EMPLOYEE TURNOVER IN RESTAURANT IN KALANKI

AREA

A project Work Report

Submitted By:

Urmila Kadel

P.U. Registration No: 2016-2-03-2059

Exam Roll No: 17032346

Atlantic International College

Submitted To:

Office of Controller of Examination

Pokhara University

In Partial Fulfillment of the Requirements for the Degree of

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

Galkopakha, Thamel

Kathmandu

September 2019
 DECLARATION
I hereby declare that the project work entitled “Employee turnover in Restaurants in
Kalanki Area”, submitted to the Faculty of Management, Pokhara University, Lekhnath-
Kaski is my original piece of work under the supervision of Prakash Kumar Gautam sir . It is
submitted in the partial fulfillment of the requirement for the award of the degree of
Bachelors of Business Administration (BBA). This project work report has not been
submitted to any other university or institution for the award of any degree or diploma.

............................

Urmila Kadel

Kathmandu, 2019

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 ACKNOWLEDGEMENTS
This Project has been one of the important experiences in BBA program. It has been a golden
opportunity to know about the employees’ turnover in Restaurants in Kalanki area. The
success of this project goes to all the dearest people involved in providing guideline, help and
support from the very initial stage.

First of all, I would like to thank Pokhara University for giving this opportunity and also want
to thank my college and teacher, chairperson Dr Mahendra Parsad Shrestha, Prncipal
Shankhar Nath Adhikari sir and director Dhurba Subedi sir. I am admired with this given
project where I have developed myself into new person. The new knowledge and the new
performance to tackle with the new people has made me a new person and I am known to the
satisfaction, the preferences, the choices, the likes and dislikes, the new recommendations
and all other factors associated with it. And also this project has been important to observe
and understand the preferences of the people.

I would like to express my heartfelt gratitude to my research advisor Prakash Kumar Gautam
sir for his valuable guidance, correction and raising my confidence. The input provided by
him is highly appreciable. I am indebted to the entire lectures for his kind support and
guidance. The research work would not have been successful without his valuable lectures
and efforts. I would like to thank all the faculty members and staffs and my friends Rajneesh
& Simanta of Atlantic International College for the support they gave during the completion
of my project work.

Finally, I again send my warm greets and obligation to all those who have involved in this
project directly or indirectly.

Sincerely

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 ABSTRACT
This report provides the comprehensive information about the “Employees turnover in
Resturants in Kalanki Area”.The main objectives of this study are to identify the level of
employee turnover in the restaurant and how to overcome the problem of high employee
turnover.The first chapter includes background, statement of the problem, objective of the
study, review of literature, research design, nature and sources of data, data collection and
processing technique, presentation and analysis of data. For this purpose descriptive research
design is used to deal with the fundamental issues. For the selection of the sample
respondent, convenience sampling has been used. The total sample respondents are 106.
Questionnaire survey was designed to understand the view of respondents regarding
employee turnover in restaurant in Kalanki area. After the collections of data the information
are tabulated and pie-chart is used to analyze the data.

The findings of this study were maximum number of respondents gets low salary , the
majority respondents got promotion only 1 time , the majority respondents neither get
encourage nor get discouraged by their boss always get encourage by their boss, The mean
and standard deviation 1.38 and 0.71 shows that there is strongly agree i.e "Working
environment helps to retain emplyees" and the mean and standard deviation 3.23 and 0.865
shows that strongly desagree i.e " I feel i am being paid a fair amount the work i do" . And
based on the findings of the study, it is concluded that employee management in the
restaurant is the major factor for achieving both the employees and restaurant goal. The
proper management of employee in the restaurant access to provide better services to the
Customers in the restaurant. It helps to increase productivity of the restaurant. The prosperity
of the employees and the restaurant depends upon the proper management of employees.

Finally at the end of the chapter conclusion regarding the research and action implications has
been presented.

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 Table of Contents
Declaration ................................................................................................................................. i

Acknowledgements .....................................................................................................................ii

Abstract .................................................................................................................................... iii

Table of Contents ...................................................................................................................... iv

List of Table .............................................................................................................................. vi

List of Figure........................................................................................................................... viii

CHAPTER I ............................................................................................................................. 1

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

1.1 Background ...................................................................................................................... 1

1.2 Statement of problem ....................................................................................................... 2

1.3 Research Question ............................................................................................................ 3

1.4 Objectives of the Study .................................................................................................... 3

1.5 Theoretical Framework .................................................................................................... 3

1.5.1 operational defination ................................................................................................ 4

1.6 Literature review .............................................................................................................. 6

1.7 Research Methodology................................................................................................... 11

1.7.1 Research Design ...................................................................................................... 11

1.7.2 Method of Data Collection ...................................................................................... 11

1.7.3 Sampled Population ................................................................................................. 11

1.7.4 Sampling Area ......................................................................................................... 11

1.7.5 Sample Size ............................................................................................................. 12

1.7.6 Sampling Techniques .............................................................................................. 12

