competencies then the company incurs an additional cost when hiring new employee. In addition to this; as reviewed literature in the above indicates so many researches has undertaken to different sector like, Ethiopian Evangelical Church Mekane Yesus, paint industry of Pakistan, hotel in Taiwan, etc. Therefore, there is gap on doing factors affecting employee turnover intention on textile manufacturing sector in Ethiopia especially in hotel in Dessie city and the reason for selecting this service sector is showing an alarming employee turnover rate. Due to these reasons the researcher is interested to investigate factors of employee turnover intention at Hotel in Dessie City with the prime goal of recognizing the major causes of employee turnover to alleviate the ongoing problem situation. 1.3 Objectives of the Study 1.3.1 General Objective The main objective of this study is to examine factors affecting employee turnover intention on hotels at Dessie city. 1.3.2. The Specific Objectives 1. To investigate how salary affects turnover intention on hotels at Dessie city. 2. To examine how career growth affects turnover intention on hotels at Dessie city. 3. To analysis how working condition affect turnover intention on hotels at Dessie city. 4. To show how alternative job affect turnover intention on hotels at Dessie city. 5. To examine how job hopping affect turnover intention on hotels at Dessie city. 1.4 Research Questions In order to achieve objective of the study, the following research questions were formulated to guide the study: i. To what extent does salary affects employee turnover intention? ii. How does Career Growth affect employee turnover intention? -5- iii. How does working condition affect turnover intention? iv. What is alternative job that affect turnover intention? v. What is job hopping that affect turnover intention? 1.4 .1 Hypothesis Under this study, the researcher wants to test the following null hypotheses Ho1: Salary has no significantly affect employees‟ turnover intention. Ho2: Career growth has no significantly affect employees‟ turnover intention. Ho3: Working condition has no significantly affect employees‟ turnover intention. Ho4: Alternative job has no significantly affect employees‟ turnover intention. Ho5: Job hopping has no significantly affect employees‟ turnover intention. 1.5 Scope of the Study The study was conducted on hotels of Dessie city on the factors affecting employee turnover intention according to internal and external perspectives which is independent variables (salary, career growth, working condition, alternative job and job hopping). The research was delimited in the budget year of 2024 and the research design is delimited to descriptive that describes the practice and related truths on the employee’s turnover intention in those organizations. This study also used random sampling technique (stratify random sampling) with in a cross-sectional study. The total target population is 400. From this the sample size of the study was determined to be 200 by used the known population determination formula and some other former employees of the organizations. The Sources of data are both primary and secondary sources. The primary data were collected from employees randomly selected using by judgmental method and the researcher used closed ended question for employee’s who are active working on the organization. The collected data were clearly presented by using tables which are expressed in the form of frequency, percentage, mean and standard deviation. -6- 1.6 Significance of the Study Skilled work force turnover can affect the organization to achieve the intended objectives and expected results will not be achieved so which helps the policy makers to learn how to design policies that reduces the rate of labor turnover intention. It also helps the requirements for the award of the Degree of Master of Business Administration (MBA). It may act as a strategy to help HR practitioners to keep turnover intention in an acceptable range by implementing a variety of preventive measures, tracking leading indicators and placing alerts along the way to signal when action is needed. Therefore, this study addressed the factors affecting in context of employees “turnover intention” at hotels of Dessie city. It could also serve as literature for future studies on similar topic. In addition, once completed, the research findings was analysed and communicated to the Human Resource Management of Hotels in Dessie City. The study will provide information related to the current status of employees intention to leave the organization, which has been suggested as a precursor to actual leaving behaviour (Posthuma, 1999). Enhanced knowledge may help managers intervene to increase job satisfaction, as well as to minimize turnover intention and actual turnover in their departments. The current research study may yield important information about the root causes of internal /push factor and external/pull factors of turnover. The study will help shed insight as to how the companies can reduce the direct and indirect costs associated with employee turnover. Reduction in turnover could translate into increased customer satisfaction, better use of financial resources in leadership development, reduced costs in recruiting and retraining, and overall improved morale. The results will help to highlight areas where the organization could be failing from the employees' point of view. This study will also shed some light as to the areas where competitors are doing better in terms of attracting and luring employees away from their current posts and might provide potential solutions to help the organization in crafting retention strategies so as to enable it retain key employees or positions. The findings of the study will go along in providing the necessary information on the problems facing employees in different sectors, particularly in the Hotels in Dessie. The study findings were provided a platform upon which scholars and researchers can stand to focus and conduct other studies on the dynamics of employees in the Hotel industries and other related sectors. -7- 1.7 Limitation of the Study Conceptually only five factors affecting employee turnover such as Salary, Career Growth, Working Condition, Alternative Job and Job Hoping are considered in this study. Other factor elements are not considered in this study such has employee training and performance appraisal. On the other hand one limitation of this study were respondent’s will reluctant to express their true feelings about the questions asked , so conclusion and recommendation of the findings might be affected because busy people were not want to take serious time for the researchers questioner , try to help by giving pleasant answers. In addition, hotel staffs are assigned for shift work by default and they are so busy to have an interview and the researcher used questioner method of data collection. The study was affected by time and resource limitation. Due to this reason, the researcher minimizes sample size. There have been also few empirical studies done in the factors affecting employee turnover intention in case of hotels in Dessie city. As a result it was limited with supportive literature. Despite the insightful results, one of the major limitations of this study is that only hotel employees in Dessie City were focused, thus, did not consider hotel employees in other cities of the country. If this is done it may provide more in-depth insight and more meaningful results. Therefore, the researchers suggest that further study on the subject matter should increase the sampling frame of the study to include employees of the hotel industry in other cities of the country. 1.8 Organization of the Thesis This study is organized and will be organized with five chapters. The first chapter deals with introductory part consisting of the background of the study, background of the organization, statement of the problem, research questions, research objectives , research hypothesis, significance of the study , scope of the study, limitation of the study. Chapter two presents: empirical, conceptual and theoretical review of the literature related to employee turnover. Chapter three provides methodology (research design, source of data, methods of sampling, research approach, data processing and methods of analysis, ethical consideration, time and cost budget), Chapter four contains results and discussion or the data presentation, analysis and interpretation; -8- and Chapter five presents the conclusion and recommendations. A reference of related literature that will referred while writing the paper and appendices I and II are included after chapter five. 1.9 Operational Definitions of Key Terms  Employees:-refers to a full time worker at accompany.  Employee turnover: refers to the proportion of employees who leave an organization at a certain period of time.  Employees’ turnover intention: means the employees have thought or plan to voluntarily leave their current organization or it is an individual intention to leave the work environment or employees attitude to leave the work place and search other job.  Turnover rate: It refers to the rate of individual leaving an organization.  Voluntary separations: Termination of the employment initiated by itself.  Layoffs: Suspensions from payroll that are initiated by the employer due to an economic slowdown (employee leave when company making restructure).  Discharges: Permanent termination of employment for disciplinary reasons.  Involuntary separation: Termination of the employment with situational coercive like, Retirement, death, and permanent disability.  Separation: Termination of employment.  External (pull) factor: are those reasons that attract the employee to a new place of work or uncontrolled factors because it is out of the control of organizations.  Internal (Push) Factors: are aspects that push the employee towards the exit door or leave the organization. It is called controlled factors because these factors are internal and can be controlled by organizations. -9- CHAPTER TWO 2. LITRATURE REVIEW A literature review is an overview of the previously published works on a topic. The term can refer to a full scholarly paper or a section of a scholarly work such as a book, or an article. Either way, a literature review is supposed to provide the researcher/author and the audiences with a general image of the existing knowledge on the topic under question. A good literature review can ensure that a proper research question has been asked and a proper theoretical framework and/or research methodology have been chosen. To be precise, a literature review serves to situate the current study within the body of the relevant literature and to provide context for the reader. In such case, the review usually precedes the methodology and results sections of the work. This chapter contains the relevant and related literature review of the study. It included a review of the various studies conducted by researchers on theoretical foundation and empirical studies according to factors affecting employee turnover intention. It focused on internal (push) factor and external (pull) factor. 2.1 Theoretical Review A theoretical review, or theoretical literature review, involves critically analysing and synthesizing existing theories and concepts related to a particular topic. In the context of research, it provides an overview of the current state of knowledge in a specific field or subject area. This type of review aims to identify and evaluate existing theories, models, frameworks, and concepts relevant to the research question or problem being investigated. Theoretical reviews help researchers understand the theoretical underpinnings of their study area and provide a foundation for developing hypotheses or proposing new theoretical frameworks. They also serve to highlight gaps in existing theories and identify areas where further research is needed. Overall, a theoretical review contributes to building a comprehensive understanding of the theoretical landscape surrounding a research topic by analysing and integrating various perspectives from previous scholarly work. The theories considered the following: Equity theory, two- factor theory, Human capital theory, expectancy theory and Situational Leadership theory. - 10 - A. Equity Theory It emphasized that equity theory operates on the “norm of reciprocity” and focuses on people’s feelings of how fairly they have been treated in comparison with the treatment received by others. Bell, R., & Martin, J. (2012) observed that the basic premise of equity theory is that there is one important cognitive process that involves employees comparing what effort other employees are putting into their work and what rewards they receive, with their own experience. Additionally, according to Adams' (1965) equity theory, an employee's perception of the inputoutput balance influences their level of pay satisfaction. Therefore, when there is equity in payment, employees are content, and when there is inequity, they are not. In other words, pay satisfaction is determined by the perceived ratio of what employees receive from the job compared to how much they put into the job (Adams, 1965; Lawler, 1971). The behavioral consequence of inequity is that; a. The feeling of inequity causes tension, which is an unpleasant experience, b. The presence of inequity therefore motivates the person to reduce the level of tension and the perceived inequity, c. The magnitude of perceived inequity in turn determines the level of tension and d. The level of tension created determines the strength of motivation A key application of equity theory is in the area of reward management. Thus, managers should be careful to avoid setting pay rates that cause employees to feel underpaid relative to others inside or outside the organization. B. Two-Factor Theory According to a two-factor hypothesis put forth by Herzberg, Mausner, and Snyderman in 1993, there are various elements that can affect both job satisfaction and discontent. The two-factor hypothesis stressed that motivational and hygienic (or external and intrinsic) variables both influence employee demands. Extrinsic issues include pay, working environment, supervision, corporate policy, bad interpersonal relationships, and job stability. Employees will be unhappy in their jobs if hygienic components are absent. - 11 - The theory, however, proposed that intrinsic factors such as achievement, recognition, the nature of work, responsibility, advancement, and growth seem to be related to job satisfaction. Hence, organizations cannot motivate employees until what dissatisfies them has been removed (Herzberg, 1966). In line with this assertion, motive employees to give of their best; management must give proper attention to the motivation or growth factors. Nevertheless, hygiene factors are necessary to avoid unpleasantness at work and to deny unfair treatment put differently; the meeting of lower-level needs of employees is not motivating but can have a demotivating impact if not met. Therefore, true motivation occurs only when employee’s higher-level needs are met. Nziku, E. (2013) states that motivators are an integral part of work itself and include factors such as nature of work the itself, the person’s sense of achievement, level of responsibility, personal development and growth, recognition for a job well done and feedback. The fulfillment of the motivators can promote employees’ job satisfaction (Furnham, Petrides, Jackson & Cotter, 2002; Herzberg et al., 1993). Nel et al. (2004) opined that a dissatisfied employee cannot be motivated and retained and it is therefore imperative that an organization first gives attention to hygiene factors before introducing growth factors in the workplace. C. Situational Leadership Theory The situational leadership model, developed by Paul Hersey and Kenneth Blanchard, suggests that the leader’s behavior should be adjusted to the maturity level of the followers in relation to the work. Brown, B. B. (2003) emphasized that the model employs two dimensions of leadership behavior: one dimension is task or production-oriented, and the other is relationship or peopleoriented. Task-oriented behavior is the extent to which the leader defines, structures, and organizes the task of the followers while relationship oriented is the extent to which the leader builds a personal relationship with his followers. According to the model, the level of subordinate maturity determines the appropriate mix of taskoriented and relations-oriented behavior for the leader. This is because a high maturity subordinate has both the ability and confidence to do a task, whereas a low maturity subordinate lacks ability and self-confidence. Carson, M. (2011) said that for a low-maturity subordinate, the leader should use substantial task-oriented behavior and be directive in defining roles, clarifying standards and procedures, and monitoring progress on attainment of objectives. As subordinate maturity increases to a moderate level, the leader can decrease the amount of task-oriented behavior and - 12 - provide more relations oriented behavior. As a result, the leader should act supportively, consult with the subordinate, and provide praise and attention as and when needed. For a high-maturity subordinate, Bratton et al. (2007) and Yukl (2010) claim that the leader should use a low level of task-oriented and relations-oriented behaviors. This kind of subordinate has the ability to do the work without much direction or monitoring by the leader, and the confidence to work without much supportive behavior by the leader. D. The Expectancy Theory If expectation met in appositive manner, then one is satisfied and if expectation met in negative manner, then one is dissatisfied. The expectancy theory argues that workers give the effort that they feel is equal to the compensation they will receive (Mathibe, 2008). Compensation structures apply this theory by ensuring employees are paid based on how they perform. Employees strive to attain their individual targets when there is a possibility of pay increase and promotion. The validity of the theory is diminished by the fact that organizations compensate employees according to skills, effort, and job complexity. The expectancy theory is helpful to managers because it gives insight into the psychology behind motivation. Perception, beliefs and thinking affect how employees will perform or behave. Therefore, the expectancy theory assists managers in the study of organizational behavior. It relates performance to effort, performance to compensation and compensation to individual targets. The expectancy theory affirms that turnover intentions can be associated with the expectations of employees on issues of benefits, training, working conditions and acknowledgment (Abubakar & Wainaina, 2019). The management effort to assess and please expectations of their employees can be considered as retention strategy especially for talented employees leading to a good performance of the organization (Hughes & Rog, 2008; Phillips & Roper, 2009). Therefore, the theory informed the variable involuntary turnover. E. Human Capital Theory The theory suggests that highly skilled employees are efficient while lowly skilled employees are not. Further it suggests that highly skilled employees are paid more. Income levels are largely related to education and health levels (Hainmueller & Hiscox, 2010). Uneducated people are more likely to be economically oppressed and are limited to casual jobs which cannot sustain those (Adkins & Ozanne, 2005). - 13 - The theory becomes relevant to the study since it gave ideas as to why the company should consider motivating employees within the organization. The organization should establish a mechanism that will promote the employees and encourage them to work more difficult and enhance their efficiency. The theory is appropriate to the current research study and assisted to inform the variable of voluntary turnover. The theory clearly postulated that the approach of motivating workers leads to an improvement in employee performance, which may lead to improved productivity (Osabiya & research, 2015). 