INTRODUCTION:

To create a holistic view on the research context, the researcher conducted/did a

literature review. The aim is to provide an overview of indepth knowledge on
employee turnover and induction process (more indepth categories
tambien;causes, effects, what can organizations do to retain etc mirar topics
dentro de literature review). The researcher has done a thourough analysis on
previous research and academic articles for the understanding of the topic.

EMPLOYEE TURNOVER:

Definition and background of employee turnover

Employee turnover can be described as a negative effect on an organization caused
by employees leaving an organization (Al Mamun and Hasan, 2017). High employee
turnover causes financial loss to an organization (Iqbal, 2010).
Employee turnover can be divided into two types, namely voluntary and involuntary
turnover. When an employee leaves an organization by choice it is known as
voluntary turnover; when an employer decides to terminate the employment
relationship, this is known as involuntary turnover (An, 2019). However, voluntary
turnover is the focus of this research to ……

Job satisfaction indicates the extent that employees’ are fulfilled with aspects of
their job which stems from intrinsic rewards affecting employees’ attitudes towards
their organization (Aziri, 2011). Employees with higher job satisfaction are less
likely to leave their job and perform better and show higher organizational loyalty
(Irabor and Okolie, 2019). Job satisfaction can be increased by implementing
retention strategies (Lewis and Sequeira, 2012).

What causes turnover intention?

Various factors contribute to individual turnover intention. The study by
Bandhanpreet (2013) investigating ET, found a correlation between overwhelming
amount of job stress on employees and turnover intention. Additionally, a
correlation between turnover intention and demographic variables was found. Older
employees are less likely to leave a job as they have more financial responsibilities
making them more reliant on the stable income. Job satisfaction is the highest
indicator of turnover intention, and many factors, including interpersonal
relationships within the organization and promotion opportunities, contribute to it
(Oosthuizen et al., 2016). 
Other factors that contribute to turnover intention include poor relationships with
co-workers and management, lack of training, little room for development (Al
Mamun and Hasan, 2017), and lack of respect (Surji, 2013). Employees with poor
work-life balance are more likely to leave an organization (Oosthuizen et al.,
2016). 

What effects does ET have on an organization? / Effects of employee turnover

According to Thomas (2013), high ET can cause increased workload, low morale,
and training&development costs for an organization. High turnover can also
decrease productivity and service quality standards. Replacing an employee poses a
financial threat to an organization since it can cost between 16% of an employee's
annual salary for a low paying job and up to 213% of an employee’s executive
positions annual salary (Merhar, 2016).

What can organizations do to retain employees? / Strategies to minimize employee

turnover
Employees want to feel appreciated by their employers, challenged and excited by
their work, and provided fair pay and benefits (Half, 2020). Retention strategies
begin with recruitment, and thus a company must decide on which type of
organisational culture they would like to emphasize when hiring and selecting
employees. By this, candidates can decide if they feel identified with the companies
organisational culture and thus, intend to stay for a long time (Florentine, 2019).
Healthy communication creates a positive work culture and reduces turnover
intentions.

1.1.1. Induction process (IP)

Definition and background of the IP
Armstrong (2012) defines IP as welcoming new employees into an organization and
providing them with relevant information about the organization for them to begin
working productively. An IP should ensure new employees feel welcomed into the
organization, provide valuable information, and familiarize new employees with the
members of the organization, the organizational cultures, values, and daily
operations. To ensure new employees feel welcomed and ready to start working,
the IP should be planned (Dessler, 2008).

What is an IP ? 
The start of induction is during the recruitment process; the candidate is given a
realistic outline of what the position entails and the ethos of the company
(Filipkowski, 2018). Before the starting date, the employee will receive the
handbook to have time to familiarize themselves with the position requirements
(Acas, 2015). When a new employee starts a job, they should be welcomed with all
the tools or resources set up and ready for them to show them how the
organization is organized and that the company values their presence. On the day
of arrival, a formal announcement should be made that the new employee is joining
the organization so they can be welcomed by other members of the organization
(Filipkowski, 2018).

What does an EIH consist of?

When a new employee joins an organization, they will be given a handbook of what
they are required to know about the organization. An EIH will usually begin with an
introduction and welcome, which is often followed by a disclaimer stating that the
handbook is not a binding job contract. It will have a company profile consisting of
the company’s history, values, mission, goals, and culture (Smith and Harris,
2014). This EIH will also provide employees with information about their dress
code, parking, and any other relevant information a new employee should know on
their first day of work. A guide to all company related health and safety should also
be included. Furthermore, policies such as overtime, compensation, benefits, leave,
performance assessments, company rules, and procedures should be covered
(Owens, 2017; Anderson, 2019).

What effect does an IP have on employees and on an organization?