1.7.7 Percentage Method .................................................................................................. 12

1.8 Significance of Studysss ................................................................................................ 12

1.9 Limitation of Study ........................................................................................................ 12

CHAPTER II .......................................................................................................................... 14

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PRESENTATION DATA, ANALYSIS AND MAJOR FINDINGS ................................. 14

2.1 Introduction to Data Presentation & Analysis................................................................ 14

2.1.1: Respondents of Gender........................................................................................... 15

2.1.2 Age of the Respondent ............................................................................................ 16

2.1.3 Salary paid ............................................................................................................... 17

2.1.4 Fair salary ................................................................................................................ 17

2.1.5 Employees management relationship ...................................................................... 19

2.1.6 Promotion ................................................................................................................ 20

2.1.7 Encourage ................................................................................................................ 21

2.1.8 Reward facility ........................................................................................................ 22

2.1.9 Career counseling .................................................................................................... 23

2.1.10 Employment opportunity ....................................................................................... 24

2.1.11 Decision to leave the job ....................................................................................... 25

2.1.12 working environment ............................................................................................. 26

2.1.13 Descriptive statistics of average satisfaction ......................................................... 27

2.1.14 Independent sample T-test ..................................................................................... 27

2.1.15 Descriptive statistics of independent variable ....................................................... 28

2.2 Major Findings of the study ........................................................................................... 28

Chapter III .............................................................................................................................. 30

SUMMARY, CONCLUSION AND RECOMMENDATION ............................................ 30

3.1 Summary ........................................................................................................................ 30

3.2 Conclusion...................................................................................................................... 30

3.3 Recommendation ............................................................................................................ 31

References ............................................................................................................................... 32

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 List of table
Table 1 Respondents of gender ................................................................................................ 15
Table 2 Age of the respondent ................................................................................................. 16
Table 3 Salary paid .................................................................................................................. 17
Table 4 Fair salary ................................................................................................................... 17
Table 5 Employees management relationship ......................................................................... 19
Table 6 promotion ................................................................................................................... 20
Table 7 encourage .................................................................................................................... 21
Table 8 Reward facility........................................................................................................... 22
Table 9 career counseling ........................................................................................................ 23
Table 10 Decision to leave the job .......................................................................................... 25
Table 11 Working environment ............................................................................................... 26
Table 12 Descriptive statistics of average satisfaction ............................................................ 27
Table 13 Indepent sample T-test ............................................................................................. 27
Table 14 Descriptive statistics of independent variable .......................................................... 28

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vii
 List of figure
Figure 1 Theoretical Framework ............................................................................................... 4
Figure 2Gender of the respondents .......................................................................................... 16
Figure 3Age of the respondent ................................................................................................. 16
Figure 4 Salary paid ................................................................................................................. 17
Figure 5Respondent of fair salary ............................................................................................ 18
Figure 6 Respondent of Employee management relationship ................................................. 19
Figure 7 promotion times ......................................................................................................... 20
Figure 8 encourage ................................................................................................................... 21
Figure 9 Reward facility .......................................................................................................... 22
Figure 10 Career counseling .................................................................................................... 23
Figure 11 Employment opportunity ......................................................................................... 24
Figure 12 Decision to leave the job ......................................................................................... 25
Figure 13 Working environment .............................................................................................. 26

viii
 CHAPTER I

INTRODUCTION

1.1 Background
Employee turnovers are the process of replacing one worker with another for any reason. Itis
the current problem that is occurring in the business organization. Measuring employee
turnovers can be useful to know the reason for turnovers and how to minimize and overcome
the problem. Highturnovers may be harmful to a company's productivity if skilled workers
are often leaving. In the present context, employee turnovers are the major issue in the every
type of industry. This is one of the major issues in the restaurant.

A restaurant is the service sectors which prepare and serves foods and drinks to the customers
in the exchange for the money. There are many restaurants in the country .Demand for eating
restaurant is high. Generally, there are two types of manpower in the restaurant.one is white-
color labor that means manager,accountant,supervisiors and another is blue-colored labor that
means waiters ,chefs, cooks...etc. Therehigh employeesturnovers rate of bluecolored labor
rather than white-colored labor.Employee Turnover means figure of incoming and out
traveling workers form an organisation or company. In other words we can state when a new
employee takes topographic point of old employee it is called employee turnover in a period
of clip. Employee turnover of employees can make due to the some internal factors of
companies like inordinate work load, non giving the sufficient authorization, low wages ;
organisation does non supplying proper installations

In this continuously changing environment that is not only affecting the organisation but also
the employees working in it, Human Resources Management has a vital role to play in
managing the organisation resources and how employees are treated in the organisation .
Employees are an important asset to every company, business and organisation. In fact, the
success of every company or business is entirely dependent on the effectiveness of its
workforce . A business may invest a lot of resources into its core operations and activities,
but without a highly effective human resource, success in the long run cannot be achieved .
There are several ways through which a company or business may improve the effectiveness
of their employees. This can be through periodic training programs, constant motivation in
the workplace, employee empowerment, promotion and bonus programs, etc. These strategies

1
and activities often require a company to spend a significantly large amount of resources, to
ensure that its employees are content with their jobs and work optimally to achieve the set
organisational goals and objectives . However, even with the above mentioned efforts,
companies and businesses still face the constant threat of high employee turnover rates and
thus low employee retention rates.

