RP-00D201

ASSESSMENT OF EMPLOYEE TURNOVER AND RETENTION

OF SELECT FOOD ESTABLISHMENTS
IN CALAPAN CITY

Agno, Roschelle Marcellana

agno.roschelle@minsu.edu.ph
Albo, Cliford Marasigan
albo.cliford@minsu.edu.ph
Fofue, Mariane Grace Ebora
fofue.marianegrace@minsu.edu.ph

Abstract-
The assessment of employee turnover and retention of selected food establishments in Calapan City
was employed to know the extent of the employee turnover and employee retention in the food establishments in
Calapan City using a survey questionnaire. The survey questionnaire consists of two parts which are named
employee turnover in the food industry sector and retention of workers in the food industry. These two parts has
six subcategories which are the indicators to determine the extent of employee turnover and employee retention.
For employee turnover, the indicators are tardiness, absenteeism and performance. While on the other hand, the
indicators under employee retention are compensation and benefits, employee satisfaction and upskilling
opportunities. Upon analyzing the data, performance ranked one in the indicators of employee turnover while
employee satisfaction ranked one in the indicators of employee retention. Through this, the researchers
concluded that the turnover of the respondents are most determined through their performance, the retention of
the respondents are most determined through their satisfaction, the turnover of the employees in the food
establishments in Calapan City is determined by their tardiness, absenteeism and performance and the retention
of the employees in the food establishments in Calapan City is determined by their compensation and benefits,
satisfaction and upskilling opportunities. The researchers further recommended based on the conclusion that
employees must have good relationships with every co-workers and set clear expectations whatever situation
may happen at work that employee turnover will be prevented and employee retention will be promoted,
managers should take note of their employee’s performance, absenteeism and tardiness since it determines
turnover of the employees. They should also focus on the satisfaction of the employees to increase the rate of
retention in the food establishments. Lastly, focusing in the compensation and benefits and giving training
program that can help them improve and demonstrate their skills and abilities in order for them to reach their full
potential and have a better and more meaningful future and future researchers should gather more data such as
rate of employee turnover and retention to have more information for more concrete and reliable data analysis to
improve solutions in problems that food establishments may encounter in the future. More indicators related to
employee turnover and employee retention must be considered for further evidences to analyze and make the
results more reliable

Keywords- Retention, Turnover, Employee, Food Establishments, Tardiness, Absenteeism, Performance,

Compensation and Benefits, Employee Satisfaction, Upskilling Opportunities
 1. Introduction
1.1 Background
The percentage of the workforce that leaves during a given time period (typically annually) is known as
employee turnover. The proportion of employees who remain is known as retention. There are many reasons why
employees leave their jobs in the employee turnover rate. Since the economy is better now than it was in previous
years, employee turnover in the food industry is getting worse. (Stanly, 2019). In the past, customers were very picky
about where and what they ate, so they went to places where they knew they could get the food they wanted. As a
result, it was inevitable that some restaurants or food establishments would change, which usually resulted in a
decrease in income and employee turnover because workers preferred to move to another place where they could
make a lot of money. By fostering a positive workplace culture, increasing benefits, and providing clear career paths,
some restaurants have succeeded in keeping their staff, while others have struggled to fill positions.

Providing the employees with the right training will make the staff to stay, especially if the employees want
to advance in their careers, as this is a key factor in retention. Training is becoming increasingly common in positions
that are otherwise equivalent and where it is simpler for employees to switch roles due to the fact that the majority of
employees work behind the counter, either in the kitchen or at the cash registers, where skills can be developed
more quickly. With a small staff and a tight schedule, everyone knows how to do everything. This guarantees that at
whatever point anybody new enters the structure, they are completely used in all ways. Companies can also lower
employee turnover by improving the relationship between managers and employees.

Global Hard Data According to Kantor and Crosser (2016), turnover-related costs include decreased morale
and lost productivity. Consequently, in today's highly competitive business environment, understanding the factors
that influence turnover intentions is essential in a variety of situations. Rendering to Boss (2018), employee turnover
may be at its highest level ever in the global workplace. According to Levi (2011), the greatest challenge facing
modern businesses may be staff retention. As a result, businesses need to come up with innovative new approaches
in order to lessen their incentive to fire employees who hold important information (Khan and Du, 2014). A context-
specific model of these relationships regarding the retention of a specific cohort of employees—namely, those who
are pursuing degree studies while working—in the South African developing country context appears to be missing
from this literature, despite the fact that there is literature on how to increase the retention of highly innovative
knowledge workers. For people of this generation who work in South Africa's Johannesburg region, filling this gap in
the literature may be especially important.