Companies with an induction program have an 66% employee retention rate and
62% higher time-to- productivity ratio (Maurer, 2015). Induction training is the first
thing an employee does afterjoining an organization. If an employee is trained well,
they will soon be able to complete tasks independently, saving the organization
time and money in repeating training (Baddapuri, 2016).An IP improves person-job
fit, reduces turnover, absenteeism and improves job satisfaction (Vargas-
Hernández, 2016). The study done by Bharthvajan and Kavitha (2019) on
employee satisfaction towards IP found a correlation between induction training and
employees; overall attitudes towards their co-workers, executives, and the
organization as a whole.

Best practices EIH

Two of the top five hotels in the world are Marriott International and Hilton, which
is the first and only company to be number one, two years in a row (Fortune
Magazine, 2020). The president and CEO of Hilton states that the workplace culture
is driven by employees and strives to provide exceptional experiences to guests
(Menon, 2020).

Hilton’s employees reported that their overall onboarding experience was a positive
one. All employees said that their direct manager was helpful with their introduction
into the organization. They also stated that they chose to stay in the company due
to comfort and familiarity. At Hilton the majority of employees feel they are
provided with meaningful opportunities for career advancement (Comparably,
2020).

Best practices EIH

Hilton’s employees reported that their overall onboarding experience was a positive
one. All employees said that their direct manager was helpful with their introduction
into the organization. They also stated that they chose to stay in the company due
to comfort and familiarity. At Hilton the majority of employees feel they are
provided with meaningful opportunities for career advancement (Comparably,
2020).

According to an interview with an employee at the Vienna Hilton hotel (DATE?)

Hiltons onboarding process is highly effective in providing an understanding of how
the hotel works and understanding their responsibilities. The onboarding process
begins with the job interview where the HR department provides essential
information about the hotel. The interview is followed by an email containing the
employees full job description. Two weeks before the employment begins
correspondence is kept with the employee over email to ensure they have all the
necessary documents and all questions are answered. Employees arrive at the hotel
a day before starting work, the learning and development manager provides the
employee with Hiltons code of conduct, their vision, mission, history and rules. This
day is also used to show the employee their work station and provide a breakdown
of their tasks.

PARTE EMPLOYEE ENGAGEMENT

Employee commitment, which has been shown to foster employee retention and
decrease turnover intention, is another variable of interest to organi-zational researchers
(Suliman & Al-Junaibi, 2010).
https://www.researchgate.net/publication/311981368_Ethical_Climate_and_Employee_
Turnover_Intention_in_the_Ready-Made_Garment_Industry_of_Bangladesh

Organizational culture influences employee’s job satisfaction, and in prior

studies, high job satisfaction has been associated with better job performance.
High performing cultures have also been shown to produce excellent results,
attract, motivate, and retain talented employees, and adapt readily to change. Job
satisfaction is inversely related to turnover intention and low turnover has been
shown to increase organizational productivity and performance.
https://academiccommons.columbia.edu/doi/10.7916/D8DV1S08

Van Dick et al. (2004) identified many proofs that organizational identification
predicts turnover rate but the bond was partly mediated by satisfaction of the job.

Studies
revealed that employees who
have shown satisfaction on
their
jobs are less likely to
commit absences and less
turnover
(Peeter‟s, et. al; Mutula,
2002; Tetty, 2006; Jalagat,
2016).
Studies revealed that employees who have shown satisfaction on their jobs are less
likely to commit absences and less turnover.
https://www.researchgate.net/publication/316110305_The_Impacts_of_Job_Satisfa
ction_on_Employee_Turnover_A_Case_Study_of_Oman_Air_in_Sultanate_of_Oman
Dissatisfied employees have tendencies to resign from their jobs and commit more
absenteeism, increase overhead costs and perform poorly.
https://www.researchgate.net/publication/316110305_The_Impacts_of_Job_Satisfa
ction_on_Employee_Turnover_A_Case_Study_of_Oman_Air_in_Sultanate_of_Oman
In this study, the factors that …will be investigated to subsequently identify ….

https://www.researchgate.net/publication/316110305_The_Impacts_of_Job_Satisfaction
_on_Employee_Turnover_A_Case_Study_of_Oman_Air_in_Sultanate_of_Oman
https://www.researchgate.net/publication/209835787_A_review_of_the_literature_on_e
mployee_turnover

https://www.researchgate.net/publication/259475664_Overcome_Staff_Turnover_in_th
e_Hospitality_Industry_using_Mobley_Model
https://issuu.com/ijbbrjournal/docs/6117ijbbr01_079470f9511129

CONCEPTS:

Involuntary turnover intention: Involuntary turnover intention is an employer’s

intention to fire an employee because of dissatisfaction with that employee’s
performance (Saeed, Waseem, Sikander, & Rizwan, 2014).

Turnover intention: Turnover intention is an employee’s plan to leave his or her job or
an employer’s plan to remove an employee from a position (Saeed et al., 2014).

Voluntary turnover: Voluntary turnover is a situation in which an employee has an

alternative best opportunity and leaves the organization willingly (Saeed et al., 2014).
Turnover intention is the behavioral attitude of a person desiring to withdraw from an
organization (Awang, Amir, & Osma, 2013) PDF EMPLOYEE TURNOVER
INTENTIONS