Organizations invest a lot in their employees in terms of induction and training, developing,
maintaining and retaining them in their organization. Therefore, managers at all costs must
minimize employee’s turnover. Although, there is no standard framework for understanding
the employees turnover process as a whole, a wide range of factors have been found useful in
interpreting employee turnover . Therefore, there is need to develop a fuller understanding of
the organizational factors that affect employee turnover, more especially their causes, what
determines employee turnover, effects and strategies that managers can put in place to
minimize turnover. As is usually the case, most employees make a number of transitions
between jobs during their working lives. These may include both job changes within a single
employer and leaving one firm to take a job in another firm. In either case, there are usually
the intention to grow and increase in skills, responsibility, and remuneration, and/or improve
the “fit” between employee skills, desires and job requirements. While many leading
companies place more effort in employee retention, most are clueless. They accept employee
turnover as a normal part of doing business.

1.2 Statement of problem

The efficiency and success of an organization depends mainly on its capacity to retain is
employee. High staff turnover may result in an organization not being able to meet its
objectives, loss of customers and it can also spoil the good reputation of an organization
.However, it has been observed that there has been a challenges on retention of employee in
many organization. In the restaurant industry ,blue-colored employee that is waiters, chefsetc.
are resigning in large number month on month, at jumping from one company to another
company. It studies the job satisfaction affecting restaurant productivity ,employee turnover
and employees absent rete. the purpose of this study is to determine the factor that influence
employee turnover in the restaurantindustry, with an aim of significantly reducing it and
enhancing staffretention.It also signified the performance and position of restaurant in the
market.The general business problem is that voluntary employee turnover has a negative

2
impact on the profitability of the restaurant . As businesses improve financial performance
and expand, they may develop an increased capability to pay employees a higher wage or
complement wages with better employee benefits. So , does salary level of employee’seffect
on employee turnover in the restaurant? and How the employer-employee relationships affect
on the employeesretention in the restaurant?

1.3 Research Question

 What is the relation between working environment and employee turnover in the
restaurant?
 What is the impact of motivation for employees on employee’s turnover in the
restaurant?
 What are the factors associated with the restaurant employee's turnover?
 How the employer-employee relationships affect o employee’s retention in the
restaurant?
 Does salary level of employee’s effect on employee turnover in the restaurant?

1.4 Objectives of the Study

The main objectives of this study are to identify the level of employee turnover in the
restaurant and how to overcome the problem of high employee turnover.

Some of the specific objectives are as follows:

 To explore whether salary level of employees effects on employees satisfaction.

 To examine the relation between working environment and employees turnover in the
restaurant.
 To evaluate the impact of motivation for employees on employees turnover in the
restaurant.
 To explore the relationship between the employer and employee in the job.
 To explore the factors that is associated with the employees job satisfaction in the
restaurant.

1.5 Theoretical Framework

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 Independent Variables Dependent Variables

 Employees Salary  Managing Employee in

 Working Environment Restaurant
 Labor Relation
 Motivation For Employees

 Age
 Gender

Figure 1: Theoretical Framework G

1.5.1 Operational definition

Employee salary

It is a form of payment from an employer to an employee, which may be specified in an

environmental contract. It is contrasted with piece wages, where each job, hour or other unit
is paid seperatly, rather than on a periodic basis.

Working environment

The term working environment is used to describe the surrounding conditions in which an
employee operates. the work environment can be composed of physical conditions, such as
office temperature, or equipment, such as personal computers.It can also be related to factor
such as work processes or procedures.

Labor relation

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It refers to the relationship between employers and employees in industry, and the political
decisions and laws that affect it . It is a subfield of labor history that studies the human
reltions with regard to work.

Motivation for employees

Motivation is devived from the word motive which is defined as a need that requires
satisfaction. It has been consider as one of the most importance reasons that inspire a person
to move forward in life.

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1.6 Literature review
Holston-Okae, (2018 )stated that motivation and training can increase the competency of
employees, as well as their satisfaction with the job itself and the working environment. And
reported thata convenience sample of 156- services related employees from the hospitality
industry in Western Georgia; Central Mississippi; and North Central Texas participants in the
online surveys. The results from multiple linear regression models were significant in
predicating employee turnover in the hospitality industry. In the final model, the five
predictors accounted for approximately 36% of the variance in turnover intention, and the
result was statistically significant, (R² =. 36, F (5, 105) = 11.57, p < .001). Motivation was
not a significant predictor of employee's turnover intentions. The findings from this study
apply to individuals, communities, organizations, and society. Retaining skilled and satisfied
employees are essential to the growth, sustainability, and economic well-being of all business
types, including the hospitality industry. Hospitality employee retention reduces the costs
associated with recruiting, hiring, and training new workers. Therefore, understanding the
factors that lead to employees leaving their jobs is necessary for organization survival. The
results of this study indicate that job satisfaction, employee compensation, employee
engagement, employee motivation, and work environment are significant factors related to
hospitality employee turnover intention.