2.2 Definition of Employee Turnover Intention The hospitality industry is one of the fast growing industries in the world. However turnover is one of enormous problems in the industry and many hotels are making concerted efforts to control employee turnover through enhanced pay, benefits, or incentive systems, as well as by training managers. According International Labor Organization (2011) report on the international tourism industry, hospitality industry is characterized as an industry with sensitive market and high level of staff turnover; as an industry which can be subject to intense competition; as an organization with high proportion of female, young and international staffs: as working environment where work can be done and extended up to 24-7, 24 hours a day, seven days per week; and finally as industry representing a high proportion of operating costs due to the labor intensity of hospitality service offerings. As per Pizam (2010) study, the hospitality industry is characterized by high staff turnover and thus the ongoing level development and loss of instructional and social capital are a significant issue in the day to day management of an organization; a long irregular hour, over a 24/7 week causes individuals to react and deal with stress in different ways which will affect their performance. Hinkin and Tracey (2001) on their research lay out the mechanisms by which turnover costs hotels money, and their present study finds, across many hotels, that employee turnover really does show up in the hotel’s bottom-line profits. Through the ages we have learnt that the only way to put the customer first in the hospitality industry is by putting the employee first (www.chainternational.com). Satisfied employees lead to satisfied customers, otherwise employee turnover in the hospitality industry will reduce the number of customers which will reduce the profit of the - 14 - hotel in the long run. Worldwide researches have suggested that employee turnover is among the highest in the hospitality industry. Employee turnover refers to those workers who quit the company for any cause, which has a negative impact on the company's ability to provide the bare minimum of services and total (Dalton, Todor, & Krackhardt, 1982) .The requirement to quit one's employment or the intention to quit one's job, also known as the turnover intention. Additionally, turnover intention refers to an employee's voluntarily expressed intent to leave or quit a company, or it can simply mean that the employee feels unwelcome in the company or unsatisfied with the working environment and culture. Employees who express this intent but do not actually leave are more likely to exhibit high absenteeism rates and risk having their employment terminated. Organizational operational processes are disrupted by turnover intentions, which eventually results in inefficiency. Employees who are stressed out or dissatisfied with the company are more likely to consider leaving. In this sense, if firms do not offer sufficient growth prospects, individuals will actively seek for a new position based on opportunities they perceive in the external job market. (Mano-Negrin and Tzafrir, 2004). A certain degree of employees’ turnover may be desirable since it creates career development opportunities for existing workers. Mangaleswaran, T. (2018) states that, turnover intention is an employee’s own estimated probability that he or she has a conscious and deliberate intent/desire to permanently leaving the organization at some point in the near future. He notes that employee turnover may impact negatively and positively on the organization. It may be negative if key or skilled workers leave the organization leading to reduced performance, increased costs of employee replacements and training or development. Some employee turnover positively benefits organizations. This occurs when an underperformer is replaced by a more productive worker, and it can also occur when a senior employee retires and makes room for a promotion or the hiring of much-needed "new blood." The more valuable the personnel, the more harmful the resignation, especially if they go on to work for rival companies. Conversely, turnover is likely to be a problem for the company where talents are relatively rare, recruitment is expensive, or it takes several weeks to fill a vacancy. However, employee’s turnover is costly both to individual organizations and the economy as a whole. It also affects moral, profitability, efficiency and productivity as well Employee’s turnover - 15 - may be due to a particular cause but they can also be an indication of more fundamental organizational problems (Ampomah et al., 2015). The prospect of getting higher pay elsewhere is one of the most obvious contributions to turnover. 2.3 Types of Turnover There are a few generally accepted forms of employee turnover. These include that Voluntary turnover, Involuntary Turnover; functional and dysfunctional turnover. A. Voluntary Turnover Employees leave an organization in their own decision/choice is called voluntary turnover. The decision to leave the organization is associated with being unsatisfied with the circumstances of current job and having attractive alternative from other organization. Employee turnover, as a voluntary phenomenon, refers to an individual’s self-initiated and permanent termination of membership in an organization (Krausz, 2002). It might be due to better job opportunity, existing job dissatisfaction, bad working conditions or negative behavior of supervisor. This indicates that voluntary turnover is caused by better job opportunity from other organizations, existing job dissatisfactions due to different factors in the current organization, bad working condition in the current organization, lower payment and unenthusiastic behavior of manager in the current organization (Wube, 2020). B. Involuntary Turnover Involuntary turnover can be defined as “The turnover in which employees have no choice in their termination” Stumpf, S. A., & Dawley, P. K. (1981). E.g. illness, death, relocation overseas, or termination at the employer's request. According to this theory, the organization itself or a natural phenomenon causes turnover. Involuntary turnover may occur for various reasons which are independent of the effected employees, such as the real or perceived need to cut costs, restructure or down size. Here employees are forced to leave. Involuntary turnover is initiated by the organization, for example management may need dismissing a number of employees due to performance inadequacies or due to rule infractions or may be due to poor performance result or due to unethical behavior at work place or due to improper leading of supervisors(An, 2019). - 16 - C. Functional and Dysfunctional Turnover Functional turnover can be defined as “a turnover in which poor performers leave” while Dysfunctional turnover can be defined as “a turnover in which good performers leave” The poor performer employee can leave the organization in any means and this situation is Functional turnover because, the poor performer employees can be invaluable for the organization. Departure of low performers can in fact be healthy turnover for the organization, and have a positive impact on everything from employee engagement to productivity and profits, (Rajan, 2019). When these poor performer employees leave the organization, the company can benefited by cutting unnecessary costs that incurred for that poor performer employees. But, when good performer employees leave the organization it negatively influences the organization by losing employees who benefit that organization. Employee turnover in organization is one of the main issues that extensively affect the overall performance of an organization. 2.4 Factors Affecting Employee Turnover Intention a. Internal (Push) factors (controlled factor): Push factors are aspects that push the employee towards the exit door and these factors are internal and can be controlled by organizations (Sukriket, P. (2014)). However, some time employees are 'pushed' due to, Low salary, limited/no career development opportunity and poor working condition. b. External (Pull) factors (Uncontrolled Factors): when Pull factors are those reasons that attract the employee to a new place of work externally (Meskelu, S. (2019). This includes: Salary, Promotion/career growth, Working Condition, alternative job and job hopping. 1. Salary Turnover Intention is negatively influenced by salary (Tran, H. (2017). Pay satisfaction positively affected job satisfaction and further led to a decrease in turnover in academia. Hence, pay is one of the most important and basic determinant of job satisfaction and a number of indicators of withdrawals such as, turnover intentions. Pay satisfaction or discontent may have important and unfavorable effects on a variety of employee outcomes, including absenteeism and turnover intention and actual turnover. Pay satisfaction had a beneficial impact on job satisfaction and further contributed to a decline in academic staff turnover. Pay is thus one of the most significant - 17 - and fundamental factors in determining job satisfaction as well as a number of indicators of withdrawals, such as turnover intentions. From the issues discussed so far, it is convincing to argue that the absence of proper compensation practice is equivalent to low motivation and morale at work as well as withdrawal reaction behaviors such as lateness too and absence from work, turnover intentions and actual turnover among employees. Hence, it was conceptualized that pay satisfaction would inversely influence employee turnover intention. : Employees in different organizations seek to improve their level of income. Therefore, employees in an organization improve their pay level if they obtain a pay increment in their current organization or by joining other organizations which will provide good pay. With regard this stated that organizations pay level has a potentially important direct influence on voluntary turnover. In today’s work environment where pay is one of a determinant factor, employees quits current job and accept the job with higher pay opportunity. One of the key elements of retention is attractive compensation packages since they satisfy employees' material and financial needs. Employee turnover is primarily caused by low pay, as Kumar already mentioned. According to compensation experts Richard et al. (2003), pay and benefits are very significant to both potential employees and current workers. The intention to turnover was negatively and significantly correlated with pay level and rewards. Pay dissatisfaction has found to significantly predict absenteeism and turnover. 2. Promotion/Career Growth Promotion is an advancement of employee to a higher post with greater responsibilities and higher salary, better service conditions and thus higher status. Promotion has a significant negative association with turnover intention (Ali, N. (2008). In this regards, if organizations fail to provide substantial growth opportunities, the employees actively searching for an alternative job and their search is based upon the perceived opportunities in external market. In addition, if an employee decides to move to another job to get more money, monetary incentives such as pay raises and bonuses will be the most common and costly way to prevent turnover. However, Non-monetary incentives, such as work-life balance and recognition prizes, could be used to encourage employee retention, however, if a person's decision to quit a position is not impacted by money. In many cases, offering non-monetary rewards can help maintain a motivated workforce while at the same time keeping down labor costs. - 18 - Promotion Speed and Remuneration Growth are the foremost factors that have direct high impact on Employees’ Turnover Intentions (Belete, A. K. (2018). Promotional opportunity was one of the factors shaping turnover intention along with salaries, career growth, work environment, job satisfaction, and supervisory. The strongest organizational factors related to employee turnover intentions are lack of internal promotion and career advancement opportunity. Most people know it takes time to make it to the top, and they are willing to pay their dues. But if there is no chance of getting promoted internally, then it could be time to move on. 3. Working Condition A safe and happy workplace makes the employees feel good about being there. Each one is given importance and provided the security that gives them the motivation and incentive to stay. Working conditions are the terms of a contract of employment that affect or pertain to working environment (Barnay, T. (2016). Work life balance, Organizations which provide time for employees to attend to their personal business for example, when employees report at work at 9.00 am in the morning then leave at 5.00p.m employees stay in that organization because it provides them time to relax, perform their personal issues and attend to their family needs. While those organizations whereby an employee has to report at work at 8.00 am then leave at 7 .00 pm most of the employees leave the organization. The job security is the assurance an employee has about the continuity of employment with the organization; and employees with high level of job security have low probability of leaving the present organization in the near future (Rosenberg, D. 2008). The health and safety policy are crucial factor in reducing the accidents and injuries. Best practice of Health and Safety Management in the work places should promote the productivity and job satisfaction. The efficiency of the organization enhanced through good work atmosphere and meeting the needs and expectation of an employee. Quality of work life has optimistic impact on the productivity of organization. According to Lee-Ross, D., & Pryce, J. (2010), working conditions are the terms of work that an organization contracts to provide to an employee in order to enable the smooth delivery of services and skills. Relationship between management and employees, In organizations where management and employees have a good relationship for example, the management has given employees a - 19 - chance to report directly to them their views and ideas, you find that employees remain in that organization. Whereas in an organizations, where there is a poor relationship between management and employees for example dictatorship by management, most employees leave the organization. The working definition for the study will be; the terms of contract of employment that affects or pertains to working environment. Working conditions to all employees in an organization when conducive are generally preferable. Favorable working conditions maximize the efforts and finally achieve organizational goals. Working conditions that are compatible with an employee's physical comfort and that facilitate doing a good job influence employees' decision to stay in the organization. Whereas, unfavorable working conditions for example cleanliness of the work place and hours of work influence the employee's decision to leave the organization, Job Security, Employee's in organizations who do not know their terms and conditions of employment and they do not know whether they are employed temporary or permanently lack job security and this can influence their decision to leave the organization while employees who have signed contract including the number of years to serve the organization, feel secured in the job and thus, their decision to stay in the organization is influenced (Armstrong, 2006). Promotions form a pivotal role among employees as it involves change in job content, pay, responsibility independence and status of employees. Employees take promotion as the ultimate achievement in his or her career and when it is revealed his decision is to remain in the organization and when it does not his decision is to leave the organization as the environment is deemed not conducive for personal aspirations. Supervisors who establish a supportive personal relationship with employees and take a personal interest in them contribute to their decision in staying in the organization, while supervisors who are arrogant, commanding and treating employees like machines influence the employees' decision to leave the organizations. Personal factors play an important role as to whether they are happy at the job or not employees with generally negative attitudes about life and pessimists always complain about everything including the job. No matter how good the job is, such employees always find something wrong with it to complain about and thus their decision is influenced to leave the organization. Employees who have positive attitudes towards life are ever focused and determined to pursue their career and hence, stay in the organization. - 20 - Transfer, employees leave organizations when they are given a transfer that is, to go and work in another similar organization while those employees who are not given any transfer stay in the organization (Lee, S. (2018)). Ergonomic factors, when the work layout in the organization is poor, some employees will leave the organization and look for better organizations, whereas, if there is good work layout in the organization, employees will remain in that organization. 4. Alternative Job Opportunity It is the perception of the availability of job alternatives. This perception is an uncontrollable factor because it is closely associated with the external environment, such as availability of job vacancies and unemployment rate. In addition to the market condition, educational background may affect the perception too. Higher educated workforce may consider their qualification as a competitive advantage over less educated workforce by having more choices of alternative positions. Alternative opportunities influences employee for turnover in a profound way, because workers are not likely to quit if they have a few alternate job opportunities (Mas, A., & Pallais, A. (2017)). Economic boom/growth creates much more diversified opportunities thus provoking employees to look for more opportunities. With alternate opportunities employees are motivated to thing about alternate opportunities, analysis relating to cost and benefit of the current and future job and intend to switch. Alternative employment opportunity is uncontrollable and labor market variable. Opportunity refers to the availability of substitute jobs in the community. The more alternative employment options that are available, the greater the likelihood that employees will become aware of them, conduct cost-benefit analyses, and decide to change occupations. Job alternative is defined as the perception of a person regarding the availability of external alternative jobs (Josephson, Lindberg, Voss, Alfredsson, Vingård & Eva, 2008). 