Concurring to the U.S. Bureau of Labor Statistics (BLS), employment in the food and beverage industry is
expected to rise by 9% between 2021 and 2031, which is faster than the average for all industries. However, the
industry's turnover rate is directly reflected in the growth. According to the BLS, "Over the decade, on average, about
955,100 openings for food and beverage serving and related workers are projected. "It is anticipated that many of
those openings will arise as a result of the requirement to replace workers who switch careers or retire. The QSR
industry's overall turnover rate was 144% in 2021.As of July 2022, the accommodation and food services industry
had the highest seasonally adjusted quit rate of any industry, according to labor data released by the BLS. Even
though the industry did not expand at a rapid rate during the second half of 2021, the hiring rate largely remained
stable. Nation's Restaurant News reported at the beginning of 2022 that the number of restaurant employees quitting
is higher than in any other industry. As a result, businesses are turning to unusual benefits like paying employees to
complete their schoolwork and buying cars in order to recruit and retain workers. There are two issues with staffing.
To begin, the labor market is constrained. There is more competition than ever because there are more job openings
than workers available. Any QSR will find it difficult to hire staff who are qualified.

Alignable's report from May 2022 says that 83% of restaurants can't hire enough people, which is more than
any other industry. It comes down to dollars and cents for the second issue.92% of respondents to a survey
conducted by BlackBox Intelligence and published by Nation's Restaurant News stated that raising wages was the
most important change that helped non-management employees stay with the company. Glassdoor's data show that
only 2% of food service workers make less than $7 per hour; However, if a worker earns more than $30 in tips per
month, federal law still allows employers to pay workers as little as $2.13 per hour. The BLS reports that the median
pay in the food and beverage serving category in 2021 was $25,980, or $12.49 per hour, and that the federal
minimum wage will be $7.25 per hour in 2022. Finding a balance between wages, recruiting costs, and retention
costs is essential for restaurants to survive, which already operate on a tight margin.

Corresponding to a study conducted by a Filipino HR solutions company, despite the fact that the "Great
Resignation" trend is still in full swing, businesses have three options for keeping their employees, with salary leading
the list. The Sprout Solutions 2022 State of the HR Report, which aims to determine the Challenges and Imperatives
for HR Business Leaders in the New World of Work, identified three methods for keeping employees employed:
benefits, salary, and career advancement opportunities

On the other hand, to a survey of 200 HR professionals in the Philippines, 75% of employees decide to stay
with a company because of the pay or benefits they receive;73% because of advantages; and 70% career
opportunities and growth. According to the study, employees want to work for a company that offers a reasonable
compensation and benefits package. Employee retention is also improved by providing attractive benefits: According
to 97.66 percent, employee benefits directly affect employee retention; Providing benefits to employees makes them
happier, according to 84.58 percent, and 74 percent completely agree that it reduces attrition.

In addition, companies must focus on employee engagement, hiring, and training and development.
Meaningful engagement positively impacts employee well-being, as evidenced by the study's findings that 95.79% of
HR professionals believe that employees care about employee engagement activities and 98% believe that
engagement contributes to overall well-being. However, the study found that 63% of HR professionals devise
employee engagement strategies on their own, with no input from the workforce. According to HR professionals, 65%
of employees prefer hybrid work environments for their workplace. In view of the review, the mixture model likewise
changed different HR processes in various ways. There were some positive changes, like more options for reliable
HR systems. Additionally, challenging processes like timekeeping, compensation calculation, and others have been
simplified by organizations that already use digital HR systems. According to the study, HR leaders ought to prepare
themselves for additional waves of turnover as the era of hybrid work creates new opportunities and makes it easier
to find better employment. Companies must shift to digital in order to assist HR professionals in adjusting to a hybrid
workplace. According to the Sprout study, improved benefits and automated HR systems will have the greatest
impact on current work arrangements. Automated HR systems (47%), resources for mental and physical health
(44%), and allowances for the entire company for things like transportation, electricity, and the internet (42% each)
are the three most desired HR enhancements. Automated systems have replaced many HR functions. Only 22% of
respondents will manually process payroll in 2022, while 60% will use a human resources information system.

Digital recruitment has become the norm, according to the report. In the past, HR departments relied on
traditional recruitment methods like joining job fairs, partnering with third-party agencies, and posting on job boards.
Talent acquisition, on the other hand, has become more targeted and streamlined as a result of other digital
recruitment tools:35 percent of respondents also use an applicant tracking system to conduct recruitment, in addition
to searching for applicants online. Employee retention is also positively impacted by learning and development (L&D)
programs, according to survey respondents: L&D programs, according to 87% of HR leaders, are crucial for
attracting and keeping employees;91% claimed that L&D programs have a small or significant impact on overall
company performance. Companies with faster recruitment cycles and lower attrition rates offer opportunities for self-
development and upskilling and reskilling.