DiPietro , (2007) conducted research in Shanghai and interviewed 111 Chinese employees
who worked under expatriate managers to investigate the best way to enhance their
relationship and increase productivity. The results showed that when both sides have a
cooperative attitude, a problem is easier to solve and their work relationship will be
strengthened. This research sought to determine the validity of the CANE model in a
hospitalityindustrysetting;and, the relative importance of avariety of motivational variables in
terms of their effect on persistence, effort, and turnover in the organization. Implications for
business practice will follow from the presentation and discussion of the data and results.
Asurvey wasdone with a sample of the population fromthe hospitality industry. There were
22 total job sites which participated in this preliminary study. Three mid-scale hotels
contributed 81 surveys (14.9% of total) and 19 quick service restaurants contributed 464
surveys (85.1% of total) for a grand total of 545 responses. Effort was measured using
Salomon’s (1984) AIME (Amount of Invested Mental Effort) Scale. Clark’s (1998, 1999)
CANE model specifies that only self-efficacy has a direct influence on effort, but the present
research obtained significant effects for the other predictor variables (89% of variance

6
explained). When the three Effort items were added to the five Persistence items,the
motivation predictor variables explained 94% of the variation in the new construct Goal
Commitment. Motivation was a strong influence on employee turnover. The employee
turnover percentage was calculated and reported by the organization for the months that the
study was conducted. The individual constructs vary in terms of their effect on
turnover,but,when aggregated,they explain over 96% of the variance in the turnover percent
in the organizations.

Chapagain D. P., ( 2001)conducted qualitative research on causes of employee turnover and

perceived important retention strategies in Taiwan. They suggested career 23 development
that includes promotional opportunities, job enrichment and enlargement, and cross training.
They also suggested corporate retention strategies such as understanding employees career
ambition, arranging of social activities, and optimizing the working environment. To analyze
the situation of the workers and trade union’s role in the MSE sector, a case study of one
subsector, i.e., small restaurants, tea stall and eateries operating under this sector are taken as
reference.The research targeted a population of 176 employees in the three surveyed hotels in
Machakos town as at 30th February 2015. Out of the total population, a sample of 54
employees was selected using stratified random sampling, representing 30% of the total
population, covering respondents in different cadres and departments of the hotels This
subsector has been selected for the study as it has inherent issues such as child labour, women
worker and consumer health, and provides easy access for survey. The case study strives to
portray the situation of the particular subsector and to reflect the general situation of the
workers and trade unions in it.The research design is descriptive.The situational analysis of
the small restaurant subsector, one of the service sector MSEs, reveals the prevalence of a
situation where the general indicators of performance of the industries as well as social
justice to workers is very low.

McMahon & Denvir , ( 1992)conducted toreviews the effect of labor turnover on

organizations generally and methods used to reduce the impact of such turnover. The cost of
preventative measures is given and the tentative conclusions drown that some hotels may be
spending more on prevention of labor turnover than is justified. Primary research was
undertaken to establish the costs of labor turnover and accordingly to consider whether the
costs of retention practices were justifiable. The procedure involved in achieving this

7
objective was the formulation of a detailed questionnaire to obtain relevant information of a
quantitative and qualitative nature with relation to the following areas: recruitment. Selection
and placement, induction, separation, prevention, appraisals, absenteeism and general
personnel and training costs. Due to the complex and dynamic nature of labor turnover, it is
difficult to accurately predict any one solution. The causes of turnover in the hotel industry
have not to date been substantially documented. The industry is experiencing a high growth
rate with little increase in labor productivity . These challenges underline the need for more
relevant and flexible employment practices. Response to the needs of individual employees
and the facilitation of personal development will ensure the alignment of manpower policy
and social responsibilities. Such measures are necessary to improve overall job satisfaction.