5. Job Hope Job-hopping is frequently movement of job from one place to another place or an individual leaving employers to enhance their career and increase their professional development (Angeline, T. (2010)). As an individual factor, job hoping depends upon age, tenure, family responsibilities, educ. Employees searching alternative jobs even they have secured job. Job hoppers consist in terms of age, gender and tenure in the organization, function/roles, qualification, total experience, - 21 - location and company wise. Some job-hoppers are dissatisfied with where a particular job leads in the future, so they hope to another job with a better career path. The two main benefits of jobhopping for employee are acquiring varied experience and being adaptable. Having an insight into a number of different organizational structures, company cultures and management styles should mean that you are better equipped to embark on a new challenge or project. The availability of many choices in job market leads job hopping by employees who are well educated and work in organizations with good environment (Grote, G. F., & James, L. R. (1991)). (James LR, 1991). In fact, the mobility of engineers and scientists, also known as „job hopping‟, is widely regarded as an important channel for the transfer of knowledge between organizations and within or even between industries (Agrawal, 2006; Rosenkopf & Almeida, 2003). Job hopping increases creativity and opportunity but looking on the darker side, it also disturbs career growth and wealth creation. The sort of work assigned, the working atmosphere, job unhappiness, and other factors can all be contributing factors to job hopping. It has been observed that job hopping is not just done for financial reasons. In actuality, one of the main reasons why people change jobs is to achieve self-fulfillment and live the life they envision. A number of factors related to job hopping include decreased productivity, increased training expenses, and negative effects on workplace culture. The main causes of job switching are a lack of loyalty in the current environment, nonlinear careers, a fast-paced lifestyle, and recession, among others. Thus, this essay essentially presents the facts regarding job hopping. However, changing jobs also offers the possibility to explore more options, learn about new industries, break up the monotony of one career, and explore new opportunities. 2.5 Employee Retention Techniques Employees are a valuable asset to any organization. It is essential to protect this vital resource as talented and motivated employees play a crucial role in overall growth and success of the organization. Focusing on employee retention techniques can positively impact the organization as it increases employee productivity, performance, quality of work, profits, and reduces turn over and absenteeism. Effectively creating an engaging environment, recognizing good performance, giving benefits and rewards, promoting mutual respect are some of the way for effective employee retention (Hemalatha, Savarimuthu, & Social Sciences Research 2013). - 22 - 1. Increase employee engagement Effectively implementing employee retention program by increasing employee engagement ensure that the employees are satisfied with their work, take period in their work, report to duty on time, feel responsible for their work, feel appreciated for what they provide, and have a high level of job satisfaction. Employees who actively concentrate on their work contribute to the organization's productivity levels and see improvements in a number of related areas. Employee engagement ensures that the employees have a clear understanding of their roles and responsibilities. Markos, S., & Sridevi, M. S. (2010) The organization increasing employee engagement helps to develop emotional connection enthusiasm among the employees that promotes team work and healthy environment at the work place. 2. Motivate employees Motivating employee’s by offering them better opportunities for career development can help in employee retention (Arokiasamy, A. R. A. (2013).). Giving rewards, recognitions, promotions, and appreciation to employees can motivate them to increase their productivity, commitment to work, and loyalty to the organization. They feel that their contributions are valued in the given organization. Employee motivation can also be improved by offering incentives, raises in pay, and bonuses. Recognizing employee’s contribution and aspirations motivates employee to work productively and increases his confidence that helps in employee retention. 3. Focus on Team Building Promoting team culture helps to actively involve all employees in achieving the goals and in overall success of the organization. Promoting team building imbibes a sense of belongingness among the employee’s that they are a part of larger goals or objectives of the organization. Team building promotes team word and team effort that help employee’s to tackle work pressure and thus provide a competitive advantage to organization Katzenbach, J. R., & Smith, D. K. (2015) Focusing on team building activities can help to reduce work place conflict between team members as they work in a team organization team building games, seminars, and outdoor events help to promote team spirit, unity, and reduce stress. - 23 - 4. Recognition of performance Recognition of performance of employee’s is an effective method of employee retention. (Although monetary compensation can act as motivating factors, openly recognizing the performance, imitative, and good work increases the moral and motivates the employee to work more productively. Appreciating the performance motivates the employee and they feel valuable within the organization. This helps in employee engagement and to increase the productivity levels following effective employee retention techniques help to leverage the most valuable asset, the employees, to a chive growth of the company and increase the bottom line profits. Various employee retention techniques increases the employee productivity levels in the organization leading to reduction in cost per item or service produced. Shortly, to reduce turnover of employee’s an organization should take different measures (Ongori, 2007). These are: Pay compensation (salary and wage) according to the law of the country.  Give appropriate response to each and every question of employees as much as possible.  Create conducive working environment for employees.  Pay employees by considering the current living condition or inflation rate.  Give appropriate and adequate training to employees.  Provide different types of fringe benefits and allowances.  Promote employees to a higher level of position and give responsibility.  Creating good employee relationship.  Participative management system.  Proper performance appraisal, motivation and reward. Generally, in order to reduce employee turnover the following changes have to be brought: externally equitable compensation, participative management, good relationship among staff - 24 - members and the management, proper and fair performance appraisal, creating conducive working environment and providing different types of fringe benefits. 2.6 Consequences of Employee Turnover Negative consequences; It includes:- Recruitment and development cost, Training and development cost, Operational disruption, Demoralization of organizational membership, Separation costs, cover costs like exit interviewer, employee exit interview, Paperwork processing, severance pay, Recruiting and attracting costs starts with advertising the vacant position, Selection costs like interview, background and reference check, Hiring costs like orientation, training, and security and Lost Productivity cost like vacancy cost, peer and supervisory disruption. Positive consequences It includes: - Opens up promotion channels for remain employees; New ideas and skills are introduced into the organization and Replacement of poor performers. Therefore if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However voluntary turnover incurs significance cost both in terms of direct costs (replacement, recruitment, and selection, temporary staff, management time) and also in terms of indirect costs (morale pressure on remaining staff, cost of learning product/service quality, organizational memory) and the loss of social capital. Employee turnover is expensive from the view of organization. Voluntary quits which represents on exodus of human capital investment from organization and subsequent replacement process entails manifold costs to the organizations. In addition to these replacement costs, output would be maintained at the cost of over time payment. The reason so much attention has been paid to the issue of turnover is because turnover has some significant on organizations, many researcher argue that high turnover rate might have negative effects on the profitability of organization if not managed properly. Turnover includes other costs such as lost productivity, lost sales and management’s time. This demonstrates that turnover affects the profitability of the organization and if it is not managed - 25 - properly it would have the negative effect on the profit. Research estimates indicate that hiring and training a replacement worker for a lost employee costs approximately 50% of the workers annual salary. Each time an employee leaves the firm, we presume that productivity drops due to the learning curve involved in understanding the job and the organization (Ongori, 2007). Therefore if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However voluntary turnover incurs significance cost both in terms of direct costs (replacement, recruitment, and selection, temporary staff, management time) and also in terms of indirect costs (morale pressure on remaining staff, cost of learning product/service quality, organizational memory) and the loss of social capital. 2.7 Methods to Minimize Employee Turnover During the recruiting process, the job should be outlined and a realistic preview of the job presented, so that the reality of the job matches the expectations of the new employee. A good way to eliminate voluntary turnover is to improve selection and to better match applicants to jobs. Good employee orientation also helps to reduce turnover, because employees who are properly inducted into the company and are well-trained tend to be less likely to leave, a fair and equitable Compensation system can help prevent turnover, inadequate rewards may lead to voluntary turnover, Career planning and internal promotion can help an organization keep employees, because if individuals believe they have no opportunities for career advancement, they may leave the organization. (Mathis and Jackson, 2001). It is clear that the general features of any potential HR program contribute to good retention. Most of these are directly related to creating a satisfactory work environment for employees and thus, in turn, to good retention. According to Lochhead and Stephens (2004) these features or ‘motivators’ include:  A stimulating work environment that makes effective use of people’s skills and knowledge, allow them a degree of autonomy on the job, provides an avenue for them to contribute ideas, and allow them to see how their own contribution influence the company’s well-being.  Opportunities for learning and skills development and consequent advancements in job responsibilities. - 26 -  Effective communications, including channels for open, two-way communication, employee participation in decisions that affect them, an understanding of what is happening in the organization and an understanding of the employer’s main business concerns.  Good compensation and adequate, flexible benefit plans.  Recognition on the part of the employer that employees need to strike a good balance between their lives at work and outside of work.  Respect and support from peers and supervisors. Even though some turnover is inevitable, organizations must take steps to control turnover, particularly that caused by organizational factors such as poor supervision, inadequate training, and inconsistent policies. HR activities should be examined as part of the turnover control efforts. 2.8 Empirical Review Employee turnover intention relying on elements such as; push(internal) factor and pull (external) factor have considerable result on employee turnover intention. Voluntary turnover leaves the organization with big direct expenses relating to recruitment and selection and time which have an unfavorable effect to the effectiveness of the staff members. Scholars claimed that if employee turnover is high it might influence adversely to the profitability of the organization if not dealt with appropriately (Hogan, 1992; Wasmuth and Davis, 1993; Barrows, 1990). Lose of profitability is the major negative impact of turnover for employers. If turnover of workers are not handled appropriately it may influence the organizations efficiency, profitability, image and reputation adversely and further it would influence its survivability position. In this way, it can put a notable effect on cost, both as direct cost (staff recruitment, selection and time management ) and as indirect cost (moral stress on existing staff, expenses of learning, quality of administration, organizational value system ,etc.). The turnover rate of any company will affect the company's operation expense in investing. Employee attrition is the natural employment cycle where life changes or organizational needs prompt them to leave (Lee, T. W., & Mitchell, T. R. (1994). Some examples include employees who retire, move, or are laid off. The key with attrition is the organization doesn’t intend to replace employees. Ruth Nyaga (2015), Mt Kenya University analyses that employee turnover has a negative effect on organizational productivity. She also state - 27 - the causes of employee turnover that included lack of employee retention strategies, low level of employee motivation, lack of career development, lower salary and poor working environment. Given the current state of the world's finances, being able to predict attrition is very crucial. By delaying filling these positions as they become available, you may be able to prevent some layoffs if you know your employees are about to retire or are moving to a different location. 2.9 Conceptual Framework Conceptual framework is developed by the researcher to show the basic causes which affect turnover.This section describes how dependent and independent variables are interlinked. The Independent variables are includes internal /push (salary, career growth and working condition) factor and external/ pull (alternative job & job hopping) factor. The dependent variables are turnover intention. Career Growth Salary Turnover Intention (Dependent Variable) Job Hopping Alternative Job Working Conditions Source: Adopted from Husain et al. (2015) and Mumtaz and Hasan (2018) and modified by the researcher. - 28 - CHAPTER - THREE 3. RESEARCH DESIGN AND METHODOLOGY This chapter will present the research design, source of data, sampling method, data collection procedure and methods of data analysis in relation to the factors affecting employee turnover intention on hotels at Dessie city. 3.1 Research Design The structure of the research is specified by the research design. The research design also outlines the selected research methodologies, as well as the sampling strategy, sample size, measurement, and data analysis procedures (Wacker, 1998). Explanatory research is to explain why, what, and how there is a relationship between two or more parts of a situation or event. Descriptive research seeks to provide information about, for example, the living conditions of a community or depicts attitudes toward a problem (Kumar, 2018). According to Creswell (2009), there are three types of research design; these are descriptive research design, exploratory research design and explanatory research design. Descriptive research design aims to provide an accurate and valid representation of variables that are relevant to the research question. The main aim of exploratory research is to identify the boundaries of the environment in which the issues, opportunities or situations of interest are likely to reside and to identify the silent factors or variables that might be found there and be of relevance to the research. In explanatory research design, the main aim is to identify any causal links between the factors or variables that pertain to the research problem. Since the main objective of this study is to examine factors affecting employee turnover intention on hotels at Dessie city, both descriptive and explanatory research design has employ for this study. 3.2 Research Approach Quantitative approach is an approach in which the researcher determines what to study asks the respondent close ended questions and gather numeric data from the respondent and analyse this number using SPSS statistics (Sukamolson, 2007). This research will be used quantitative research approach to analyse data and the data is collect from hotels at Dessie city employee by using close - 29 - ended questionnaire and documented records because of employee turnover rate is suitable for quantitative measures. 