"Innovation and technology are no longer just novelty advantages to improve the employee experience,"
stated Patrick Gentry, CEO and co-founder of Sprout. It looks like 2022 will be the year that hybrid work becomes the
norm rather than the exception, and technology will play a significant role in this. The fact that HR professionals and
the benefits of adopting HR technology are mutually understanding is the most important takeaway from this paper.
He adds that the only way to remain relevant in today's competitive business environment is to implement a hybrid
work model that is powered by technology.HR technology should not just be seen as a way to cut down on
paperwork. Instead, leaders and professionals in human resources should make use of HR technology to create
hybrid working communities that are connected and cohesive, as well as a culture that encourages productivity and
collaboration. The best HR software must be installed in the hybrid workplace to keep businesses compliant and
productive.

Up Serve found that the average restaurant turnover rate in 2019 was 22 percent across the board, based
on data from more than 10,000 customers. However, there are numerous other factors that contribute to this
number’s wide and significant variation. The annual restaurant turnover rate was 74.9% in 2018, according to the
National Restaurant Association, compared to 48.9% in the private sector. Meanwhile, the annual turnover rate for
fast-casual restaurants is 130-150%, according to a (Tansey, 2020). Employee turnover is a constant concern for
any small business, but it can seem like a never-ending cycle in the restaurant industry. The front- and back-of-house
staff members are crucial to providing unforgettable service. Owners and managers face unfavorable distractions,
constant hiring, high training and ramp-up costs, and a loss of institutional memory among long-tenured staff as a
result of high restaurant staff turnover rates.

While then again, employee retention alludes to an organization or alternately item’s ability to keep
employees over the long haul. It refers to both the nation and the act of preservation. A simple statistic can be used
to illustrate employee retention. The strategies that employers use to try to keep their employees are also known as
employee retention. There are numerous explanations for why people quit their jobs. Some are deliberate, like taking
another work, while others are compulsory, for example, getting laid off. In contrast to the loss of a poor performer,
employee retention strategies primarily focus on voluntary turnover that is detrimental to the organization. It also
focuses on turnover that can be avoided, like when an employee quits their job to move out of state. Modern
programs for human capital management have come to rely heavily on employee retention. The data speaks for
itself: According to Gallup, it costs U.S. businesses more than $1 trillion annually to replace employees who
voluntarily leave their jobs. High turnover also hurts revenue, productivity, employee experience, and knowledge
retention, some of which could be avoided with earlier management intervention.

When exceptional employees never leave for unavoidable reasons, retention may not always be the
company’s top priority. However, retention is a significant advantage that people will need to highlight and cultivate.
Every people will have the opportunity to build a lifestyle of commitment from the very first actual worker-agency
interaction, possibly the job application. They can keep the people who make their business successful by taking
advantage of every aspect of the candidate and employee experience. Workplace turnover may be reduced through
the practice of good interpersonal relationships, good work habits, and workload monitoring. Every owner or manager
of a business or establishment cares about each employee to ensure that they feel welcome and a part of the
organization. They also care about building good relationships, keeping each employee employed, and reducing or
avoiding employee turnover.

This research will mainly focus on the factors that affect the retention and turnover of employees on the
selected food establishments in Calapan City which will provide information to lessen the turnover rate of employees
in the selected food restaurants. With this, it will help improve the situation of the foods establishment in terms of
managing the employees since it will give data and information about the certain issue in the industry.

As a result, the researchers decided to examine employee turnover and retention at a few foods
establishment in Calapan City. In the food industry, this study will show how important factors affect staff retention
and turnover. It is necessary to conduct this study on the rapidly expanding food establishments in Calapan City.
Since previous research has already identified significant retention factors such as training, work environment, and
salary, among others, the purpose of this study is to investigate additional significant factors that influence employee
turnover and retention.

1.2 Theoretical Support

 The theories that serve as the foundation of the study are Job Embeddedness Theory and Organizational
Equilibrium Theory.

Job embeddedness is described as the forces that keep an individual in their job. It is the scope and range
of psychological, social and financial factors affecting employee retention in the organization". Job embeddedness is
also effective in mitigating negative outcomes such as turnover intentions and promoting positivity such as employee
retention (Crossley et al. 2007).

Researchers have devoted attention to the various factors that could influence workers' intention to leave
their employers (Chan, Wan, & Kuok, 2015;Fong, Chui, Cheong, & Fong, 2018;García-Lillo, Claver-Cortes, Ubeda-
Garcia, Marco-Lajara, & Zaragoza-Saez, 2018). This is because voluntary turnover and its related intentions have
significant consequences on the organizations' survival and growth (Hom, Lee, Shaw, & Hausknecht, 2017;Holtom &
Darabi, 2018;Kim, Poulston, & Sankaran, 2017;Lee et al., 2017;Mashi, 2018;Singh, 2016.)