Ahmad & Adnan, (2018)asserted that working conditions have the greatest impact on
turnover intention. However, the hospitality industry is known for poor working conditions
such as poor pay, lack of training long hours, high pressure, and difficult customers using
descriptive research design in order to investigate factors that influence turnover intention
among fast food restaurant managers. The target population in this study was fast food
restaurant managers from popular brand such as KFC, McDonald’s, Pizza Hut, Subway,
Domino’s, Burger King, and A&W operating in the city of Shah Alam. These fast food
brands were chosen because they are among the biggest chains with a significant number of
employees. There are 188 fast food restaurant managers in Shah Alam, which derived from
59 fast food outlets of the seven major brands. Based on the sample size table developed by
Isaac and Michael (1995), 132 samples are required from a 200-population size with 95%
confidence interval and 5.0% margin of error. Accordingly, a total of 132 fast food restaurant
managers were involved in the survey. Convenience sampling, a sub category of non-
probability sampling was used to determine the selection of a subset of fast food restaurant
managers within the population. the findings of this study expanded the literature on the
factors influencing fast food restaurant managers. Fast food industry was selected as the focus
of the study due to the high turnover rate among managers, which has significant effect on
the performance of the business. This research gives a better understanding on the reasons
why fast food managers tend to leave this industry. The results indicate that turnover
intention among fast food restaurant managers is significantly influenced by organizational
commitment, job stress, person organization fit, and compensation and benefit. The industry
needs to find a comprehensive human resource solution and plan to retain talented managers
as well as minimize the number of turnover among fast food restaurant managers

8
Kwun & Oh , (2007) confirmed that enhanced performance in service and product quality
and physical environments increases the customer’s perceptions of overall restaurant
performance and customer behavioral intentions. Employee competence is the most
important brand association in fine dining. Employees play an important part in taking
reservations, forming impressions, providing service, making food, and creating part of the
ambiance. A well-trained staff team is essential to the excellence of these critical variables.
Kwun and Oh (2007) confirmed that enhanced performance in service and product quality
and physical environments increases the customer’s perceptions of overall restaurant
performance and customer behavioral intentions. Employee competence is the most
important brand association in fine dining.This stated that in fine dining establishments,
customers and servers interact for an extended period of time and customers expect a high
level of personalization and employee competence. Customer relation is perceived as the
most important attribute for restaurant performance, which implies that it is a 7 primary
criterion when a patron selects a fine dining restaurant . Customer relations and employee
competence weighted 63% among all the returning and recommending decision drivers,
which implies fine dining restaurant managers should carefully manage the interaction
between customers and employees and implement sufficient training to increase job
competence.

Dipietro and Milman (2004) examined the factors that influence people’s decision to stay in
quick service restaurants and concluded that working with nice people and being treated
humanely have a bigger impact on increasing employees satisfaction and lowering the
intention to leave the company. The results are consistent with the study by Milman (2002),
which asserted that working conditions such as harmonious workplace, consistent working
hours, and clear job responsibilities play a bigger role in people’s decision to stay than
monetary rewards. In research about job satisfaction among employees of joint venture hotels
in Shanghai, Leung and Smith (1996) stated that fairness of pay greatly contributes to
employee’s job satisfaction so managers should closely monitor the industry’s pay level to
make employees feel that they are paid fairly. Ricci and Milman (2002) confirmed the
findings above and made some suggestions on how to increase the sense of fulfillment and
create a better working environment. They contended that managers are responsible to create
a more energetic and encouraging workplace to make employees feel more fulfilled. Also,
management should focus more on treating employees humanely by showing appreciation, 22
caring their needs, arranging consistent working hours, and implementing a flexible work

9
Moncarz and Zhao (2008) suggested that higher pay, better access to information and higher
level of authorization could be the reasons why there is a lower turnover rate among
managers than front-line employees . The results showed that among the five most identified
retention initiatives: corporate culture and communication, work environment and job design,
hires and promotions, customer centeredness, and recognition / rewards and compensation,
only well communicated culture and organizational mission, and hire and promotion are
effective in decreasing employee turnover. According to the findings, researchers advised
hotels and restaurants to communicate the company’s culture, mission, and direction on their
website, at orientation, and through mentor programs. Also, training and reward systems
designed to achieve the organizational goals should be implemented to encourage behaviors
that add value to the company mission.

Washmuth and Device (1993) conducted that increase in turnover is generally because of
employee dissatisfaction from the present job and leads to attraction for different profile or
industry, it is also cited that can be one of the major reasons for the employee turnover. The
study is exploratory in nature, in all 450 employees from five star, three star and budget
hotels of New Delhi were selected. The research includes employees of housekeeping
ranging from Executive Housekeepers to Room Attendants. Further, it also includes Human
Resource Managers and the General Managers. The objective of research is to understand an
empirical approach of a single objective that is to investigate various factors considered by
the hoteliers about the impact of employee turnover on hotel industry. Though the present
study is just confined to New Delhi region but still it can be helpful for scholars and
researchers, who are doing research in related field by applying the same in bigger area. The
researcher can inculcate wide range of variables related to impact of employee turnover on
hotel industry and do the potential research.

Naqvi, Ishtiaq, Kanwal, and Ali (2013) discovered that when fast food managers have high
level of commitment with the organization, they are willing to stay with the organization
because it reflects on individual’s attitude towards the goals, objectives and values of the
organization. For instance, when fast food restaurant manager feels valued by the
organization, they are willing to stay with them (Werf, 2016). This indicate that a lack of
commitment will result in employee’s job search behaviour, intention to leave, job hopper,
and turnover. This study was conducted using descriptive research design in order to
investigate factors that influence turnover intention among fast food restaurant managers. The
target population in this study was fast food restaurant managers from popular brand such as
10
KFC, McDonald’s, Pizza Hut, Subway, Domino’s, Burger King, and A&W operating in the
city of Shah Alam. These fast food brands were chosen because they are among the biggest
chains with a significant number of employees. There are 188 fast food restaurant managers
in Shah Alam, which derived from 59 fast food outlets of the seven major brands.