3.3 Population of the Study Population is the total collection of individuals to be studied and from which sample is drawn (Komar & Grivas, 2008). The target respondents are in a good position to give the researcher valuable information about factors of employee turnover intention on hotels in Dessie city. Population refers to the total collection of elements about which one wishes to make some inference (Cooper and Schindler, 2011) and an element represents each member of the population. This study focused on employees of hotels in Dessie City. The researcher was interested in hotels that have functional human resource departments. This is because the human resource department is mandated to oversee the employee welfare. Given that most hotels in Dessie city do not have formal HR structures, it was not prudent to carry out the research in all the hotel facilities within the City. Therefore the population of the study consisted of staff drawn from the five sampled hotels in Dessie city i.e. Golden Gate Hotel, Lucy Hotel, Ayteyef Hotel, Four View Hotel and Hotel Time. A purposive sampling was carried out to come up with the hotels that would be involved in the study. These five hotels were chosen from among other hotels because they have well-structured H R departments, they keep records of their staff and they are not owner centered. This assisted the researcher in gathering the desired information which forms a key element in this research. Population is the total collection of individuals to be studied and from which sample is drawn (Komar & Grivas, 2008). The target respondents are in a good position to give the researcher valuable information about factors of employee turnover intention on hotels in Dessie city. According to (Yamane Taro formula, (1967) and (Singh, Masuku, & management, 2014) to determine the number of elements to be select from each stratum the researcher can use a simplified formula for calculation of sample size, suggested that for a 95% confidence level and e=0.05, with a targeted population of 400 the size of the sample representatives calculated as follows; n= N 1+N.e2 - 30 - Where: n = the sample size, N=the study population e = the level of precision (standard error level at 95% confidence level) 1=designates the probability of the event occurring Therefore: Where; N is population = 400, margin of error/standard error = 0.05 and n is sample size =? n= N 1+N∗e2 = 400 1+400∗0.052 =200 The researcher will be use Stratified random sampling technique which is used to divide the population into smaller groups, called strata. This method involves grouping the entire heterogeneous population into a number of homogenous strata, each of which is homogeneous within itself, and then randomly sampling units from each of these stratums. Thus, from the target population of 400 employees to get suitable data source or in order to get best information which above job grade eight, the researcher selected 200 employees by the technique of stratified random sampling. 3.4 Source and Type of Data collection Data collection is the process of gathering and measuring information on specific variables or subjects in a systematic and organized manner. This can involve various methods such as surveys, interviews, observations, and the use of sensors or other automated data collection tools. The collected data is then analysed to draw conclusions, make decisions, or gain insights into a particular topic or issue. During data collection, the researchers must identify the data types, the sources of data, and what methods are being used. We will soon see that there are many different data collection methods. There is heavy reliance on data collection in research, commercial, and government fields. Data collection methods are the instruments used to obtain data from the respondents. Both primary and secondary data sources will be used by the researcher. The primary information gathered from hotels Dessie city employees via questionnaires and the secondary information - 31 - gathered from this company's human resource division. This study used questionnaires with close ended questions to obtain data from the respondents, based on the objectives of the study. Close ended questionnaires are useful in restricting responses to the desired areas, Mugenda and Mugenda, (2003). Since the target population is considered to be able to understand the language used, appropriate responses were expected. 3.4.1 Questionnaire A questionnaire is a research instrument that consists of a set of questions for the purpose of gathering information from respondents through survey or statistical study which can be a mix of close-ended questions and open-ended questions According to Kothari (2004), a questionnaire is a sheet of paper that has questions, which a respondent is required to fill or answer. It can be administered orally as the researcher records the responses to each item or the respondent may be left to respond to the items independently. The researcher drafted a list of questions in the questionnaire, which were administered to the respondents. The questions were made direct to avoid ambiguity and were delivered physically by the researcher and respondents were given ample time to respond - (using the ‘drop- and- picklater’ method). 3.5 Sampling Methods The researcher use Stratified random sampling (Probability sampling) technique which is used to divide the population into smaller groups, called strata. This method involves grouping the entire heterogeneous population into a number of homogenous strata, each of which is homogeneous within itself, and then randomly sampling units from each of these stratums. The researcher believes that, it allows obtaining enough information from each stratum according to job position. According to Kuada (2012) Stratified random sampling is dividing the populace into numerous smaller groups that are individually identical than the total and afterwards individuals are selected from each stratum to create a sample. Thus, from the target population of 400 employees to get suitable data source or in order to get best information which above job grade eight, the researcher selected 200 employees by the technique of stratified random sampling. - 32 - Table 3.1 Target population and sample Work Positions Targeted Proportional Expected sample size with job grade strata Sample size (%) from each stratum no of population Top level manager 35 8.75 17.5 Medium level managers 45 11.25 22.5 Lower level managers 120 30 60 More technical staff 200 50 100 400 100 200 Total Source: Hotels of Dessie City Hotel Human Resource Department (profile of 2024) The sampling strategy that the researcher utilized is the stratified random sample (Probability sampling) technique, which is used to divide the population into smaller groups, called strata. Random samples were taken from each stratum for the identification of the participants for the questionnaire. According to Kuada (2012) Stratified random sampling is dividing the population into numerous smaller groups that are individually identical than the total and afterwards individuals are selected from each stratum to create a sample. Thus, from the target population of 400 employees to get suitable data source or in order to get best information which above job grade eight, the researcher selected 200 employees by the technique of stratified random sampling. 3.6 Method of Data Analysis The data will be analyzed by using descriptive statistics such as frequency, mean, percentage and Relationship analysis such as Pearson correlation analysis in order to know the strength of relationship between independent and dependent variable, test of hypothesis, regression analysis (used to understand the relation between dependent and interdependent variables and also explains how a change in the value of an interdependent variable can affect the dependent data, The primary need of regression analysis is to understand the type of relationship between different variables) will employed. Then the data will be collected through the questionnaire will enter, organize, summarize and categorically analyze using Statistical Package for Social Science (SPSS) or STATA software. - 33 - 3.7 Model Specification The theoretical and empirical literature discussed in this part suggests that turnover intention of hotels in Dessie City had link with many factors. The empirical framework of the study focused on modeling the determinants of turnover intention of hotels. A modified version of the Turnover intention of hotels determinants model is adopted to evaluate factors affecting employee turnover intention on hotels at Dessie city. This study has examined the following determinant variables of Turnover intention: Salary, Career growth, working condition Job hopping and Alternative job. Generally, this model is specifying as: TI = β0 + β1X1 + β2X2 + β3X3 + β4X4+ β5X5+ ε Whereas: TI = Turnover intention, β0 = Intercept/constant, X1 = Salary (SA), X2 = Career Growth (CG), X3 = Working condition (WC), X4 = Alternative Job (AJ), X5 = Job Hopping (JH), ε = the error term (Residual) and β1-β5 are Coefficients of the independent variables. Therefore, regression coefficients (estimated) measure how much units of factors affecting employee turnover intention on hotels change with a unit change in the independent variables include in the model. 3.8 Ethical Considerations At the time of conducting this study respondents will be fully informed before that information obtained is only for academic purpose and remain confidential before filling questionnaire And explain in detail about the purpose, methods and intended possible uses of the research the information collect from participants confidential and distribution of questionnaires will administer without disrupting the work by getting permission from general manager, department managers and supervisors of each section. The respondents were informed not to write their names - 34 - on the questionnaire. The data that will collect is kept confidential and the researcher tries to work on the paper with standard professional ethics. 3.9 Validity and Reliability A reliability analysis was conducted before accessing the collected data. Validity is the degree to which data accurately reflect what they are intended to portray. It implies that the instrument measures what it is intended to measure. In addition to being trustworthy, data must also be factual and accurate. A measurement is dependable if it is accurate (Yilmaz, 2013). The researcher conducts a questionnaire strength test, and all essential changes, including question reorganization along research questions, question elimination, and grammatical error elimination, will be made (Joppe, 2000). The validity of the instruments used to evaluated based on the data collected, and software for social science (SPSS) which reduce any potential biasing effect and error with applied in analysing findings of the questionnaire and the researcher make direct contact with concerned staff of the company and peer reviews to avoid error level. The reliability of a measure is an indication of the stability and consistency with which the instrument measures the concept and helps to assess the goodness of a measure (Bajpai, Bajpai, & Health, 2014). Cronbach Alpha describes as George and Mallery (2003), who are often cited, provide the following rules of thumb: > 0.9 excellent, >0.8 & <0.9 good, >0.7 & <0.8 acceptable, >0.6 &<0.7 questionable, >0.5 &<0.6 poor and < 0.5 unacceptable (Schrepp, 2020). Consistency within the items of the questionnaire and their reliability will be measured using Cronbach Alpha before distribution of questionnaire in order to check homogeneity. - 35 - Table3. 2 Cronbach‟s Alpha and Description Cronbach Alpha Description > 0.9 Excellent >0.8 &<0.9 Good >0.7 &<0.8 Acceptable >0.6 &<0.7 Questionable, >0.5 &<0.6 Poor < 0.5 Unacceptable Source: George and Mallery (2003) Table 3.3 Reliability Statistics Result of the Study Variables Cronbach Alpha Number of item Description Salary 0.904 8 Excellent Career growth 0.843 4 Good Working condition 0.745 9 Acceptable Alternative job 0.807 5 Good Job hopping 0.801 4 Good Turnover intention 0.848 7 Good Source: Researcher Survey 2024 SPSS version 21 outputs. - 36 - CHAPTER - FOUR 4. DATA PRESENTATION, ANALYSIS AND INTERPRETATION 4.1 Introduction This chapter consists data analysis, findings, interpretation and presentations. In this chapter, detail analysis about the descriptive statistics and regression results has been made. Therefore the chapter has included; presented background Information of the Respondents and descriptive analysis ,correlation analysis and shows the degree of association between the study variables, classical linear regression model assumption diagnostic test results and presented the results of the regression analysis and discussions on regression analysis. 4.2 Questionnaire Response Rate The primary purpose of a questionnaire is to help extract data from respondents. It serves as a standard guide for the interviewers who each need to ask the questions in exactly the same way. Questionnaires are also an important part in the data collection methodology. They are the medium on to which responses are recorded to facilitate data analysis. Questionnaire design is one of the hardest and yet one of the most important parts of the market research process. The total number of questionnaire was distributed for respondents 200. From these distributed questionnaires 192 were able to be returned or collected and analysed for the study. According to Babbie (2010) a response rate of at least 50 precent is adequate for analysis and reporting; a response of at least 60 precent is good and above 70 precent is very good. Therefore in this research 96 % response rate was categorized as very good and adequate for analysis and reporting and then the data being generated were inserted to SPSS version21 professional software and required to produce all the required outputs. Table 4.1 Response Rate of Questionnaire Target no of respondent Number of questionnaire returned Response Rate (%) 200 192 96% Source; researcher own survey (2024) - 37 - 4.3 Data Analysis Data analysis is the crucial part of research which makes the result of the study more effective. It is a process of collecting, transforming, cleaning, and modelling data with the goal of discovering the required information. In a research it supports the researcher to reach to a conclusion. Therefore, simply stating that data analysis is important for a research will be an understatement rather no research can survive without data analysis. It can be applied in two ways which is qualitatively and quantitative. Both are beneficial because it helps in structuring the findings from different sources of data collection like survey research, again very helpful in breaking a macro problem into micro parts, and acts like a filter when it comes to acquiring meaningful insights out of huge data-set. Furthermore, every researcher has sort out huge pile of data that he/she has collected, before reaching to a conclusion of the research question. Data analysis proves to be crucial in this process, provides a meaningful base to critical decisions, and helps to create a complete dissertation proposal. So, after analysing the data the result will provide by qualitative and quantitative method of data results. Quantitative data analysis is mainly use numbers, graphs, charts, equations, and statistics (inferential and descriptive). Data that is represented either in a verbal or narrative format is qualitative data which is collected through focus groups, interviews, opened ended questionnaire items, and other less structured situations. A questionnaire with seven (7) demographical and thirty seven (37) main questions was developed to answer the research questions. The first seven demographic questions focus on gender, age, marital status, work experience, department, educational status and work position of the respondent. The other part of the questionnaire comprises forty one questions which are used to examine factor affecting employee turnover intention hotels in case of Dessie city and to develop a relationship between each independent variable with the dependent variable. The results obtained through different statistical techniques are presented as follows. 4.4 Demographic Characteristics of Respondents In this chapter the researcher has to present interpret and discuss the data which is obtained through structured questionnaire from hotels on Dessie city using distribution table having frequency for each category and percentage value as well as mean and standard deviation. The first section of - 38 - the questionnaire consists of seven items about the demographic information of the respondents in the questionnaire. It covers the personal data of respondents, such as gender, age, marital status, work experience, working department, educational qualification and job position. The following tables show each demographic characteristic of the respondents in detail and presented and explained in separated way for easily understand. Table 4.2 Gender of Respondents Gender Frequency Percent Male 84 43.8 Female 108 56.3 Total 192 100.0 Source: researchers survey (2024) SPSS version 21 outputs. As shown in the above Table 4.2 the gender proportion of female and male respondents are 56.3% and 43.8 % respectively. The survey showed that numbers of females are more than males in the company. Table 4.3 Age of Respondents Age (year) Frequency(n) Percent (%) 18-25 56 29.2 26-33 years 87 45.3 34-41 years 26 13.5 23 12.0 192 100.0 42 and above years Total Source: researchers survey (2024) SPSS version 21 outputs From the table 4.3, 29.2 % of the respondent lies within 18-25 age group, 45.3% of the respondents are in the range of 26-33, 13.5 of the respondents are within 34-41 age groups and 12% of the respondent’s age groups are lies 42 and above. From this we conclude that most of hotels on Dessie city workers (29.2% and 45.3%) are found in young age, (13,5% and 12%) are found in an adult - 39 - age. So that, they are enough young and energetic staffs and this implies that the age distribution had good exposure that would enable them to understand the factor of employee turnover intention. Table 4. 4 Work experience Year of experience Frequency(n) Percent (%) 2 years and below 75 39.1 3-5 years 58 30.2 6-9 years 15 7.8 above 10 years 44 22.9 192 100.0 Total Source: researchers survey (2024) SPSS version 21 outputs The composition of respondent work experience are 75 (39.1%) of the respondents have below 2 years‟ experience, 58(30.2) of the respondents between 3-5 years, 15 (7.8%) of the respondents have an experience from 6-9 years and 44(22.9%) of the respondents have above 10 years’ experience in the company. From this, it can be understood that majority of the workers have less experience in two years and below,3-5 years medium. Table 4. 5 Department of respondent Department Frequency Percent Human Resource 25 13.0 Operational 70 36.5 Kitchen 24 12.5 Marketing 21 11.0 Finance and supportive 52 27.0 Total 192 100.0 Source: researchers survey (2024) SPSS version 21 outputs The above Table 4.5 indicated that 25(13%) are HR, 70(36.5) are Operational including Food and Beverage, Head Waiter and Housekeeping, 24(12.5%) are Kitchen, 21(10.9%) marketing including ,General Manager, Front Office manager and Reception, 26(13.5%) finance and 26 (13.5%) are supportive respectively. This output indicates that marketing department as low - 40 - respondents in number and Operational (General Manager, Food and Beverage, Head Waiter and Housekeeping) are high ratio in this study and all departments are participated in this research. Table 4. 