Job embeddedness is an important retention strategy that can play a mediating role between employee's
attitudes and behavior’s (Wheeler et al., 2010;Robinson et al., 2014).Job embeddedness can be boiled down to the
series of connections among different aspects of an employee’s work and professional life. Employees who have
more integrated roles, responsibilities and relationships have more connections and can be considered to be more
embedded. Employees with more connections may experience intense disruption across multiple aspects of their
lives if they leave the major point of these connections, which is their job. They may avoid leaving because of these
connections that will become broken once they move on.

Organizational Equilibrium, Theory, (n.d.) is regarded as the first formal theory on retention of turnover and
offers extensive insight into staff retention's significance. This theory holds that a person will continue working for a
company as long as they believe they are making a difference there and in the lives of those they work for. As long
as an individual's personal aspirations and work-related goals do not conflict, retention rates will be good.

Regarding the study, the Theory of Organizational Equilibrium provides significant insight into job
satisfaction and the organization's capacity to attract sufficient contributions to ensure its survival. As a result, a
meaningful conversation can have a significant impact on employee performance when it comes to the partnership
between the employee and the company, particularly the contributions that an employee makes to the company and
the incentives they receive in return.

1.3 Research Questions/ Problem Statements

1.3.1 What is the extent of Retention of the employees of food establishment in Calapan City in terms of
compensation and benefits, employee satisfaction, and upskilling opportunities
1.3.2 What is the extent of Turnover of the employees of food establishment in Calapan City in terms of
tardiness, absenteeism and performance

2.Literature Review
2.1 Employee Turnover in the Food Industry and Sector
At the beginning of 2019, estimates put the food service industry's employee turnover rate at 75%. This
indicates that over the course of a year, restaurants can anticipate losing three out of every four employees. In the
quick-service industry, this rate can reach 130–150%. The correlational design study sought to examine the
relationships between work satisfaction factors, job dissatisfaction factors, and employee turnover intentions among
fast food employees in order to determine whether there is a statistically significant association between these
variables. The food service industry faced a serious problem with employee turnover in order to reduce staff turnover
(Beehner & Blackwell, 2016). As a result of this condition, the industry is labor-intensive (Sangaran & Jeetesh, 2015).
Regarding employee retention and salary management in this relationship (Khalid & Nawab, 2018), restaurant
turnover is at an all-time high. Restaurants require assistance due to a lack of workers, health issues, and broader
economic concerns (Costantino, 2022). The Bureau of Labor Statistics projects that approximately one third of
workers will leave their jobs willingly in 2020. According to Agovino (2019), the hotel industry's turnover rate is
frequently higher than that of other industries and the high cost of losing employees has led to extensive research
into the causes of turnover.

According to a recent study (Sanja and Eftimov, 2016), the cost of employee turnover amounts to 7% of all
service exports and can reach 1,259,858.60 for senior employees. A number of studies, including those by Jang and
George (2012), also supported the link between work satisfaction and turnover. The National Restaurant Association
states that the cost could be particularly high in the hospitality industry and could cost up to 290,290.00 per worker as
a result of decreased productivity and lost sales (Gustafson, 2002). However, Jang and George (2012) found a
connection between employee turnover and job satisfaction. The study emphasized the importance of the HR
function in selecting and putting the right people in the right jobs. On the other hand, according to De Winne et al.,
employee turnover and organizational performance typically have a nonlinear relationship that moderates the impact
of employee turnover level in addition to the linearly negative association 2018. As a result of highly motivated new
hires and enhanced creativity and innovation, production can rise. In contrast, Islam and Ali (2013) discovered that
employee dissatisfaction with employment stems from issues such as advancement opportunities and university
policy, as well as employee pay. A similar observation is made when the subsequent research is reviewed. The
proposed conceptual model highlights the potential main effects of satisfaction (oriented toward the present),
attraction (oriented toward the future) expected utility of the current role, and attraction (oriented toward alternative
roles). Constraints and a few moderating variables were suggested.

2.2 Retention of Workers in the Food Industry

In the gig economy, it is much harder to keep workers in the fast-food industry. Employee turnover, which is
costly for fast food and fast-casual service restaurants, can lead to customer dissatisfaction. According to Umezurike
(2021), the food industry loses a lot of money each year due to the 73% annual employee turnover rate. Cross (2017)
claims that the food industry has a voluntary staff turnover rate of 50%. Employee turnover costs fast food
establishments $10 billion annually. Utilized in food restaurants to boost employee retention. Raising business
owners' awareness of retention strategies has the potential to improve their company's overall success and stabilize
the neighborhood by lowering unemployment rates (Stallworth, 2020). In both industries, all forms of employee
participation have a positive impact on employee retention. According to Khalid & Nawab (2018), the relationship
between various forms of employee engagement and staff retention was governed by employee salary. Despite the
fact that the hospitality industry is heavily dependent on its workforce (Yam & Raybould, 2015), the industry is
plagued by high turnover rates, associated costs, and poor worker retention.