1.7 Research Methodology

The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called methodology. Methods compromise the procedures used for
generating, collecting, and evaluating data. Methods are the ways of obtaining information
useful for assessing explanation. It informs the choice of the research design, research
population,sample sizeand sampling design to be used the choice of data collection method .

1.7.1 Research Design

Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem.It is the plan, structure and strategy of investigation
conceived so as to obtain answer to research question and control the variance.To achieve the
objective of this study, descriptive and analytical research design has been use

1.7.2 Method of Data Collection

Primary data are those, which are collected for the first time, and they are original in
character. A suitable combination of questionnaire techniques, & discussion with the
respondents was used to collect the required primary data. Primary data gives higher accuracy
and facts, which is very helpful for any research and its findings. The researcher has collected
primary data from questionnaire (i.e.) personal interview.

1.7.3 Sampled Population

A population is a group of individuals, object or items from which samples are taken for
measurement. All items in any field of enquiry constitute the universe. Here population refers
to the number of owner who are the main shareholders of the restaurant.

1.7.4 Sampling Area

It is the place where the sample is drowned. Here the researchers take samples from different
restaurants in Kalanki area.

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1.7.5 Sample Size
The number of sampling unit selected from the population is called the size of
sample.Here,106 employees were taken under as a sample.

1.7.6 Sampling Techniques

Here the researcher uses probability sampling method i.e simple random sampling is used as
the sampling technique.

1.7.7 Percentage Method

In this project, percentage method is used as:

Respondent = (No. of Respondent/ Total no. of Respondent) x 100%

1.8 Significance of Studysss

 This study helps to examine the factors that are associated with the restaurant
employee’s job satisfaction.
 This study will help to know the relationship status between the employer and
employee in the job.
 This study helps to know whether employee turnover rate affects the restaurant
productivity and customer satisfaction.
 This study helps to solve the labor problem in the restaurant and hospitality sector.

1.9 Limitation of Study

 The research is based on the responses given by the respondents which may be biased.

 The personal questioning and interrogation with every respondent is not possible.
 Only Limited statistical tools are used.

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 CHAPTER II

PRESENTATION DATA, ANALYSIS AND MAJOR FINDINGS

This chapter is based on the analysis and interpretation of data collected during survey. This
chapter is the main body of the report. This chapter draws the scenario of the study unit,
analyzes data.

In this chapter, the analysis of employee turnover in restaurants is done by preparing different
charts, table and diagram which are directly extracted from the questionnaire.

2.1 Introduction to Data Presentation & Analysis

A data analysis is a body of methods that help to describe facts, patterns, develop
explanation. After collecting the researcher should present and analyze the data according to
their requirement.

The objective of this chapter is to give the results of the data analysis and interpret the data
into findings. Besides, it also answers the research questions and tests the proposed
hypotheses. Mainly, the statistical methods of analysis were discussed, which included
descriptive analysis, frequency analysis by using bar diagram, pie chart, histogram, etc.
through SPSS version 23.

14
2.1.1: Respondents of Gender
Table 1
Respondents of gender

Frequency Percent
Male 66 62.3
Female 40 37.7
Total 106 100

38%
male
female
62%

15
Figure 2:Gender of the respondents
This shows that 62% respondents are male and 38% respondents are female.

2.1.2 Age of the Respondent

Table 2
Age of the respondent

Age
Frequency Percent
20-30 66 62.3
30-40 24 22.6
above 40 16 15.1
Total 106 100

15%

20-30
30-40

23% above 40

62%

Figure 3: Age of the respondent

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This shows that 62% respondents belong to 20-30 years age group, 23% respondents belong
to age group 30-40 years and 15% respondents belong to age group above 40 years.

2.1.3 Salary paid

Table 3

Salary paid

Frequency Percent
Low 58 54.7
Moderate 42 39.6
High 6 5.7
Total 106 100

6%

low

39% moderate
55%
high

Figure 4: Salary paid

Maximum number of respondents get low salary i.e. 55% ,42% of respondents get moderate
salary where as 6% respondents get higher salary .

2.1.4 Fair salary

Table 4
Fair salary

Frequency Percent
Yes 60 56.6
No 46 43.4

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Total 106 100

43% yes

57% no

Figure 5:This shows thatRespondent of fair salary that 57% of respondents get fair salary
from their organization and 43% of respondent do not get fair salary from their organization.