6 Education Level of Respondent Level of education Frequency(n) Percent (%) Up to grade 12 20 10.4 Certificate/ Diploma 92 47.9 Bachelor Degree/ Levels 52 27.1 Master’s degree 28 14.6 192 100.0 Total Source: researchers survey (2024) SPSS version 21 outputs In the above Table 4.6 level of education is concerned 20(10.4%) of the respondents are up to grade 12, 92 (47.9%) are certificate/diploma, 52(27.1%) first degree which means under graduate, (19.1%) and 28(14.6%) are second degree which means post graduate. From this, it can be understood that employees working in hotels on Dessie city consists of all levels of educated people which targeted in this study. This reveals the sample under consideration is well informed to give relevant and accurate information. Table 4.7 Job position level of respondent Level of job position Frequency(n) Percent (%) Operational and Technical Staff / Line Staff 104 54.2 Lower Level Managers 59 30.7 Middle Level Manager 15 7.8 Higher Level Manager 14 7.3 192 100.0 Total Source: Researcher Survey 2024 SPSS version 21 output From the Table.4.7 all relevant level of job position included in the study of hotels on Dessie city; 104(54.2%) of the employee found from operational and Technical/Line Staffs, 59(30.7%) are Lower Level Managers, 15(7.8 %) of the respondents are found from Middle Level Managers and - 41 - 14(7.3%) are Higher/Top Level Mangers. Most of the respondents of the company workers are operators & more technical staffs and lower level manager’s respectively. Higher level managers and middle level managers are few in this study; it also the nature of any organization. This indicates that all has good understanding of the cause of employee turnover intention. Table 4.8 Marital status of respondents Marital status Frequency(n) Percent (%) Married 103 53.6 Single 76 39.6 Divorced 13 6.8 Total 192 100.0 Source; researchers survey (2024) SPSS version 21 output In the above Table 4.8 composition of marital status is concerned 103 (53.6%) of the respondents are married, 76 (39.6%) are single, and 13 (6.8%) are divorced. From this, it can be understood that employees working in hotels on Dessie city consists of all 3 types of marital status with majority of married people and less are divorced. It implies that the company has advantage employees who have family remain in the organization than those of unmarried and divorced and it protects highly personnel turnover. 4.5 Descriptive Statistics Descriptive statistics are brief informational coefficients that summarize a given data set, which can be either a representation of the entire population or a sample of a population. Descriptive statistics are broken down into measures of central tendency and measures of variability (spread). Measures of central tendency include the mean, median, and mode, while measures of variability include standard deviation, variance, minimum and maximum variables. Descriptive statistics help describe and understand the features of a specific data set by giving short summaries about the sample and measures of the data. The most recognized types of descriptive statistics are measures of centre. For example, the mean, median, and mode, which are used at almost all levels of math and statistics, are used to define and describe a data set. The - 42 - mean, or the average, is calculated by adding all the figures within the data set and then dividing by the number of figures within the set. Descriptive statistics are methods for organizing, displaying, and describing data by using tables, graphs, and summary measures (Kothari, 2004). In this part various statistical data analysis tools such as mean, standard deviation, frequency and percentile are used to analyse the collected data. The summary of descriptive statistics of all variables that are evaluated based on a 5-point Likert scale. i.e. 1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree and 5 = Strongly Agree Because it is commonly used and can be easily manage as shown below. According to Zaidaton and Bagheri (2009), the mean score below 3.39 is considered as low; the mean score from 3.40 up to 3.79 is considered as moderate and mean score above 3.80 is considered as high as illustrated in below table 4.9 Table 4.9 Description of Mean Score value by using 5-Point Likert Scale Mean score Description < 3.39 Low 3.40-3.79 Moderate > 3.80 High Source: Zaidatol and Bagheri (2009) Table 4.10 Summary of internal (push) & external (pull) Variables and turnover intention Mean Result Descriptive Statistics Mean Std. Deviation 3.98 1.013 192 Turnover Intention 4.16 1.001 192 Salary 4.04 .973 192 Career Growth 4.20 .995 192 Working Condition 4.09 .959 192 Alternative Job 4.06 .995 192 Job Hopping Source: researcher own survey data 2024 SPSS version 21 output - 43 - N Table 4.11 Degree of Respondent Agreement on Salary tem N Strongly Disagree S1 S2 S3 S4 S5 S6 192 192 192 192 192 192 2 0 0 0 1 1 % 1.04 0 0 0 0.5 0.5 % Neutral % Agree 21 12 20 2 17 11 10.9 6.3 10.4 1.0 8.9 5.7 0 0 0 0 9 0 0 0 0 0 4.7 0 91 93 89 96 95 87 47.4 48.4 46.4 50.0 49.5 45.3 78 87 83 94 70 93 40.6 45.3 43.2 49.0 36.5 48.4 0 0 94 82 49.0 42.7 96 96 50.0 50.0 S7 192 0 0 2 1.0 0 S8 192 3 1.6 11 5.7 0 Source: Researcher Survey 2024 SPSS version 21 output % Strongly Agree Disagree Table 4.12 Level of Respondent Agreement on Salary S No S1 Regarding Salary Mean Compared to other hotels, the hotel where I work is 4.16 Std. Dev. Level 0.96 High 0.77 High 0.90 High not paid enough to the employees. S2 The hotel has a meager benefit package which is 4.33 inadequate and does not meet my need. S3 The salary I am getting now is not satisfactory 4.22 compared to the work I am doing. S4 Low wages reduce employee motivation; 4.47 0.56 High S5 The amount of payments that is paid to me for my 4.13 0.90 High 0.80 High 0.56 High 0.87 High work in the hotel is not equal to those who do the same work in other hotels. S6 The salary, bonus and incentive structure in the 4.35 hotel is not fair. S7 Low wages reduce labour activity; this affects the 4.48 entire performance of the hotel. S8 The hotel does not provide salary increment, bonus, 4.34 incentive and various benefits regularly. Source: Researcher Survey 2024 SPSS version 21 output - 44 - % The above table 4.12 shows respondents level of Agreement on Salary. The result shows in those hotels; Compared to other hotels, the hotel where I work is not paid enough to the employees; (Mean=4.16, SD=0.96), the hotel has a meager benefit package which is inadequate and does not meet my need;(Mean =4.33, SD= 0.77), the salary I am getting now is not satisfactory compared to the work I am doing;(Mean=4.22, SD=0.90), low wages reduce employee motivation;( mean=4.47, SD=0.56), The amount of payments that is paid to me for my work in the hotel is not equal to those who do the same work in other hotels; (Mean= 4.13, SD=0.90), The salary, bonus and incentive structure in the hotel is not fair; (Mean= 4.35 ,SD= 0.80), Low wages reduce labour activity; this affects the entire performance of the hotel; (Mean=4.48, SD=0.56), The hotel does not provide salary increment, bonus, incentive and various benefits regularly; (Mean=4.34, SD=0.87). The study supported by MINALU, T. (2018). Hence the hotels should be work on salary to retain employees and for further improvements of the hotels performance through creating smooth operational process and focused on employee need. Table 4.13 Degree of Respondent Agreement on Career Growth Item N S.D % % Neutral % Agre e % 0 0 93 48. 4 82 42. 7 Disagree S. agree % Cg1 19 2 0 0 17 8.9 Cg2 19 2 0 0 18 9.4 0 0 87 45. 3 87 45. 3 Cg3 19 2 3 1.6 23 12.0 0 0 87 45. 3 79 41. 1 Cg4 19 2 1 0.5 23 12.0 0 0 87 45. 3 81 42. 2 Source: Researcher Survey 2024 SPSS version 21 output - 45 - Table 4.14 Level of Respondent Agreement on Career Growth tem Regarding Career Development Mean Std. Dev Level Cg1 There is no clear and fair procedures for career 4.25 advancement in this hotel. 0.85 High Cg2 Transfer conditions are to some extent, but not fair. 4.27 0.87 High Cg3 The feedback I received from my supervisors was 4.13 not supportive and encouraging. 1.01 High Cg4 The hotel does not provide higher educational 4.17 opportunities. 0.96 High Source: Researcher Survey 2024 SPSS version 21 output As indicated table 4.14 shows that respondents level of agreement on Career Growth. The result shows in those hotels as, There is no clear and fair procedures for career advancement in this hotel; (Mean=4.24, SD=0.85), Transfer conditions are to some extent, but not fair ;( Mean=4.27, SD= 0.87), the feedback I received from my supervisors was not supportive and encouraging; (Mean=4.13, SD=1.01) and the hotel does not provide higher educational opportunities; (Mean=4.17, SD=0.96). Therefore, the hotels should focus on career growth opportunity fairly and properly without bias in order to reduce turnover intention. Table 4.15 Degree of Respondent Agreement on working condition Item N S. D % D % Ne % Agree % S.A % WC1 192 4 2.1 5 2.6 4 2.1 84 43.8 95 49.5 WC2 192 11 5.7 32 16.5 4 2.1 70 36.5 75 39.1 WC3 192 4 2.1 7 3.6 4 2.1 84 43.8 93 48.4 WC4 192 11 5.7 20 10.4 4 2.1 77 40.1 80 41.7 WC5 192 4 2.1 7 3.6 8 4.2 86 44.8 87 45.3 WC6 192 4 2.1 6 3.1 4 2.1 84 43.8 94 49.0 WC7 192 4 2.1 8 4.2 6 3.1 80 41.7 94 49.0 WC8 192 20 10.4 22 11.5 5 2.6 82 42.7 63 32.8 Wc9 192 1 0.5 3 1.6 2 1.0 89 46.4 97 50.5 Source: Researcher Survey 2024 SPSS version 21 output - 46 - Table 4.16 Level of Respondent Agreement on Working Situation/Condition Regarding the Working Situation WC1 Mean Std. Dev. Level I am very stressed and stressed at work because 4.36 0.83 High 1.26 High 0.86 High 1.17 High 0.87 High many employees are absent due to the various reasons. WC2 Working time is not fair for shift workers in every 3.86 department with equal work and pay. WC3 Employee evaluation and performance system in 4.33 this company is not fair. WC4 My supervisor does not motivate me and does not 4.02 give me the freedom to exercise initiative and apply myself to work. WC5 The hotel provides inadequate and substandard 4.28 equipment. WC6 I am not happy with the nature of my work and my 4.34 work makes me unhappy with my family. 0.84 High WC7 The hotel does not give any incentives or reward to 4.31 0.88 High 1.30 Moderate 0.65 High the good employee. WC8 The number of leave and sick leave given by the 3.76 hotel is not enough. WC9 Uncomfortable work environment causes 4.45 discomfort to employees. Source: Researcher Survey 2024 SPSS version 21 output The above table 4.16 shows respondents level of agreement on Working Situation/Condition. The result shows on those hotels as, I am very stressed and stressed at work because many employees are absent due to the various reasons ;( Mean= 4.36, SD=0.83), Working time is not fair for shift workers in every department with equal work and pay ;( Mean= 3.86, SD= 1.26), Employee evaluation and performance system in this company is not fair ;( Mean= 4.33 .SD= 0.86), my supervisor does not motivate me and does not give me the freedom to exercise initiative and apply myself to work; (Mean=4.02, SD=1.17), the hotel provides inadequate and substandard equipment; - 47 - (Mean= 4.28, SD= 0.87), I am not happy with the nature of my work and my work makes me unhappy with my family;(Mean= 4.34, SD=0.84), The hotel does not give any incentives or reward to the good employee;(Mean=4.31 ,SD=0.88), The number of leave and sick leave given by the hotel is not enough; (Mean=3.76 ,SD= 1.30) and Uncomfortable work environment causes discomfort to employees; (Mean=4.45 ,SD= 0.65 ). Therefore, the hotels should focus and work on creating conducive working environment. Table 4.17 Degree of Respondent Agreement on Alternative Job/Work Item N S. D % D % N % Agree % S. A % Aj1 192 2 1.0 23 12.0 2 1.0 81 42.2 84 43.8 Aj2 192 2 1.0 21 10.9 7 3.6 81 42.2 81 42.2 Aj3 192 8 4.2 26 13.5 2 1.0 75 39.1 81 42.2 Aj4 192 2 1.0 28 14.6 2 1.0 81 42.2 79 41.1 Aj5 192 3 1.6 17 8.9 4 2.1 89 46.4 79 41.1 Source: Researcher Survey 2024 SPSS version 21 output Table 4.18 Level of Respondent Agreement on Alternative Job/Work Item Regarding Alternative Work Mean Std. Dev. Level Aj1 I can get a better job than my current job. 4.16 1.00 High Aj2 I know many job options that I can apply for. 4.14 0.98 High Aj3 I have my own business. 4.02 1.16 High Aj4 I would like to start my own business. 4.08 1.05 High Aj5 Expanding more hotels and opening alternative jobs will increase the need to leave workers. 4.17 0.95 High Source: Researcher Survey 2024 SPSS version 21 output - 48 - The above table 4.18 shows respondents level of agreement on Alternative Job/Work. As shown the result on those hotel, I can get a better job than my current job ;( Mean=4.16, SD=1.00), I know many job options that I can apply for; (Mean=4.14, SD=0.98), I have my own business; (Mean=4.02, SD=1.16), I would like to start my own business; (Mean=4.08, SD=1.05), and Expanding more hotels and opening alternative jobs will increase the need to leave workers; (Mean=4.17 SD=0.95). Table 4.19 Degree of Respondent Agreement on Job hopping Item N S.D % Disagree % Neutral % Agree Jh1 192 Jh2 0 0 6 3.1 192 1 0,5 33 17.2 9 Jh3 192 0 27 14.1 Jh4 192 3 1.6 36 0 0 0 % Strongly agree % 99 51.6 87 45.3 4.7 80 41.7 69 35.9 0 97 50.5 68 35.4 18.8 11 5.7 82 42.7 60 31.3 Source: Researcher Survey 2024 SPSS version 21 output Table 4.20 Level of Respondent Agreement on Job Hopping /Opportunities Mean Regarding Job Opportunities Jh1 Job opportunities allow employees to broaden their 4.39 Std .Dev Level 0.65 High experience. Jh2 Job opportunities may arise to find the right thing. 3.95 1.07 High Jh3 Job opportunities allow employee to see better job 4.07 opportunities. 0.96 High Jh4 Job professional 3.83 1.11 High opportunities development and allow provide their opportunities for advancement. Source: Researcher Survey 2024 SPSS version 21 output - 49 - As indicated table 4.20 shows that respondents level of agreement on Job Hopping/Opportunities. As shown the result on those Hotels, Job opportunities allow employees to broaden their experience; (Mean=4.39, SD= 0.65), Job opportunities may arise to find the right thing; (Mean=3.95, SD=1.07), Job opportunities allow employee to see better job opportunities; (Mean=4.07, SD=0.96) and Job opportunities allow their professional development and provide opportunities for advancement; (Mean=3.83, SD=1.11). Table 4.21 Degree of Respondent Agreement on Turnover Intention Item N S.D % D % N % A % S.A % Ti1 192 2 1.0 0 0 0 102 53.1 88 45.8 Ti2 192 15 7.8 24 12.5 27 14.1 91 47.4 35 18.2 Ti3 192 15 7.8 27 14.1 24 2.5 88 45.8 38 19.8 Ti4 192 14 7.3 25 13.0 11 5.7 91 47.4 51 26.6 Ti5 192 11 5.7 20 10.4 2 1.0 100 52.1 59 30.7 Ti6 192 13 6.8 16 8.3 1 0.5 99 51.6 63 32.8 Ti7 192 11 5.7 12 6.3 0 107 55.7 62 32.3 0 0 Source: Researcher Survey 2024 SPSS version 21 output Table 4.22 Level of Respondent Agreement on Turnover Intention Item Ti1 Mean Turnover Intention I often think of leaving my current job. Because my pay and 4.43 Std. Dev. Level 0.61 High 1.15 Moderate the amount of work I do are not proportional. Ti2 I will find a better job than the current one as soon as 3.56 possible; I am leaving my current hotel. Ti3 I intend to leave this hotel shortly. 3.56 1.18 Moderate Ti4 Because I am not happy working in the hotel for one reason 3.73 1.19 Moderate 1.18 High or another, I would like to find opportunities outside. Ti5 If the hotel does not improve the salary level, I will terminate 3.92 my contract with the hotel in a short time. - 50 - Ti6 I am thinking of leaving my current job to find different 3.95 1.13 High 1.04 High career options. Ti7 I have an opportunity to find acceptable alternative 4.03 employment. Source: Researcher Survey 2024 SPSS version 21 output The above table 4.22 shows respondents level of agreement on Turnover Intention. as shown the result on those hotels, I often think of leaving my current job. Because my pay and the amount of work I do are not proportional; (Mean= 4.43, SD=0.61), I will find a better job than the current one as soon as possible; I am leaving my current hotel; (Mean=3.56, SD=1.15), I intend to leave this hotel shortly; (Mean=, 3.56, SD=1.18), Because I am not happy working in the hotel for one reason or another, I would like to find opportunities outside; (Mean=3.73, SD=1.19), If the hotel does not improve the salary level, I will terminate my contract with the hotel in a short time; (Mean=3.92, SD=1.18), I am thinking of leaving my current job to find different career options; (Mean=3.95, SD=1.13) and I have an opportunity to find acceptable alternative employment; ( Mean=4.03, SD=1.04). It indicates that those hotels should have to focus on employees retention to reduce employee turnover intention by solving the above internal (push) and external (pull) factors in order to achieve organizational goal. 4.6 Inferential statistics According to Tarek (2019); inferential statistics predicts or estimates characteristics of a population for a knowledge of the characteristics of only a sample of the population. Inferential statistics uses statistical techniques to extrapolate information from a smaller sample to make predictions and draw conclusions about a larger population. It uses probability theory and statistical models to estimate population parameters and test population hypotheses based on sample data. The main goal of inferential statistics is to provide information about the whole population using sample data to make the conclusions drawn as accurate and reliable as possible. There are two primary uses for inferential statistics: i.e. providing population estimations and testing theories to make conclusions about populations. Researchers can generalize a population by utilizing inferential statistics and a representative sample. It requires logical reasoning to reach - 51 - conclusions. In this section the result of inferential statistics used in the study supported on Pearson correlation coefficient. 4.6.1 Correlation Analysis Correlation describes the strength of association between variables. According to Sandhill Nathan, S. (2019), correlation analysis measures the degree of linear association between dependent and independent variable. Correlation coefficient(r) indicates the strength of the relationship between the variables the value of correlation coefficient ranges from-1 to 1. A correlation value of 1 denotes the ideal positive association between two variables, whereas a correlation coefficient of -1 denotes the ideal negative relationship. On the other hand, a correlation coefficient of zero indicates no relationship between variables. A value of correlation coefficient between 0.1 and 0.29 indicates the association among the items is poor. A correlation coefficient between 0.3 and 0.49 implies there is moderate relationship and correlation coefficient greater than 0.5 implies strong relationship between two variables. The researcher is used Pearson's Correlation Coefficient in order to determine the relationship between independent variables of the study such as salary, career growth, working condition, alternative job and job hopping with the dependent variable of turnover intention because of Pearson's correlation coefficient is mostly used for bi-variants scale data of normal distribution. Table 4.23 Coefficient range strength of association Coefficient range Strength of association 0.1 – 0.29 Poor relationship 0.3 - 0.49 Moderate relationship > 0.5 Strong relationship Source: McDaniel and gates (2006) - 52 - Table 4.24 Relationship between independent variable (Salary, Career growth, Alternative job, Job hopping) and dependent variable (turnover intention). Correlations Turnover Salary Career Intention Growth Turnover Intention 1.000 Working Condition Alternative Job Job Hopping .881 .920 .913 .908 .905 1.000 .924 .920 .881 .947 .920 Career Growth Pearson Correlation Working Condition .913 .924 1.000 .874 .901 .949 .920 .874 1.000 .914 .881 Alternative Job .908 .881 .901 .914 1.000 .883 Job Hopping .905 .947 .949 .881 .883 1.000 .000 .000 .000 .000 .000 Salary .881 Turnover Intention . Salary .000 . .000 .000 .000 .000 Career Growth .000 .000 . .000 .000 .000 Working Condition .000 .000 .000 . .000 .000 Alternative Job .000 .000 .000 .000 . .000 Job Hopping .000 .000 .000 .000 .000 . 