The Chartered Institute of Personnel and Development’s (2015) report identifies the push and pull variables
for employee departure. When discussing a comprehensive approach to employee retention, Gary Dessler and Biju
Varkkey stated that after identifying retention issues, pay increases, smart hiring, career discussions, providing
direction, flexibility, attractive employee welfare measures, HR practices for high performance, binding contracts, and
other measures can be taken to improve employee retention. Exploratory factor analysis was carried out using the
principal component method in the work of Priyanka and Dubey S K (2016). They were able to identify the causes of
employee turnover using eight indicators like the one I mentioned earlier. The usual way things are done in
management. Supervision and leadership, as well as organizational culture, autonomy, and social support, are
examined in greater depth in their research. Kossivi and Kalgora (2016) made an effort to investigate the various
factors that influence employee retention based on the results of a number of previous studies. They included
aspects like opportunity for growth, work- life balance, compensation, management style, work environment, and
autonomy. The possibility of carrying out additional research based on employment category was also mentioned in
the conclusion. An effort was made by Vijayalakshmi (2012) to investigate the factors that influence employee
retention in the automobile industry. According to the findings of this study, retention management “includes
competitive pay, balancing personal and professional obligations, providing training, and evaluating employee
performance.” This study examined retention management from a global perspective.
 A study by Kossivi et al. (2016) found that autonomy, training and development, organizational culture, and
supervision are less studied than leadership, for example. An organization's workforce can be divided into three
groups: employees, managers, and directors Although some studies did, the category of employees, economic
sector, and type of businesses that are particularly impacted by one or more factors were not given enough attention
in previous studies.

2.3 The Difference Between Employee Retention and Turnover

According to Everwise (2017), employee retention is a measure of how satisfied employees are with their
jobs, how proud their employers are of them, and how they feel about the company. Putting the right person in the
right position is crucial to employee retention because it starts with the hiring process. According to Roy Osing
(2017), the values and work environment, as well as the expectations for candidates in the assigned position, must
be clearly stated in the job description. On the other hand, employee turnover is a widespread problem that many
businesses are currently dealing with. According to James and Mathew (2012), organizations spend a lot of money
on hiring and training new employees. Globalization has increased both labor mobility and organizational staff
turnover (Nwokocha & Iheriohanma, 2012).

In their 2012 study on staff retention, Cardy and Lengnick-Hall emphasized a customer-focused strategy
more. The employee equity model served as the study’s methodology. This study focuses more on employee values
than on external factors that influence employees’ decisions to stay or leave their jobs. To put it another way, the
internal factors that influence an employee’s decision to stay or leave were the primary focus of this study. Find out
that a study on IT staff retention has been completed by (Devi and Latha, 2012). The study’s primary objective is to
investigate the retention advantage and ascertain the factors that lead employees to migrate between companies. As
previously stated, the reasons professors stayed in their current positions and why. In a study that was carried out by
Sadaf Zahra et al.2013), it was discovered that these factors are more important to employees than rewards and
recognition, and that compensation, support from supervisors, and work-life restrictions are some of the primary
factors in turnover intention.It has been found that a strict schedule and a lot of work affect family life. The Chartered
Institute of Personnel and Development’s (2015) report identifies the push and pull variables for employee departure
an effort was made to investigate the factors that influence employee retention in Vijayalakshmi (2012).

3. Methodology
3.1 Research Design
In this study, the researchers will be using the descriptive method of research design to determine the
indicators of employee turnover and retention on the selected food establishments in Calapan City. The design of
the research will be employed in this study in an attempt of the researcher to perform a survey that is composed
of thirty questions which are separated in two parts under six indicators of employee turnover and employee
retention namely tardiness, absenteeism and performance under employee turnover and compensation and
benefits, employee satisfacti0n, and upskilling opportunities under employee retention. This will be used to attain
the extent of employee turnover and retention from the food establishments in Calapan City.

3.2 Population and Sample

The respondents of the study were the 35 employees in select food establishment of Ineng’s Restaurant,
Canub’s Snackhub, Den Juancio’s Burgers, Shakey’s and Kwatro Pares in Calapan City, Oriental Mindoro. In
conducting the survey, the researcher used simple random sampling method to ensure that each person has an
equal chance of getting selected. The names of the employees were listed and with the help of a number generator,
employees who are mentioned in the number generator are those who have been chosen to answer the
questionnaire. This is supposed to show that population is unaffected by researcher bias.