18
2.1.5 Employees management relationship
Table 5
Employees management relationship

Frequency Percent
Excellent 4 3.8
Good 56 52.8
Fair 38 35.8
Poor 8 7.5
Total 106 100

excellent good fair poor

7% 4%

36%

53%

Figure 6 : Respondent of Employee management relationship

The maximum number of respondents who have good relationship with the management is
56 i.e.good. Only 4 respondents have excellent relationship with their management . 38 of the
respondents have fair relationship with the management . Lastly , 8 respondents have poor
relationship with the management.

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2.1.6 Promotion
Table 6
promotion

Frequency Percent
1 24 22.6
2 6 5.7
3 8 7.5
Non 68 64.2
Total 106 100

23%
1
2
6%
3
64% 7% non

Figure 7: promotion times

This shows that 24 respondents got promotion only 1 time ,6 respondents got promotion 2
times ,8 respondents got promotion 3 times and 68 respondents did not get promotion at all.

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2.1.7 Encourage
Table 7
encourage

Frequency Percent
Not at
all 12 11.3
Usually
not 22 20.8
Neutral 66 62.3
Always 6 5.7
Total 106 100

6% 11%

not at all
21% usually not
neutral
always
62%

Figure 8: encourage
This shows that 12 respondents do not get encouraged by their boss at all , 22 respondents
usually do not get encouraged by their boss , 66 respondents neither get encourage nor get
discouraged by their boss and 6 respondents always get encourage by their boss.

21
2.1.8 Reward facility
Table 8
Reward facility

Frequency Percent
Extremely
less 6 5.7
Less 10 9.4
Equal 54 50.9
More 26 24.5
Extremely
more 10 9.4
Total 106 100

9% 6%
9%
extremely less
less
25%
equal
more
extremely more
51%

Figure 9: Reward facility

In comparison to reward or facilities, 6 respondents work load is extremely less ,10
respondents is less , 54 respondents is equal ,56 respondents is more and 10 respondents is
extremely more.

22
2.1.9 Career counseling
Table 9
career counseling

Frequency Percent
yes 16 15.1
No 90 84.9
Total 106 100

0%
15%

yes
no

85%

Figure 10: Careercounseling

This shows that 15% respondents HR department provides career counseling on their job
progression and 85 % respondents HR department does not provides career counseling on
their job progression.

23
2.1.10Employment opportunity
Table 10

Employment opportunity

Frequency Percent
Company profile 44 41.5
Monetary benefits 14 13.2
Supervisors 6 5.7
Working condition 40 37.7

Other 2 1.9
Total 106 100

2%

company profile

38% 41% monetary benefits

supervisors
working condition
other

6%
13%

Figure 11: Employmentopportunity

This shows that 44 respondents give importance to company profile , 14 respondents give
importance to monetary benefits , 6 respondents give importance to supervisors , 40
respondents give importance to working condition and 2 respondents give importance to
other factors for better employment opportunity.

24
2.1.11 Decision to leave the job
Table 10
Decision to leave the job

Frequency Percent
Low salary 36 34
Supervisor
negative
behaviors 10 9.4
Low career
growth 60 56.6
Total 106 100

0%

34%
low salary
supervisor negative behaviors
57% low career growth

9%

Figure 12:Decision to leave the job

This shows that 36 respondents get influence by low salary for their decision to leave the job ,
10 respondents get influenced by supervisor negative behaviours for their decision to leave
the job and 60 respondents get influenced by low career growth for their decision to leave
the job.

25
2.1.12 working environment
Table 11
Working environment

Frequency Percent
yes 104 98.1
No 2 1.9
Total 106 100

2%

yes
no

98%

Figure 13: Working environment

This shows that 104 respondent's performance gets affected by working enviroment ,and 2
respondent's performance does not get affected by their working environment.

26
2.1.13 Descriptive statistics of average satisfaction
Table 12
Descriptive statistics of average satisfaction

Std.
gender N Mean Deviation
E_SA male 66 2.3909 .34629
T
female 40 2.5200 .30984
In table13, the average satisfaction of male is 2.390 and standard deviation is 0.346 and the
average satisfaction of female is 2.520 and standard deviation is 0.30984. In order to
conformwhether the different is significant or not .

2.1.14 Independent sample T-test

Table 13
Indepent sample T-test

Levine’s Test for

Equality of
Variances t-test for Equality of Means

Mean
Sig. (2- Differenc
F Sig. t df tailed) e
E_SA Equal variances
1.893 .172 -1.934 104 .056 -.1290
T assumed
Equal variances
-1.988 89.593 .050 -.1290
not assumed
E_SAT refers to average satisfaction of the employees.

27
Levine’s test for equality of variance shows that the significance level for reliability is higher
than 0.05 (i.e. 0.172) significance level. That means the equal variances assumed between
male and female users for employment turnover in restaurant. In t-test for equality of mean,
the significance level is higher than 0.05 (i.e.0.056) level of significance. So there is no
significance different between mean of male and female user for employment turnover in
restaurant.