192 192 192 N Source: Researcher Survey 2024 SPSS version 21 output 192 192 192 Sig. (1-tailed) The result on table 4.24 shows that  The correlation coefficient between salary and turnover intention on hotels has (r=0.881 and sig. (1-tailed) p=0.000, this implies that salary and turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level.  The correlation coefficient between career growth and turnover intention on hotels indicates that(r=0.920 and sig. (1-tailed) p=0.000 this implies that career growth and turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level.  The correlation coefficient between working condition and turnover intention on hotels indicates that(r=0.913 and sig. (1-tailed) p=0.000 this implies that working condition and - 53 - turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level.  The correlation coefficient between alternative job and turnover intention on hotels indicates that(r=0.908 and sig. (1-tailed) p=0.000 this implies that alternative job and turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level.  The correlation coefficient between job hopping and turnover intention on hotels indicates that(r=0.905 and sig. (1-tailed) p=0.000 this implies that career job hopping and turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level. 4.6.2 Regression Analysis Regression analysis is a trustworthy technique for determining the variables that affect an interest issue. Regression analysis enables you to accurately identify the factors that are most important, those that can be ignored, and the relationships between these components. Regression analysis concerned with describing and evaluating one or more independent variables on a single dependent variable. In regression there has to be clear difference between independent and dependent variables. The sign, magnitude and coefficients are very important in regression to evaluate the independent variables on dependent variables (Brooks, 2008). Regression analysis is a statistical measurement used for estimating the relationships among variables. It enables to determine the strength of the relationship between variables and the predictive power of the independent variables on the dependent variable. Regression, in essence, enables a researcher to determine the degree to which a change in the dependent variable's value affects the values of the independent variables while maintaining the other independent variables' values. The statistical method of identifying the variables that actually have an impact is regression analysis. For this study the researcher used a multiple regression analysis model that can present the independent variables and the dependent variable to summarize the variables mentioned in this research. To perform multiple regressions first the researcher performs the following assumption tastes. - 54 - 4.6.3 Assumption Tests of Multiple Regressions According to Darwis, D. (2021) the five assumption tests of Classical Linear Regression Model (CLRM) focus on the error terms. These are normality, multicollinearity, autocorrelation, zero mean residual and homoscedasticity. Prior to conducting a regression analysis, the basic assumption tests for the model must be carried out. This is a compulsory precondition in explaining the relationships between dependent and explanatory variables. Five major assumptions namely, normality distribution test, linearity test, multicollinearity test, homoscedasticity test and autocorrelation must be checked and proved to be meet reasonably well. Each test is explained in detail: 4.6.3.1 Linearity Test The term "linearity" refers to a straight-line relationship between the predictor variables and the result variable in a regression analysis. The linearity of associations between the dependent and independent variables can be tested by looking at the Predicted Probability (P-P) plot for the model. The closer the dots lie to the diagonal line, the closer to normal the residuals are distributed. As showed in figure 4.1, the researcher visual inspections of the p-p plot that points line in reasonably straight diagonal line from bottom left to top right for all dependent variables revealed that there exist linear relationship between the dependent (Turnover intention) and independent variables (salary, career growth, working condition, alternative job and job hopping). Linearity Test. Linearity test is used to test whether all linear regression models between a dependent variable and an independent variable are related to a straight line to the right or bottom right. If the linear sig value is <0.05, a linear relationship is found. The linearity test in research is a method used to determine whether a relationship between variables can be adequately represented by a linear model. It helps researchers decide if a non-linear model is necessary for accurate representation. A linearity test is conducted to assess whether the relationship between variables can be adequately described by a linear model. It helps researchers determine if the data exhibits a linear pattern or if a more complex model is needed to accurately represent the relationship. The linearity test is crucial in various fields such as statistics, machine learning, and system identification to ensure - 55 - the validity of the chosen model. By performing linearity tests, researchers can evaluate the assumptions of linearity in their models and make informed decisions about the appropriateness of linear regression analysis. This test is essential for validating the assumptions underlying linear models and ensuring the reliability of the results obtained from statistical analyses. Figure 4.1 Predicted Probability (P-P) Plot of Regression Standardized Residual Source: researcher survey (2024) SPSS version 21 outputs 4.6.3.2 Normality Distribution The normal distribution is also known as a Gaussian distribution. It is the most frequently referenced distribution and approximates many natural data tendencies. The normal distribution is a probability distribution of a continuous random variable whose values spread symmetrically around the mean. A normal distribution can be completely described by using its mean (μ) and variance (σ2) because mean and variance determine the shape of the distribution. When a variable x is normally distributed, we denote: Normal distribution, also known as the Gaussian distribution, is a probability distribution that is symmetric about the mean, showing that data near the mean are - 56 - more frequent in occurrence than data far from the mean. The normal distribution appears as a "bell curve" when graphed. Test multiple regressions require the independent variables to be normally distributed. This means that errors are normally distributed, and that a plot of the values of the residuals will approximate a normal curve (Keith, 2006).As depicted in Figure 4.2 below, it shows that the data output is normally distributed. Figure 4.2 Histogram of employee turnover intention Source: researcher survey (2024) SPSS version 20 outputs 4.6.3.3 Homoscedasticity The assumption of homoscedasticity (meaning “same variance”) is central to linear regression models. Homoscedasticity describes a situation in which the error term (that is, the “noise” or random disturbance in the relationship between the independent variables and the dependent variable) is the same across all values of the independent variables. Homoscedasticity, or homogeneity of variances, is an assumption of equal or similar variances in different groups being compared. - 57 - This is an important assumption of parametric statistical tests because they are sensitive to any dissimilarities. Uneven variances in samples result in biased and skewed test results. Homoscedasticity refers to the difference between predicted and observed values of an experiment being constant for any random variables considered. It is an important assumption based on which many statistical tests can be conducted. Homoscedasticity test results are considered more reliable owing to unbiased estimates. Homoscedastic (also spelled "homoscedastic") refers to a condition in which the variance of the residual, or error term, in a regression model is constant. That is, the error term does not vary much as the value of the predictor variable changes. Another way of saying this is that the variance of the data points is roughly the same for all data points. This suggests a level of consistency and makes it easier to model and work with the data through regression. A lack of homoscedasticity may suggest that the regression model may need to include additional predictor variables to explain the performance of the dependent variable. The assumption of homoscedasticity refers to equal variance of errors across all levels of the independent variables. This implies it requires even distribution of residual terms or homogeneity of error terms throughout the data. Homoscedasticity can be checked by visual examination of a plot of the standardized residuals by the regression standardized predicted value (Osborne & Waters, 2002). The scatter plot in Fig 4.3 shows that the standardized residuals in this research are distributed evenly which shows that no violation of homoscedasticity. Therefore as showed below figure 4.3 the scatter plot spread far apart and the data randomly distributed. - 58 - Figure 4.3 Homoscedasticity Source: Researcher survey (2024) SPSS version20 output 4.6.3.4. Test for Autocorrelation Correlation is a measure of association between two or more variables. When two or more variables very in sympathy so that movement in one tends to be accompanied by corresponding movements in the other variable(s), they are said to be correlated. “The correlation between variables is a measure of the nature and degree of association between the variables”. As a measure of the degree of relatedness of two variables, correlation is widely used in exploratory research when the objective is to locate variables that might be related in some way to the variable of interest. Autocorrelation refers to the degree of correlation of the same variables between two successive time intervals. Autocorrelation, as a statistical concept, is also known as serial correlation - 59 - Autocorrelation research applied Durbin Watson (DW) test, is used in statistics to detect autocorrelation in the residuals from a regression analysis. The Durbin Watson statistic will always assume a value between 0 and 4. A value of DW = 2 indicates that there is no autocorrelation which is most commonly used techniques of detecting autocorrelation. And, if the value of DW test is between 1.5 and 2.5 there is no evidence for the presence serial correlation among error terms (Hassen et al, 2017). As illustrated in table 4.25 below, the DW test falls in the acceptable range, which implies absence of serial correlation among errors. Table 4.25 Durbin Watson test result Model Durbin Watson 1 1.95 Source: survey (2024) SPSS version 20 output 4.6.3.5 Multicollinearity Test Multicollinearity refers to when your predictor variables are highly correlated with each other. This is an issue, as your regression model will not be able to accurately associate variance in your outcome variable with the correct predictor variable, leading to muddled results and incorrect inferences. The assumption of multicollinearity can also be assessed using SPSS as part of multiple regression procedure. To assess multicollinearity by examining tolerance and the Variance Inflation Factor (VIF) are two collinearity diagnostic factors that can help you identify multicollinearity. Tolerance is a measure of collinearity reported by most statistical programs such as SPSS; the variables tolerance is 1-R2. In the collinearity statistics section, Tolerance and VIF values are given. Tolerance is an indicator of how much of the variability of the specified independent is not explained by the other independent variables in the model and is calculated using the formula (1R squared for each variable. If this value is small(less than 0.10) it indicates that the multiple correlation which other variables is high, suggesting the possibility of multi collinearity (Pallat, 2007). The other value given is the VIF (Variance Inflation Factor), which is just the inverse of the Tolerance value. VIF values above 10 would indicate multi collinearity (Pallat, 2007). Multicollinearity occurs when independent variables in a regression model are correlated. This - 60 - correlation is a problem because independent variables should be independent. VIFs start at 1 and have no upper limit. A value of 1 indicates that there is no correlation between this independent variable and any others. VIFs between 1 and 5 suggest that there is a moderate correlation, but it is not severe enough to warrant corrective measures. As indicated in Table 4.26 below, the model shows moderate Multicollinearity due to the VIF value is 3.307, 3.13, 2.983, 2.890 and 2.887 of salary, job hopping, career growth, alternative job and working condition respectively. Table 4.26 Collinearity Statistics Model Collinearity statistics Tolerance VIF (Variance Inflation Factor) Salary 0.302 3.307 Career growth 0.335 2.983 Working condition 0.3346 2.887 Alternative job 0.346 2.890 Job hopping 0.319 3.130 Source: survey (2024) SPSS version 21 output 4.6.3.6 Analysis of Variance (ANOVA) ANOVA in SPSS is used for examining the differences in the mean values of the dependent variable associated with the effect of the independent variables, after taking into account the influence of the independent variables. Analysis of variance is a statistical tool used to detect differences between experimental group means (Steven, 2017). Analysis of variance was also done to establish the overall significance of the model. The ANOVA table 4.27 below had to present a model; with regression and residual sum of squares, degree of freedom, F- statistics and the corresponding exact significant level /pvalue. In ANOVA, the F statistic must be used in combination with the p value when we are deciding the overall results are significant. If we have a significant result, it doesn’t mean that all the variables are significant. The statistic is just comparing the joint effect of all the variables together. - 61 - Table 4.27 Analysis of variance (ANOVA) ANOVAa Model 1 Sum of Squares Df Mean Square F Regression 178.099 5 35.620 Residual 17.817 186 .096 Total 195.917 191 Sig. 371.847 .000b Source: survey (2024) SPSS version 21 output a. Dependent Variable: Turnover intention b. Predictors: (Constant), Job hopping, Salary, Working condition, Alternative job, Career growth As shown in the table 4.27 above ANOVA (F- test) and the P Value, tests whether the overall regression model is good predictor and the probability of this result is occurred by chance or not. In this regard, The F- test result is 371.84 with a significance of less than 0.05, this means, the probability of those results occurs by chance is 0.000. Therefore, significant amount of dependent variable (turnover intention) is influenced by independent variable( salary, career growth, working condition, alternative job and job hopping) and it can be concluded as the overall regression model is significant, F(=371.84) P= 0.000<0.05 (that is the regression model is a good to fit the data). In the other words the model significant and suitable prediction for explaining the factor of turnover intention on hotels in Dessie city. 4.6.4 Multiple Regressions/Model Summaries Multiple regression analysis is performed; In order to determine the extent or predict to which the explanatory (independent) variables explain the variance in the explained (dependent) variable and interprets model summary. Therefore a multiple linear regression analysis is carried out to identify the variations caused in turnover intention by the independent variables of the study (salary, career growth, working condition, alternative job and job hopping). In the model summary the point like - 62 - R tells us the sign/direction and magnitude/strength of the relationship between independent variable and dependent variable. R is used and noted as a correlation coefficient that can state the overall relationship between independent and dependent variables. R square shows that by how much does the dependent variable explained by the independent variables or the variability of the dependent variable when the values of the independent variables change. Adjusted R squared gives the percentage of variation explained by only those independent variables that in reality affect the dependent variable. When we add an independent variable to a regression model, the value of R-squared increases, even if the independent variable is insignificant, it never declines. But the value of adjusted R-squared increases only when predictor/independent variable is significant and can affects the dependent variable (Gugrati, 2011). R-squared value range from 0 to 1and commonly stated as a percentage from 0-100%. An R-square of 100% indicates that, dependent variable is completely explained by independent variable of the model. 0% shows the model explains none of the variability of the response data around its mean. Table 4. 28 Model summaries Model Summaryb Model R 1 .953a R Square Adjusted R Square Std. Error of the Estimate Durbin-Watson .909 .907 .310 1.953 Source: Survey (2024) SPSS version 20 output a. Predictors: (Constant), Job hopping, Salary, Working condition, Alternative job, Career growth b. Dependent Variable: Turnover Intention As shown in table 4.28 above, the overall model R value represents the simple correlation in this case it is 0 .95 indicates that there is a strong degree of correlation between the dependent variable and independent variables and The R2 value shows the total amount of variation in the dependent variable that can be explained by the independent variables. The R2 value of 0.909 indicates that the independent variable salary, career growth, working condition, alternative job and job hopping included in the model explained 90.9% in dependent variable (Turnover intention) the remaining - 63 - 9.1% variance of the dependent variable organization performance determined by other unaccounted in this study. Adjusted R2 is a modified version of R-squared that has been adjusted for the number of predictor in the model. Therefore, adjusted R-square compares the explanatory power of regression models that contain different number of predictors. The value of adjusted R square in this study found to be 90.7%. This implies that 90.7% changes that occur in Turnover intention are attributable to independent variables (salary, career growth, working condition, alternative job and job hopping). 