3.3 Research Instrument

 The main tool that was used in gathering data consists of a questionnaire using a four-point Likert scale. On a
four-point Likert scale that range from 4 - Strongly Agree 3 –Agree 2 -Disagree 1 – strongly Disagree respondents
were asked to indicate how much they agreed with the various statements. The questionnaire pertains to the
relationship of turnover and retention of employees in Calapan City. The researcher used a survey questionnaire
through face-to-face survey. Two pieces make up the survey questionnaire. The first part of the questionnaire will
include variety of questions about the indicators of employee turnover in Calapan City. The second part of the
questionnaire will include a variety of questions regarding the indicators of employee retention in Calapan City. The
questions would be answered using a checklist and ratings.

3.4 Validity and Reliability

The study established content validation by these professionals with expertise working in the industry to evaluate
the applicability and value of each different type of survey questionnaire. This guarantees that the tools adequately
address the subjects in line with the study's goal. To provide corrections, comments, and ideas for each item, they
were each given a copy of the study instruments and the content validation forms. Ten students from Mindoro State
University Calapan City Campus who were not survey respondents served as test subjects for the validated
questionnaire's reliability, and the researcher will use test-retest procedures to ascertain the validity of the questions.

3.5 Data Collection

In collecting the data, researchers used a survey type of questionnaire containing the various indicators of
employee turnover and employee retention which are based on the policy among the establishments in general in the
food establishments in Calapan City which are chosen randomly by the researchers. This survey was done after the
researchers gave the respondents a letter of request which was signed by the department dean, the research
adviser, and the subject professor. The letter of request outlined the researchers' objectives and guaranteed the
respondents' confidentiality.

3.6 Ethical Consideration

The participants had considerations that have been consider in this study are the informed consent. Participants
must be aware and well-informed about the purpose of the questionnaires, the advantages and the risks in
participating and have their permission to participate. Voluntary participation, the participants in this study is free to
answer the questions provided or confidentiality, all participant identities are unknown and the information gathered
must kept secret or private. Prior to the start of the study, the researcher made sure that the management had
received official notice by having letters delivered by the research professor and signed by the dean of college of
business and management at the MINSU Calapan city Campus.

1. Results and Discussions

4.1 EMPLOYEE TURNOVER IN THE FOOD INDUSTRY AND SECTOR
4.1.1 Tardiness

Table 4.1.1 presents the mean result on the extent of Employee Turnover in the Food Industry and Sector in
terms of Tardiness.

As shown in the table, question number 1 which is about leaving of an employee on time at the end of the
shift ranked as the first among the five with a mean of 3.89 and is described as very high extent. While on the other
hand, question number 3 which is about returning late from lunch or break of an employee ranked as fifth with the
mean of 3.31 considered as high extent. The results made an overall mean of 3.59 in the results which considered to
have very high extent on the extent of Employee Turnover in the Food Industry and Sector in terms of Tardiness.

             Results have shown that employees leave on time at the end of the shift which affect the turnover of
employee in the food industry and sector in Calapan City. Leaving on time at the end of the shift implies that the
policy inside the food establishments is obeyed by the employees. This articulates that employees in the food
industry and sector in Calapan City have less likely practice employee turnover.
             The results below resemble to the study of Mobley et al. (1979). It says that there are numerous ways to
demonstrate the significance of time in turnover research. Tenure, or the length of time an employee has been
employed, consistently has a negative correlation with turnover, as was previously mentioned. Tenure has been
omitted from some studies, its effect has been limited, and a multivariate design has been used in others. The latter
treatment probably provides the most helpful starting point for comprehending the psychology of the tenure effect.
Because different studies measure turnover over various lengths of time, the time variable is also part of the criteria
problem. While other studies have examined turnover over a matter of weeks, for instance, Newman (1974), Marsh
and Mannari's (1977) data were gathered over a 4-year period. Rarely is the relationship between the turnover
behavior and the length of time between independent variable measurements studied. Porter and others 1976), as
well as Waters et al. 1976) stand out as examples. It would appear that more research is required on this subject.
Last but not least, the temporal dimension may be relevant if various variables or combinations of variables have
distinct effects on turnover at various stages of the organizational socialization process. In 1977, Graen and
Ginsburgh talked about this possibility.

Table 4.1.1

Means results on the extent of Employee Turnover in the Food Industry and Sector in terms of Tardiness

Items Mean Rank Description

1. I leave on time at the end of the 3.89 1  Very High Extent

shift
3.74 2  Very High Extent
2. I arrive on or before time of shift
3.31  5 High Extent
3. I return late from lunch or break
3.60 3 Very High Extent
4. I succeed in reporting for work
time 3.43 4 High Extent

5. I succeed in not acquiring more

than one tardiness

Overall Mean: 3.59                                                                                                        Description: Very High Extent

4.1.2 Absenteeism

Table 4.1.2 presents the mean result on the extent of Employee Turnover in the Food Industry and Sector in
terms of Absenteeism.