2.1.15 Descriptive statistics of independent variable

Table 14
Descriptive statistics of independent variable

Descriptive Statistics
N Mean S. D.
Working environment helps to retain employees 106 1.38 0.71
I feel i am being paid a fair amount the work i do 106 3.19 1.22
I am satisfied with my chances for promotion 106 3.23 0.865
I do not feel that the work i do is appreciated 106 3 0.995
Career counseling is essential for the job progression 106 1.41 0.74

In the table 15, the mean and standard deviation of " working environment helps to retain
employees" is 1.38 and is 0.71. The mean and standard deviation of " i feel i am being paid a

fair amount the work i do" is 3.19 and is 1.22. The mean and standard deviation of "i am
satisfied with my chances for promotion" is 3.23 and 0.865 . The mean and standard
deviation of " i do not feel that the work i do is appreciated” is 3 and 0.995 and the mean and
standard deviation of "career counseling is essential for the job progression’' is 1.41 and 0.74.

2.2 Major Findings of the study

Through this report, the following findings are to be considered

 The majority respondents are male i.e. 66.

 The highest respondents are the age group of 20-30 and lowest respondents are the
age group of above 40.
 Maximumnumber of respondents gets low salary i.e. 55% only 6% respondents get
higher salary.
 The majority respondents get fair salary from their organization i.e. 57%.

28
 The maximum number of respondents who have good relationship with the
management is 56 i.e.good. 8 respondents have poor relationship with the
management.
 The majority respondents got promotion only 1 time
 the majority respondents neither get encourage nor get discouraged by their boss
always get encourage by their boss.
 Only few respondents always get encourage by their boss i.e 6 respondents.
 In comparison to reward or facilities , 6 respondents work load is extremely less and
10 respondents is extremely more.
 85 % respondents HR department does not provides career counseling on their job
progression.
 44 respondents give importance to company profile and only 6 respondents give
importance to supervisors.
 The majority of the respondents get influenced by low career growth for their
decision to leave the job.
 104 respondent's performance gets affected by working environment.
 The average satisfaction and standard deviation of male and female is different
 In t-test for equality of mean, the significance level is higher than 0.05 (i.e.0.056)
level of significance. So there is no significance different between mean of male and
female user for employment turnover in restaurant.
 The mean and standard deviation 1.38 and 0.71 shows that there is strongly agree i.e.
"working environment helps to retain employees and the mean and standard
deviation 3.23 and 0.865 shows that strongly disagreei.e. " i feel i am being paid a
fair amount the work i do"

29
 Chapter III

SUMMARY, CONCLUSION AND RECOMMENDATION

3.1 Summary
Proper employee management leads to reduce the employee turnover rate, decrease
absenteeism and increase the productivity of the business. Among the entire factor the high
level of satisfaction of the employees working within the company leads to increase sales and
maintain loyal customers.

From this study, it has been found that there are different factor that affect the satisfaction
level of the employees such as payment, relationship with the employer and working
environment. All these factors must be considered properly for the proper management of the
employees.
The majority respondents get fair salary from their organization i.e. 57%. The maximum
number of respondents who have good relationship with the management is 56 i.e. good. 8
respondents have poor relationship with the management. The majority respondents got
promotion only 1 time. The majority respondents neither get encourage nor get discouraged
by their boss always get encourage by their boss. Only few respondents always get
encourage by their boss i.e. 6 respondents. In comparison to reward or facilities, 6
respondents work load is extremely less and 10 respondents is extremely more. 85 %
respondents HR department does not provides career counseling on their job progression. 44
respondents give importance to company profile and only 6 respondents give importance to
supervisors.

Thus the increase in the payment and maintaining the good relationship are the major factors
that influence the employees to work for the long time within the same organization. The
main reason behind the employee management in the restaurant is to provide the better
service to the customers

3.2 Conclusion
Based on the findings of the study, it is concluded that employee management in the
restaurant is the major factor for achieving both the employees and restaurant goal. The
proper management of employee in the restaurant access to provide better services to the

30
Customers in the restaurant. It helps to increase productivity of the restaurant. The prosperity
of the employees and the restaurant depends upon the proper management of employees.

Finally, the manager should provide better working environment to the employees in the
restaurant. Few restaurants are conducting the best employee award program which motivates
the employees to sustain in the restaurant. The overall success and achievement of the
restaurant depends upon the proper management of employees in the restaurant. Thus
employees are the most valuable assets of the organization. So, they should be managed
properly. However most of the restaurants are paying moderate level of salary to their
employees.

3.3 Recommendation
On the basis of the above analysis and the findings of the study, following suggestion can be
made to overcome the weakness and the satisfactory improvement of employee management
in the restaurant.

 Restaurants should maintain the friendly environment where the two way
communication must be facilitated.
 Restaurant should provide the payment according to their performance which
increases the job satisfaction as it act as a motivating factor.
 Restaurant should maintain the safe working environment which increases the
satisfaction level of the job and increases the efficiency of the performance.

31
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33