4.6.5 Regression Model Coefficient Regression coefficients are numerical values that represent the strength and direction of the relationship between variables in a regression model. Regression coefficients, also known as regression parameters, are the estimated values depicting the relationship between independent variables and the dependent variable in a regression model. They quantitatively capture the impact of each independent variable, indicating both direction and extent. In linear regression, these coefficients signify the slope of the line, providing insight into the rate of change in the dependent variable per unit change in the independent variable. For different types of regression models, such as multiple regression, coefficients convey the alteration in the dependent variable for a one-unit shift in the corresponding independent variable, while keeping other variables unaltered. These coefficients play a crucial role in understanding and interpreting the significance of variables within the regression framework. The regression coefficient analysis table 4.29 below consists of independent variables, unstandardized coefficients, standardized coefficients, T- statistics and p-value or significance level. In this study, the researcher used the unstandardized coefficients to explain the magnitude of the relationship. Unlike standardized coefficients, which are normalized unit-less coefficients, an unstandardized coefficient has units and a 'real life' scale. An unstandardized coefficient represents the amount of change in a dependent variable Y due to a change of 1 unit of independent variable X. A positive or negative sign indicates the nature/direction of relationship. Whereas, pvalue under sig, column indicates the statistical significance or probability of the model providing wrong prediction/conclusion. - 64 - Table 4.29 Coefficients of regression analysis Coefficientsa Model Unstandardized Standardized t Coefficients Coefficients B Std. Error Beta (Constant) -.188 .100 Salary -.340 .086 Career Growth .448 Working Condition Sig. -1.870 .063 -.336 -3.967 .000 .082 .431 5.466 .000 .502 .070 .493 7.150 .000 Alternative Job .142 .068 .134 2.090 .038 Job Hopping .266 .088 .261 3.030 .003 1 a. Dependent Variable: Turnover Intention Source: survey (2024) SPSS version 21 output Here is discussed the relationship between the dependent variable and independent variable. The dependent variable is turnover intention and independent variables (salary, career growth, working condition, alternative job and job hopping). The unstandardized coefficients β column, gives us the coefficients of the independent variables in the regression equation including all the predictor variables as indicated above. In addition, the table 4.29 above also shows that the explanatory variables included in this study can significantly explain at 95% confidence level to the variation on the dependent variable. The standardized beta coefficient column shows the contribution that an individual variable makes to the model. The beta weight is the average amount the dependent variable increases when the independent variable increases by one standard deviation (all other - 65 - independent variables are held constant). From the above table 4.29 the constant term 0.188 (18.8%) indicates a mean score turnover intention of hotels on Dessie city if all other independent variables are constant. But on average the constant term can increase or decrease by a standard error of 0.18.8.The coefficient of regression analysis and significance of salary (β =-0.340), career growth (β =0.448), working condition (β =0.502), alternative job (β =0.142) and job hopping (β =0.266) showed all positive effect except salary. The model applied in this study was multiple regression model equation determined using coefficients of the independent variables and the constant term as follows. TI = β0 - β1X1 + β2X2 + β3X3 + β4X4+ β5X5+e Where TI = Turnover intention, β0 = Intercept/constant, X1 = Salary (SA), X2 = Career Growth (CG), X3 = Working Condition (WC), X4 = Alternative Job (AJ), X5 = Job Hopping (JH), E = error (Residual) and β1 - β5 = Coefficients of the independent variables. Finally the researcher regression equation written as TI=0.190-0.340(SA) +0.448(CG) +0.502(WC) + 0.142(AJ) + 0.266(JH) +e. Therefor Regression equation explains the variance and factors responsible for employee turnover intention hotels on Dessie city. Salary responsible in employee turnover intention is 34%, 44.8% career growth, 50.2% working condition, 14.2% alternative job, and 26.6% job hopping. 4.6.6 Hypothesis Testing Hypothesis testing is really a systematic way to test claims or ideas about a group or population. In hypothesis testing, tests a certain given assumption or belief or wise guess about the population using some sample information. The decision to support the hypothesis is based on the information contained in a sample drawn from the population and the result of hypothesis testing related to relationship between dependent variables and independent variable (Antonio, 2010). In this case the researcher used a significance level approach to test the hypothesis by comparing the p value of the statistics from the significance level. Then reject the null hypothesis if the p value is less than 0.05 and accept the alternative hypothesis if the p value is greater than 5% of significance - 66 - level developed by the researcher. The hypothesis was tested by using regression analysis. Regression analysis was conducted to measure the variables that explain the variance in the overall salary, career growth, working condition, alternative job and job hopping. Hypothesis 1 Ho: Salary has no significantly affect employees turnover intention hotels on Dessie city. Results discussion; the result of above table 4.29 revealed that salary has negative and statistically significant effect on turnover intention with a beta coefficient of 0.340 and p value of 0.000, which is less than 0.05. Decision; the researcher rejects the null hypothesis and accepted alternative hypothesis; that mean salary has significant effect on turnover intention hotels on Dessie city. Then increase involvement of salary elements (like incentive, fair salary and bonus) will lead to reduce employee turnover intention hotels on Dessie city in order to increase organizational performance. Hypothesis 2 Ho: Career growth has no significantly affect employees‟ turnover intention hotels on Dessie city Results discussion; the result of above table 4.29 revealed that career growth has positive and statistically significant effect on turnover intention hotels on Dessie city with a beta coefficient of 0.448 and p-value of 0.000, which is less than 0.05. This implies that, other explanatory variable remain constant, if the mean score value of career growth increase by one unit on average the mean score value of company performance increase by 0.448 unit and statistically significant at 5% significance level. Decision; the researcher rejects the null hypothesis and accepted alternative hypothesis; that mean career growth has significant effect on turnover intention hotels on Dessie city. Hypothesis 3 Ho: Working condition has no significantly effect on employee’s turnover intention hotels on Dessie city - 67 - . Results discussion; the result of above table 4.29 revealed that working condition has positive and statistically significant effect on turnover intention with a beta coefficient of 0.502 and p-value of 0.000, which is less than 0.05. This implies that, other explanatory variable remain constant, if the mean score value of working condition increase by one unit on average the mean score value of hotels on Dessie city performance increase by 0.502 unit and statistically significant at 5% significance level. Decision; the researcher rejects the null hypothesis and accepted alternative hypothesis; that mean working condition has significant effect on turnover intention hotels on Dessie city. Hypothesis 4 Ho: Alternative job has no significantly affect employees‟ turnover intention hotels on Dessie city. Results discussion; the result of above table 4.29 revealed that alternative job has positive and statistically significant effect on turnover intention hotels on Dessie city with a beta coefficient of 0.142 and p-value of 0.000, which is less than 0.05. This implies that, other explanatory variable remain constant, if the mean score value of alternative job increase by one unit on average the mean score value of hotels on Dessie city performance increase by 0.142 unit and statistically significant at 5% significance level. Decision; the researcher rejects the null hypothesis and accepted alternative hypothesis; that mean alternative job has significant effect on turnover intention hotels on Dessie city. Hypothesis 5 Ho: Job hopping has no significantly affect employees turnover intention hotels on Dessie city. Results discussion; the result of above table 4.29 revealed that job hop has positive and statistically significant effect on turnover intention hotels on Dessie city with a beta coefficient of 0.266 and p value of 0.000, which is less than 0.05. This implies that, other explanatory variable remain constant, if the mean score value of alternative job increase by one unit on average the mean score value of hotels on Dessie city performance increase by 0.266 unit and statistically significant at 5% significance level. - 68 - Decision; the researcher rejects the null hypothesis and accepted alternative hypothesis; that mean job hop has significant effect on turnover intention hotels on Dessie city. Table 4.30 Summary of Hypothesis Result Explanatory Explanatory Variables Variables Actual sign and effect Result 1 Salary Has no effect negative and significant Rejected 2 Career growth Has no effect Positive and significant Rejected 3 Working condition Has no effect Positive and significant Rejected 4 Alternative job Has no effect Positive and significant Rejected 5 Job hopping Has no effect Positive and significant Rejected Source: Researcher own survey data (2024) - 69 - CHAPTER – FIVE 5. Summary of Major Findings, Conclusions and Recommendations . 5.1 Summary of Major Findings The "Summary of Major Findings" is a concise overview or compilation of the most important and significant discoveries, results, or conclusions from a study, research project, or investigation. It provides a general understanding of the key points and outcomes without delving into all the details. This study is conducted examine factor affecting employee turnover intention on hotels on Dessie city. Salary, career growth, working condition, alternative job and job hopping are examined with employee turnover intention. The study adopted descriptive and explanatory research method through the stratified simple random sampling method that engaged from all hotels staffs in Dessie. The hotel target population sizes were 400 workers and sample size was 200 workers. Data collection was done using structured questionnaires and the data is analysed using the statistical package for social science (SPSS version 21) in frequency distribution, percentage, Pearson correlations and multiple regressions. First conducting deep analysis and interpretation of the questionnaires result the researcher disclose summary of findings about factor of turnover intention hotels on Dessie city. Second, the researcher gives a conclusion about internal (push) and external (pull) factor on employee turnover intention hotels on Dessie city. Third, the possible solutions are suggested as a recommendation for the respective body stated under recommendation part of the study and for further studies. 5.2 Summary  This part shows the summary of findings in brief statements based on the problems and hypotheses. The objective of the study is to investigate and analysed internal and external factors on employee turnover intention hotels on Dessie city using the basic factors of salary, career growth, working condition &, alternative job and job hopping respectively. In this study from total sample of 200 questionnaires distributed 192 is collected, that is 96% which is acceptable and used for data analysis and discussion of the study.  In the demographic analysis the researcher includes the basic seven categories; gender proportions of female and male respondents are 108(56.3%) and 84 (43.8 %) respectively. - 70 - Age of respondent include: 29.2 % of the respondent lies within 18-25 age group, 45.3% of the respondents are in the range of 26-33, 13.5% of the respondents are within 34-41 age groups and 12% of the respondents age groups are lies 42 and above. The composition of respondent work experience are 75 (39.1%) of the respondents have below 2 years’ experience, 58(30.2) of the respondents between 3-5 years, 15(7.8%) of the respondents have an experience from 6-9 years and 44(22.9%) of the respondents have above 10 years‟ experience in the hotels. Department of respondents 25(13%) HR, 70(36.5) Operational Levels, 24(12.5%) Kitchen, 21(10.9%) marketing and 26(13.5%) finance respectively. Respondent level of education is concerned 20(10.4%) of the respondents are up to grade 12, 92(47.9%) are certificate/diploma, 52(27.1%) first degree which means under graduate and 28(14.6%) are second degree which means post graduate. Job position included in the study of hotels on Dessie city; 104(54.2%) of the employee found Operation/Technical Staff, 59(30.7%) are on Lower Level Manager, 15(7.8 %) of the respondents are found on Middle Level Manager and 14(7.3%) are on Higher Level Manager. Most of the respondents of the company workers are operators & more technical staffs and lower level manager’s respectively. Composition of marital status is concerned 103 (53.6%) of the respondents are married, 76 (39.6%) are single, and 13 (6.8%) are divorced.  In the descriptive statistical analysis average and standard deviation value of dependent and independent variables salary ,career growth ,working condition, alternative job & job hop variable shows average mean =3.98 ,4.16, 4.04, 4.2,4.09 & 4.06 and SD= 1.01,1.00,0973,0.995,0.959 and 0.995 respectively.  The correlation coefficient between salary and turnover intention on hotels has (r=0.881 and sig. (1-tailed) p=0.000, this implies that salary and turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level.  The correlation coefficient between career growth and turnover intention on hotels indicates that(r=0.920 and sig. (1-tailed) p=0.000 this implies that career growth and turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level. - 71 -  The correlation coefficient between working condition and turnover intention on hotels indicates that(r=0.913 and sig. (1-tailed) p=0.000 this implies that working condition and turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level.  The correlation coefficient between alternative job and turnover intention on hotels indicates that(r=0.908 and sig. (1-tailed) p=0.000 this implies that alternative job and turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level.  The correlation coefficient between job hopping and turnover intention on hotels indicates that(r=0.905 and sig. (1-tailed) p=0.000 this implies that career job hopping and turnover intention on hotels has a strong, positive and statistically significant relationship at 5% significance level.  ANOVA (F- test) and the P Value, tests whether the overall regression model is good predictor and the probability of this result is occurred by chance or not. In this regard, The F- test result is 371.84 with a significance of less than 0.05, this means, the probability of those results occurs by chance is < 0.001. Therefore, significant amount of dependent variable (turnover intention) is influenced by independent variable( salary, career growth, working condition, alternative job and job hopping) and it can be concluded as the overall regression model is significant, F(=371.84)P=.000<0.05 (that is the regression model is a good to fit the data). In the other words the model significant and suitable prediction for explaining the factor of turnover intention hotels on Dessie city. - 72 - 5.3 Conclusions  Employee turnover intention is a major issue for the human resource managers and has a significant cost of hiring and replacement. Employee has intention to switch when they are dissatisfied from their pay, career growth and working condition. Employee is a major organizational phenomenon and core stone in any organization's perspective; employer turnover can represent significant costs in terms of recruiting, training, socialization and disruption of operation as well as a variety of indirect costs.  Conclusively, it is apparent from the findings that, lower salary, low career growth opportunity, lack of good working conditions ,alternative job and job hopping influence their decision to leave.  The researcher see too deeply the factor of turnover intention among hotels on Dessie city employees in two categories which is internal/push (salary, career growth & working condition) and external/pull (alternative job & job hopping).  This chapter presented the analysis of the data collected through a questionnaire and analysed using the SPSS statistic system term with explanation and brief discussion The results showed that all independent variable affect turnover intention hotels on Dessie city.  According to Coefficients of regression analysis of turnover intention is 0.188 which means level of turn over intention at hotels on Dessie city are 18.8%.  Since the hotel should reduce turnover intention of its employee through improving its working environment and its payment system, follow fair procedure of career growth, this should lead to increasing the job satisfaction of the every employee members and retain good performer workers. External factor can reduce indirectly by improving and satisfying internal factors unless it cannot minimize it. 5.4 Recommendation On the basis of the entire study, the following recommendations are made for hotels on Dessie city Management consideration:  Employees who are not satisfied with the current payment system consists with labour market and living expenses of the society including competitive pay scale, better incentive system and the company should develop other benefit packages beside the salary adjustment to retain well - 73 - experienced and educated employees. If possible it is strongly recommended to be a leading in salary paying against current market scale.  Career growth is the most important retention causes since offering good opportunities for career development not only prevents employees from leaving the company it also contributes in a positive way to their loyalty to the company the promotion system of the company should be clear and give equal opportunity for all employees. So the promotion policy of the company could be clear and fair play a great role to retain qualified and experienced employees.  