As presented in the table, third question which is about the having absence request which is approved by
the manager/supervisor upon giving of the employee with a mean of 3.74 was considered as first in ranking and
described as very high extent. While the question in number 5 about the employee succeeding in conducting
personal business with authorization during work hours ranked fifth with a mean of 3.57 described to be a very high
extent. The results gathered a mean of 3.64 and described as very high extent.

Results below show that succeeding in conducting personal business with authorization during work hours
make the employees lessen the employee turnover in the food industry and sector. It makes the employees allowed
to have personal business and take care of personal issues whenever they need it and with authorization during the
business hours. Through this, employees can spend more time in relaxing which made them more focused and
interested in the work that they have.

Several other variables can be expected to moderate these relationships, even though satisfaction,
attraction expected utility of the current job, and attraction expected utility of alternatives are thought to be the
primary determinants of turnover intentions and behavior. According to Dubin et al., if a person's life values and
interests are not central to their non-work values and interests, The relationships between satisfaction, attraction, and
turnover intentions and behavior will be attenuated to the extent that an individual associates significant nonwork
consequences with quitting (see, for instance, Newman, 1974).

Table 4.1.2

Means results on the extent of Employee Turnover in the Food Industry and Sector in terms of Absenteeism

Items Mean Rank Description

1. I succeed to clock-in or clock out 3.66 2 Very High

Extent
2. I provide sufficient notice at least 3.60   4 
24 hours before absence Very High
Extent
3. My absence request is approved 3.74 1
by the manager/supervisor upon
giving. Very High
Extent
4. I have breaks at the right time or 3.63 3
with the consent of
manager/supervisor
Very High
5. I succeed in conducting personal 3.57 5 Extent
business with authorization during
work hours

Very High
Extent

Overall Mean: 3.64                                                                                                       Description: Very High Extent

4.1.3 Performance

Table 4.1.3 presents the mean results on the extent of Employee Turnover in the Food Industry and Sector
in terms of Performance.

As presented in the table, the fourth question which is about the employee representing respect and
commitment to the core values of company ranked first with a mean of 3.74 and is described as very high extent.
While on the other hand, the question number 5 which is about the employee finishing tasks on time with enough
quantity and quality with a mean of 3.51 and is described as very high extent. From these information, the overall
mean of the extent of employee turnover in the food industry and sector in terms of performance is 3.62 is which is
described as very high extent.

The results below show that representing respect and commitment to the core values of the company
lessens the turnover of employee in the food industry and sector in Calapan City. It shows that the representation of
respect and commitment to the core values of company under performance can affect the turnover of employee since
employees are more likely to be content and productive when they are dedicated to their jobs and organizations.
Committed employees are ambassadors for their company both inside and outside of the office doors. They take
ownership of their work.

A study related to the results stated that the cost of employee turnover amounts to 7% of all service exports
and can reach 1,259,858.60 for senior employees. A number of studies, including those by Jang and George (2012),
also supported the link between work satisfaction and turnover. The National Restaurant Association states that the
cost could be particularly high in the hospitality industry and could cost up to 290,290.00 per worker as a result of
decreased productivity and lost sales (Gustafson, 2002).

Table 4.1.3

Means results on the extent of Employee Turnover in the Food Industry and Sector in terms of Performance

Items Mean Rank Description

1. I am able to handle any situations 3.63 2.5 Very High Extent

and reach productive decisions

2. I maintain excellent customer 3.63 2.5 Very High Extent

service and continually seeks for
improvement      

3. I show professional skills to perform 3.57 4 Very High Extent

a task or job given  

4. I represent respect and 3.74 1 Very High Extent

commitment to the core values of  
company
3.51 5 Very High Extent
5. I finish tasks on time with enough
quantity and quality

Overall Mean: 3.62                                                                                                        Description: Very High Extent

4.2 RETENTION OF WORKERS IN THE FOOD INDUSTRY

4.2.1 Compensation and Benefits

Table 4.2.1 presents the mean results on the extent of Employee Retention in the Food Industry and Sector
in terms of Compensation and Benefits.

From the table, the first question which is about the employee receiving desired amount of wage which has
3.71 as its mean and described as very high extent. While the question that ranked last is the fifth question which is
about the employee attaining medical reimbursement from the company with a mean of 3.46 and described as a high
extent. In overall, the results on the extent of Employee Retention in the food industry and sector in terms of
compensation and benefits has attained the mean of 3.57 which is described as very high extent.

The result shown that receiving desired amount of wage that if a worker is content with his or her pay, he or
she is more likely to perform to its full potential. A person with a high salary is motivated to perform well because he
wants to keep his job because he wants to please his employer. He enjoys the high status and security that his salary
provides, as well as the sense of accomplishment that it brings. If a person believes that the financial rewards are a
fair trade-off, he will be much more willing to work extra hours at the office which results to attain employee retention.