Working environment is one of the main causes for employee turnover intention. Employees prefer to work in an environment which is suitable for them. This is the most common reason why they intent to live from the company. However if they find a good working environment in specific company, the company should work on providing all required facility and easy to perform the job so by checking proper conducive working environment, it is possible to retain well performer employees. Top management should reduce work boredom to employees by revisiting employee’s job description in order to add some challenge job tasks on the employee’s job description. If there is no match between employee and the job, the employees become bored by the job that provides no challenges or one that provides unrealistic challenges. These realities are the ones that make people leave the company.  In general hotels should revise all policy and procedures of per year for better competition to minimize for those who have turnover intention instead of losing experienced and qualified employees. So they have to investigate the dominant cause of turnover intention and prepare applicable benefit packages with clear policy to attain the intended objective of the hotel and top management should create the exit interview program to the employees who leave the hotels in order to identify the problems in their organization and take corrective measures. 5.5 Direction for Future Researchers In this research covers only the factors of internal (push) and external (pull) on employee turnover intention hotels by making Dessie city. The result indicates that the independent variable salary, career growth ,working condition, alternative job and job hopping included in the model explained 90.9% in dependent variable (turnover intention) the remaining 9.1% variance of the dependent variable which is turnover intention can be assessed. Therefore, future researchers may be interested in performing, validating the consistency of the result and provide supplementary results - 74 - for this study by including other variable like personal case, because it will play in the survival of an organization. The researcher would like to suggest future researchers can be conducted on internal and external factors more on firm level deep investigation by adding more key indicators. - 75 - 6. REFERNCE  Abbasi, S. M., & Hollman, K. W. J. P. p. m. (2000). Turnover: The real bottom line. 29(3), 333-342.  AlBattat, A. R. S., Som, A. P. M. J. I. J. o. B., & Management. (2013). Employee dissatisfaction and turnover crises in the Malaysian hospitality industry. 8(5), 62.  Ali, N. (2008). Factors affecting overall job satisfaction and turnover intention. Tran, H. (2017).  Allmer, T. (2012). Research design and data analysis, presentation and interpretation. SNS3 Research Paper, (12).  Alita, D., Putra, A. D., & Darwis, D. (2021). 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A definition of theory: research guidelines for different theory-building research methods in operations management. 16(4), 361-385. - 79 -  Yilmaz, K. J. E. j. o. e. (2013). Comparison of quantitative and qualitative research traditions: Epistemological, theoretical, and methodological differences. 48(2), 311-325. - 80 - Appendix. Table 4.2 Gender of Respondents Gender Frequency Percent Male 84 43.8 Female 108 56.3 Total 192 100.0 Source: researchers survey (2024) SPSS version 21 outputs. Table 4.3 Age of Respondents Age (year) Frequency(n) Percent (%) 18-25 56 29.2 26-33 years 87 45.3 34-41 years 26 13.5 23 12.0 192 100.0 42 and above years Total Source: researchers survey (2024) SPSS version 21 outputs Table 4. 4 Work experience Year of experience Frequency(n) Percent (%) 2 years and below 75 39.1 3-5 years 58 30.2 6-9 years 15 7.8 above 10 years 44 22.9 192 100.0 Total Source: researchers survey (2024) SPSS version 21 outputs - 81 - Table 4. 5 Department of respondent Department Frequency Percent Human Resource 25 13.0 Operational 70 36.5 Kitchen 24 12.5 Marketing 21 11.0 Finance and supportive 52 27.0 Total 192 100.0 Source: researchers survey (2024) SPSS version 21 outputs Table 4. 6 Education Level of Respondent Level of education Frequency(n) Percent (%) Up to grade 12 Certificate/ Diploma Bachelor Degree/ Levels Master’s degree 20 92 52 28 Total 192 Source: researchers survey (2024) SPSS version 21 outputs 10.4 47.9 27.1 14.6 100.0 Table 4.7 Job position level of respondent Level of job position Frequency(n) Percent (%) Operational and Technical Staff / Line Staff 104 54.2 Lower Level Managers Middle Level Manager 59 15 30.7 7.8 14 Total 192 Source: Researcher Survey 2024 SPSS version 21 output 7.3 100.0 Higher Level Manager - 82 - Table 4.8 Marital status of respondents Marital status Frequency(n) Percent (%) Married 103 53.6 Single 76 39.6 Divorced 13 6.8 Total 192 100.0 Source; researchers survey (2024) SPSS version 21 output Table 4.9 Description of Mean Score value by using 5-Point Likert Scale Mean score Description < 3.39 Low 3.40-3.79 Moderate > 3.80 High Source: Zaidatol and Bagheri (2009) Descriptive Statistics Mean Std. Deviation N Turnover Intention 3.98 1.013 192 Salary 4.16 1.001 192 Career Growth 4.04 .973 192 Working Condition 4.20 .995 192 Alternative Job 4.09 .959 192 Job Hopping 4.06 .995 192 Source: researcher own survey data 2024 SPSS version 21 output - 83 - Table 4.11 Degree of Respondent Agreement on Salary tem Strongly % Disagre e N % Neutral % S1 192 2 1.04 21 S2 192 0 0 12 S3 192 0 0 20 S4 192 0 0 S5 192 1 S6 192 S7 S8 Strongly % Agree % Disagre e Agree 10. 9 6.3 0 0 91 47.4 78 40.6 0 0 93 48.4 87 45.3 0 0 89 46.4 83 43.2 2 10. 4 1.0 0 0 96 50.0 94 49.0 0.5 17 8.9 9 4.7 95 49.5 70 36.5 1 0.5 11 5.7 0 0 87 45.3 93 48.4 192 0 0 2 1.0 0 0 94 49.0 96 50.0 192 3 1.6 11 5.7 0 0 82 42.7 96 50.0 Source: Researcher Survey 2024 SPSS version 21 output Table 4.13 Degree of Respondent Agreement on Career Growth Item N % Disagree % Neutral % Agree % S. agree % Cg1 192 0 0 17 8.9 0 0 93 48. 4 82 42. 7 Cg2 192 0 0 18 9.4 0 0 87 45. 3 87 45. 3 Cg3 192 3 1.6 23 12.0 0 0 87 45. 3 79 41. 1 Cg4 192 1 0.5 23 12.0 0 0 87 45. 3 81 42. 2 S.D Source: Researcher Survey 2024 SPSS version 21 output - 84 - Table 4.15 Degree of Respondent Agreement on working condition Item N S. D % D % Ne % Agree % S.A % WC1 192 4 2.1 5 2.6 4 2.1 84 43.8 95 49.5 WC2 192 11 5.7 32 16.5 4 2.1 70 36.5 75 39.1 WC3 192 4 2.1 7 3.6 4 2.1 84 43.8 93 48.4 WC4 192 11 5.7 20 10.4 4 2.1 77 40.1 80 41.7 WC5 192 4 2.1 7 3.6 8 4.2 86 44.8 87 45.3 WC6 192 4 2.1 6 3.1 4 2.1 84 43.8 94 49.0 WC7 192 4 2.1 8 4.2 6 3.1 80 41.7 94 49.0 WC8 192 20 10.4 22 11.5 5 2.6 82 42.7 63 32.8 192 1 0.5 3 1.6 2 1.0 Source: Researcher Survey 2024 SPSS version 21 output 89 46.4 97 50.5 Wc9 Table 4.17 Degree of Respondent Agreement on Alternative Job/Work Item N S. D % D % N % Agree % S. A % Aj1 192 2 1.0 23 12.0 2 1.0 81 42.2 84 43.8 Aj2 192 2 1.0 21 10.9 7 3.6 81 42.2 81 42.2 Aj3 192 8 4.2 26 13.5 2 1.0 75 39.1 81 42.2 Aj4 192 2 1.0 28 14.6 2 1.0 81 42.2 79 41.1 Aj5 192 3 1.6 17 8.9 4 2.1 89 46.4 79 41.1 Source: Researcher Survey 2024 SPSS version 21 output Table 4.19 Degree of Respondent Agreement on Job hopping Item N S.D % Disagree % Neutral % Agree % Jh1 192 Jh2 0 0 6 3.1 192 1 0,5 33 17.2 9 Jh3 192 0 27 14.1 Jh4 192 3 1.6 36 0 0 0 Strongly agree % 99 51.6 87 45.3 4.7 80 41.7 69 35.9 0 97 50.5 68 35.4 18.8 11 5.7 82 42.7 60 31.3 Source: Researcher Survey 2024 SPSS version 21 output - 85 - Table 4.21 Degree of Respondent Agreement on Turnover Intention Item N S.D % D % N % A % S.A % Ti1 192 2 1.0 0 0 0 0 102 53.1 88 45.8 Ti2 Ti3 Ti4 Ti5 Ti6 192 192 192 192 192 15 15 14 11 13 7.8 7.8 7.3 5.7 6.8 24 27 25 20 16 12.5 14.1 13.0 10.4 8.3 27 24 11 2 1 14.1 2.5 5.7 1.0 0.5 91 88 91 100 99 47.4 45.8 47.4 52.1 51.6 35 38 51 59 63 18.2 19.8 26.6 30.7 32.8 Ti7 192 11 5.7 12 6.3 0 0 107 55.7 62 32.3 Source: Researcher Survey 2024 SPSS version 21 output Table 4.24 Relationship between independent variable (Salary, Career growth, Alternative job, Job hopping) and dependent variable (turnover intention). Correlations Turnover Salary Career Intention Growth .881 .920 Turnover Intention 1.000 .881 1.000 .924 Salary .920 .924 1.000 Career Growth Pearson .920 .874 Correlation Working Condition .913 .908 .881 .901 Alternative Job .905 .947 .949 Job Hopping .000 .000 Turnover Intention . .000 . .000 Salary .000 .000 . Career Growth Sig. .000 .000 (1-tailed) Working Condition .000 .000 .000 .000 Alternative Job .000 .000 .000 Job Hopping 192 192 192 N Source: Researcher Survey 2024 SPSS version 21 output - 86 - Working Condition .913 .920 .874 1.000 .914 .881 .000 .000 .000 . .000 .000 192 Alternative Job .908 .881 .901 .914 1.000 .883 .000 .000 .000 .000 . .000 192 Job Hopping .905 .947 .949 .881 .883 1.000 .000 .000 .000 .000 .000 . 192 Variables Entered/Removeda Model Variables Variables Entered Removed Job Hopping, Method . Enter Working Condition, 1 Alternative Job, Career Growth, Salaryb a. Dependent Variable: Turnover Intention b. All requested variables entered. Model Summary Model R R Square .953a 1 Adjusted R Square .909 Std. Error of the Estimate .907 .310 a. Predictors: (Constant), Job Hopping, Working Condition, Alternative Job, Career Growth, Salary ANOVAa Model Sum of Squares Regression 1 Residual Total df Mean Square F 178.099 5 35.620 17.817 186 .096 195.917 191 Sig. 371.847 .000b a. Dependent Variable: Turnover Intention b. Predictors: (Constant), Job Hopping, Working Condition, Alternative Job, Career Growth, Salary Model Unstandardized Standardized Coefficients Coefficients B Std. Error (Constant) -.188 .100 Salary -.340 .086 Career Growth .448 Working Condition t Sig. Beta -1.870 .063 -.336 -3.967 .000 .082 .431 5.466 .000 .502 .070 .493 7.150 .000 Alternative Job .142 .068 .134 2.090 .038 Job Hopping .266 .088 .261 3.030 .003 1 - 87 - Collinearity Diagnosticsa Mode Dimensio l n Eigenv Condition alue Index Variance Proportions (Const Salar ant) y Career Working Growth Condition Alternative Job Job Hopping 1 5.938 1.000 .00 .00 .00 .00 .00 .00 2 .042 11.849 .97 .00 .00 .00 .00 .00 3 .009 25.645 .02 .01 .07 .20 .18 .09 4 .006 31.374 .00 .17 .11 .19 .37 .00 5 .003 47.548 .00 .08 .77 .29 .36 .25 6 .002 52.137 .00 .73 .04 .32 .09 .66 1 a. Dependent Variable: Turnover Intention - 88 - ጦሳ ኢኮኖሚ ልማት ኮሌጅ መጠይቅ በደሴ ከተማ አስተዳደር ውስጥ የሚገኙ የሆቴል ሠራተኞችና አመራሮች መጠይቅ፤ ውድ ምላሽ ሰጪዎች፡ በአሁኑ ወቅት በደሴ ከተማ አስተዳደር ውስጥ የሚገኙ ሆቴሎችን በተመለከተ የሠራተኛ መልቀቅ ፍላጎት ምክንያት የሚዳስስ ጥናት በማድረግ ላይ እገኘኛለሁ፡፡ የጥናቱ ዓላማ ለቢዝነስ አስተዳደር ማስተር (MBA) መስፈርቶችን በከፊል ለማሟላት ነው። ለጥያቄዎቹ በጣም የተከበሩ ምላሾችዎ የእኔን ተሲስ በተሳካ ሁኔታ ለማጠናቀቅ እጅግ በጣም አስፈላጊዎች ናቸው። ስለሆነም ጥያቄዎችን በተቻለ መጠን ግልጽ በሆነ መንገድ በመመለስ ቀናህ ትብብር እንድታደርጉልኝ በአክብሮት እጠይቃለሁ። ያቀረቡት መረጃ ለጥናቱ አካዳሚያዊ ዓላማ ብቻ የሚያገለግል ሲሆን በጥብቅ በሚስጥር ይጠበቃል። በመጨረሻም ለምታደርጉልኝ መልካም ትብብርና ውድ ጊዜያችሁን ሰውታችሁ መጠይቁን ስለምትሞሉኝ ከልብ አመሰግናለሁ። ጥያቄ እና አስተያየት ካላችሁ በሚከተለው አድራሻ ልታገኙኝ ትችላላችሁ፡ ውበቱ ተገኘ፡ ሞባይል፡ +251 913 82 78 87 +251 918 65 45 60 ኢሜል፡ [email protected] ቴሌግራም፡ @Wublije - 89 - አጠቃላይ መመሪያ ስምን መጻፍ አያስፈልግም። - - ለሚነሱ ጥያቄዎች “√” ይህንን ምልክት በሳጥኑ ውስጥ ያስቀምጡ።  ክፍል አንድ፡ የስነ ሕዝብ መረጃ፡ የዚህ ክፍል አላማ የተጠሪውን ዳራ መረጃ እንደሚከተለው መሰብሰብ ነው። 1. ጾታ፡ 2. ዕድሜ፡ ሀ. ወንድ B. ሴት ሀ. 18 - 25 3. የስራ ልምድ፡ ለ. 26 - 33 ሐ. 34 - 41 ሀ. 2 አመት እና ከዚያ በታች ለ. 3 - 5 ዓመት ሐ. 6 - 9 ዓመት 4. መ. ≥42 መ. ከ10 ዓመት በላይ የስራ ክፍል፡ ሀ. ጀኔራል ማናጀር ለ. ኦፕሬሽናል ማናጀር መ. የሰው ኃይል አስተዳደር ሐ. ፋይናንስ ክፍል ሠ. የእንግዳ ተቀባይ ሃላፊ ሰ. የመስተንግዶ ክፍል ሀላፊ በ. ማርኬቲንግ ረ. የምግብና መጠጥ ሃላፊ ሸ. የቤት አያያዝ ተቆጣጣሪ ቀ. ምግብ ዝግጅት ተ. እንግዳ ተቀባይ 5. የትምህርት ደረጃ፡ ሀ. እስከ 12ኛ ክፍል ለ. ሰርቲፊከት / ዲፐሎማ ሐ. የመጀመሪያ ዲግሪ መ. ማስተርስ ዲግሪ 6. በኩባንያው ውስጥ የሥራ ቦታ / የሥራ ደረጃ ሀ. የቴክኒክ ሠራተኞች ለ. የታችኛው ደረጃ ሥራ አስኪያጅ ሐ. የመካከለኛ ደረጃ ሥራ አስኪያጅ 7. መ. የከፍተኛ ደረጃ ሥራ አስኪያጅ የጋብቻ ሁኔታ፡ሀ. ያገባ/ች B. ያላገባ/ች - 90 - ሐ.የፈታ/ች  ክፍል ሁለት፡ በደሴ ከተማ አስተዳደር ውስጥ በሚገኙ ሆቴሎች ላይ ከሠራተኛ መልቀቅ ዓላማ ጋር የተያያዙ ምክንያቶች፤ እባክዎት በሚከተሉት ዓረፍተ ነገሮች ላይ ምን ያክል እንደሚስማሙና እንደማይስማሙ ምልክት በማድረግ ያለወትን ሃሳብ በተሻለ ሁኔታ በሚወክል ሳጥን ላይ ያመልክቱ፡፡ 1= በጣም አልስማማም 2 = አልስማማም 4 = እስማማለሁ 5 = በጣም እስማማሁ 3 = ገለልተኛ መግለጫዎች የስምምነት ደረጃ I ደመወዝን በተመለከተ S1 ከሌሎች ሆቴሎች ጋር ሲወዳደር የምሰራበት ሆቴል ለሠራተኞች 1 በቂ ደመወዝ አይከፈለም፡፡ S2 ሆቴሉ በቂ ያልሆነ እና ፍላጎቴን የማያሟላ አነስተኛ የጥቅማ ጥቅም ጥቅል አለው። S3 አሁን የምከፈለው ደመወዝ ከምሰራው ስራ ጋር ሲነጻጸር የሚያረካ አይደለም። S4 ዝቅተኛ ደመወዝ የሰራተኞችን ተነሳሽነት ይቀንሳል፤ S5 በሆቴሉ ውስጥ ለሥራዬ የሚከፈለኝ የክፍያ መጠን በሌሎች ሆቴሎች ውስጥ ተመሳሳይ ሥራ ከሚሠሩት ጋር እኩል አይደለም:: S6 በዚህ ሆቴል ውስጥ የደመወዝ፣ የጉርሻ እና የማበረታቻ መዋቅር ፍትሃዊ አይደለም:: S7 ዝቅተኛ ደመወዝ የሰራተኞችን የስራ እንቅስቃሴ ይቀንሳል፤ ይህም በሁሉም የሆቴሉ አፈጻጸም ላይ ተፅዕኖ ያሳድራል፡፡ S8 ሆቴሉ የደመወዝ ጭማሪ፣ ጉርሻ፣ ማበረታቻ እና የተለያዩ ጥቅማጥቅሞችን በየጊዜው አይሰጥም። - 91 - 2 3 4 5 II የሙያ እድገትን በተመለከተ Cg 1 በዚህ ሆቴል ውስጥ የሙያ ደረጃ እድገት አሰጣጥ ግልጽ እና ፍትሃዊ 1 2 3 4 5 1 2 3 4 5 ሂደቶች የሉትም። Cg 2 የዝውውር ሁኔታዎች በተወሰነ ደረጃ አላቸው፣ ነገር ግን ፍትሃዊ አይደሉም። Cg 3 ከተቆጣጣሪዎቼ የተቀበልኩት አስተያየት ደጋፊ እና አበረታች አይነት አይደለም። Cg 4 III Wc1 ሆቴሉ ከፍተኛ የትምህርት እድል አይሰጥም፤ የሥራ ሁኔታን በተመለከተ በጣም ተጨንቄያለሁ እና በስራ ቦታ ተጭኛለሁ ምክንያቱም ብዙ ሰራተኞች በተለያየ ምክንያት አይገኙም። Wc2 ለፈረቃ ሠራተኞች በእያንዳንዱ ክፍል ውስጥ በእኩል ሥራ እና በእኩል ክፍያ ውስጥ የሥራ ጊዜ ፍትሃዊ አይደለም :: Wc3 በዚህ ኩባንያ ውስጥ የሰራተኞች ግምገማ እና የአፈፃፀም ስርዓት ፍትሃዊ አይደለም:: Wc4 የእኔ ተቆጣጣሪ እኔን አያነሳሳኝም እና ተነሳሽነትን ለመለማመድ እና እራሴን ወደ ሥራ ለመቅረብ ነፃነት አይሰጠኝም:: Wc5 ሆቴሉ በቂ ያልሆነ እና ደረጃውን ያልጠበቀ የደህንነት ቁሳ ቁሶችን ያቀርባል:: Wc6 በስራዬ ባህሪ ደስተኛ አይደለሁም እና ስራውም ቤተሰቤን እንዳላስደስት ያደርገኛል። Wc7 ሆቴሉ ለጥሩ ሰራተኛ ምንም ማበረታቻ እና ሽልማት አይሰጥም፡፡ Wc8 በሆቴሉ የተሰጠው የእረፍት እና የሕመም ፈቃድ ቁጥር በቂ አይደለም:: Wc9 ምቹ ያልሆነ የሥራ አካባቢ ለሠራተኞች ምቾት ማጣትን ያስከትላል - 92 - V አማራጭ ሥራ በተመለከተ Aj1 አሁን ካለው ሥራ የተሻለ ለሌላ ሥራ ማግኘት እችላለሁ:: Aj2 ማመልከት የምችልባቸውን በርካታ የስራ አማራጮችን አውቃለሁ Aj3 የራሴ ስራ አለኝ፤ Aj4 የራሴን የግል ስራ መጀመር እፈልጋለሁ፤ Aj5 ብዙ ሆቴሎችን ማስፋፋት እና አማራጭ ሥራ መክፈት የሰራተኛን 1 2 3 4 5 1 2 3 4 5 የመልቀቅ ፍላጎት ይጨምራል፤ VI የሥራ እድል በተመለከተ Jh1 የሥራ እድል ሰራተኞች ልምድ እንዲያሰፉ ያስችላቸዋል፤ Jh2 የሥራ እድል ትክክለኛውን ነገር ለማግኘት እድሎች ሊፈጠር ይችላል፤ Jh3 የሥራ እድል ሰራተኞች የተሻሉ የስራ እድሎችን እንዲያዩ ያስችላቸዋል፤ Jh4 የስራ እድል ሙያዊ እድገታቸውን ይፈቅዳል እና ለእድገት እድል ይሰጣል፤ መልቀቅ ሀሳብ Ti1 1 ብዙ ጊዜ አሁን ያለኝን ስራ ለመተው አስባለሁ፡፡ ምክንያቱም ክፍያየ እና የምሰራው ስራ መጠን አይመጣጠንም፡፡ Ti2 በተቻለ ፍጥነት አሁን ካለው ስራ የተሻለ ስራ አገኛለሁ፤ አሁን ያለኝን ድርጅት እተወዋለሁ፤ Ti3 ይህንን ድርጅት በአጭር ጊዜ ውስጥ መልቀቅ አስባለሁ፡፡ Ti4 በአንድ ወይም በሌላ ምክንያት በሆቴሉ ውስጥ በመስራት ደስተኛ ስላልሆንኩ የውጭ እድሎችን ማግኘት እፈልጋለሁ፤ Ti5 ሆቴሉ የደመወዝ ደረጃውን ካላሻሻለ በአጭር ጊዜ ውስጥ ከሆቴሉ ጋር ያለኝን ውል አቋርጣለሁ፡፡ - 93 - 2 3 4 5 Ti6 የተለያዩ የስራ አማራጮችን ለማግኘት የአሁን ስራየን ለመተው አስቢያለሁ፡፡ Ti7 ተቀባይነት ያለው አማራጭ ሥራ የማግኘት እድል አለኝ፡፡ ስለውድ ጊዜዎ እና ደግ ትብብርዎ እጅግ አመሰግናለሁ!!! - 94 - TOSSA ECONOMIC DEVELOPMENT COLLEGE QUESTIONNAIRE A Questionnaire for Employees and Management on Hotels in Dessie City; Dear Respondents: - I am currently conducting a study entitled factor affecting employee turnover intention in case of Hotel in Dessie City. The purpose of the study is to the partial fulfilment of requirement for Master of Business Administration (MBA). Your respectful responses to the questions are extremely important for successful completion of my thesis. So, I respectfully request your kind cooperation in answering the questions as clearly as possible. The information that you provide will be used only for the academic purpose of the study and will be kept strictly confidential. Finally, I would like to thank you very much for your kind cooperation and spending your valuable time for my request. If you have any question and comment, you can contact me by the following addresses: Wubetu Tegegne Mobile Number፡ +251 913 82 78 87 email፡ +251 918 65 45 60 [email protected] - 95 - [email protected] General Instruction  No need of writing your name.  For the close ended questions put the tick “√” mark in the box. Section one: Demographic Information: The aim of this section is to gather background information of the respondent as follows. 1. Gender: 2. Age: A. A. Male 18-25 B. Female B. 26-33 C. 34-41 B. 3-5 years C. 6-9 years D. ≥42 3. Work Experience: A. ≤ 2 years 4. Department: A. General Manager D. Human Resource D. ≥10 years B. Operational Manager E. Front Office Manager F. Food and Beverage Manager G. Head Waiter H. Housekeeping Supervisor J. Marketing Manager K. Guest Relation Agent/ GRA/ Reception 5. Level of Education:- A. Up to grade 12 C. Finance I. Chef B. Certificate/ Diploma C. Bachelor’s Degree D. Master’s Degree 6. Work Position at the Hotel A. Operator & More Technical Staff C. 7. B. Lower Level Manager Middle Level Manager Marital Status: A. Married D. Higher Level Manager B. Single C. Divorced Section two: Factors related with employee turnover intention on Hotel in Dessie city. Please indicate how much you agree or disagree with each of the following statements by putting a mark or ticking (√) to a box that best represents your Opinion. 1= Strongly Disagree, 2= Disagree, 3= Neutral, 4=Agree, 5= strongly agree - 96 - QUESTIONNAIRE TO EMPLOYEES AND MANAGEMENTS S.No Statements Degree of Agreement 1 I Regarding Salary S1 Compared to other hotels, the hotel where I 2 3 4 2 3 4 5 work is not paid enough to the employees. S2 The hotel has a meager benefit package which is inadequate and does not meet my need. S3 The salary I am getting now is not satisfactory compared to the work I am doing. S4 Low wages reduce employee motivation; S5 The amount of payments that is paid to me for my work in the hotel is not equal to those who do the same work in other hotels. S6 The salary, bonus and incentive structure in the hotel is not fair. S7 Low wages reduce labor activity; this affects the entire performance of the hotel. S8 The hotel does not provide salary increment, bonus, incentive and various benefits regularly II Regarding Career Growth 1 Cg 1 There is no clear and fair procedures for career advancement in this hotel. Cg 2 Transfer conditions are to some extent, but not fair. Cg 3 The feedback I received from my supervisors was not supportive and encouraging. Cg 4 The hotel does not provide higher educational opportunities. - 97 - 5 III Wc1 Regarding the working Conditions 1 2 3 4 5 1 2 3 4 5 I am very stressed and stressed at work because many employees are absent due to the various reasons. Wc2 Working time is not fair for shift workers in every department with equal work and pay. Wc3 Employee evaluation and performance system in this company is not fair. Wc4 My supervisor does not motivate me and does not give me the freedom to exercise initiative and apply myself to work. Wc5 The hotel provides inadequate and substandard equipment. Wc6 I am not happy with the nature of my work and my work makes me unhappy with my family. Wc7 The hotel does not give any incentives or reward to the good employee. Wc8 The number of leave and sick leave given by the hotel is not enough. Wc9 Uncomfortable work environment causes discomfort to employees. V Regarding Alternative Job Aj1 I can get a better job than my current job. Aj2 I know many job options that I can apply for. Aj3 I have my own business. Aj4 I would like to start my own business. Aj5 Expanding more hotels and opening alternative jobs will increase the need to leave workers. - 98 - VI Regarding Job Hoping 1 Jh1 Job opportunities allow employees to broaden their 2 3 4 5 experience. Jh2 Job opportunities may arise to find the right thing. Jh3 Job opportunities allow employee to see better job opportunities. Jh4 Job opportunities allow their professional development and provide opportunities for advancement. 1 VII Turnover Intention Ti1 I often think of leaving my current job. Because my 2 pay and the amount of work I do are not proportional. Ti2 I will find a better job than the current one as soon as possible; I am leaving my current hotel. Ti3 I intend to leave this hotel shortly. Ti4 Because I am not happy working in the hotel for one reason or another, I would like to find opportunities outside. Ti5 If the hotel does not improve the salary level, I will terminate my contract with the hotel in a short time. Ti6 I am thinking of leaving my current job to find different career options. Ti7 I have an opportunity to find acceptable alternative employment. Thank you very much for your precious time and kind cooperation!!! - 99 - 3 4 5