In connection to the results, according to Davies, Taylor, & Savery (2001), [39], every company offers top-
level employee compensation, but very few organizations strategically use it. "Salary and benefits policies are not
being used strategically within the organization to improve morale, reduce turnover, and achieve goals within an
establishment," they stated. Gardner et al. (2004) held the view that pay is viewed as an employee retention strategy
as well as a motivator. According to Milkovich and Newman (2004), monetary compensation is one of the most
important and significant factors in employee retention out of all rewards.

Table 4.2.1

Means results on the extent of Employee Retention in the Food Industry and Sector in terms of Compensation and
Benefits

Items Mean Rank Description

1. I receive desired amount 3.71 1 Very High Extent

of wage  

2. I am able to have sick 3.63 2  Very High Extent

leave
3.49 4 High Extent
3. I obtain pension funds
3.57 3 Very High Extent
4. I acquire salary bonus
annually
3.46 5 High Extent
5. I attain medical
reimbursement from the
company

Overall Mean: 3.57                                                                                                        Description: Very High Extent

4.2.2 Employee Satisfaction

Table 4.2.2 presents the mean results on the extent of Employee Retention in the Food Industry and Sector
in terms of Employee Satisfaction.
 From the information below, two questions ranked first which are about the employee representing
peacefulness and at ease while working and symbolizing being valued by the company. Both had a mean of 3.71
which is described as very high extent. Then, the question that ranked last is the fifth question which is about
displaying enjoyment while working everyday with a mean of 3.60 and described as very high extent. The results
gathered the mean of 3.67 described as very high extent on the extent of employee retention in the food industry and
sector in terms of employee satisfaction.

The result showed having peacefulness and ease while working as well as symbolizing being valued by the
company has very high extent when it comes to the employee satisfaction under employee retention since better
physical and mental health, as well as higher levels of engagement, satisfaction, and motivation, were all linked to
the experience of feeling valued at work. Everything that contributes to an employer-employee relationship that is
positive and productive. Employees are more likely to commit to their work and remain with the company if they are
satisfied with their jobs. This will help your brand establish a favorable reputation among potential customers in
addition to increasing employee retention.

To support this, according to Messmer (2000), investing in employee training and career development is
one important factor in employee retention. An organization always makes a training and development investment in
employees they expect to return to them and produce results from. According to Tomlinson (2002), businesses can
maintain their competitive edge by providing their employees with adequate training in the most recent technologies.
According to Garg & Rastogi (2006), in today's competitive environment, employees' feedback is very important for
businesses, and the more employees know, the better they will perform and be able to meet the global challenges of
the market. According to Handy (2008), proper innovation and the incorporation of new information are necessary for
survival in any workplace.

Table 4.2.2

Means results on the extent of Employee Retention in the Food Industry and Sector in terms of Employee
Satisfaction

Items Mean Rank Description

1. I represent peacefulness and at ease 3.71  1.5 Very High Extent

while working

2. I symbolize being valued by the 3.71 1.5 Very High Extent

company

3. I demonstrate freedom of performing 3.66 3.5 Very High Extent

skills and specialty  

4. I exhibit having good relationship with 3.66 3.5 Very High Extent
the manager  

5. I display enjoyment while working 3.60 5 Very High Extent

everyday

Overall Mean: 3.67                                                                                                        Description: Very High Extent

 4.2.3 Upskilling Opportunities

Table 4.2.3 presents the mean results on the extent of Employee Retention in the Food Industry and Sector
in terms of Upskilling Opportunities.

From the table below, the fourth question which is about the employee making the most out of the trainings
to improve oneself by applying knowledge at work ranked first with a mean of 3.69 and described as very high extent.
While on the other hand, the first question which is about the employee undergoing formal trainings session every six
months ranked last with a mean of 3.31 and described as high extent. The results below had an overall mean of 3.50
and described as very high extent which shows the extent of employee retention in the food industry and sector in
terms of upskilling opportunities.

The result indicated that making the most out of the trainings to improve oneself by applying knowledge at
work has a very high extent in the food industry and sector in terms of upskilling opportunities under employee
retention since they learn about the organization's mission, vision, policies, and working conditions through this
training. Training is provided to current employees to refresh and expand their knowledge. Training is provided in
order to keep up with any technological advancements that occur. Examples include purchasing new equipment,
altering production methods, and installing a computer. New equipment and work procedures are taught to
employees. when career advancement and promotion become crucial. Employees receive training to prepare them
for sharing the responsibilities of the higher-level position.

In connection with the result, according to Hoppock (1935), a person's true satisfaction with their job can
come from any combination of psychological, physiological, and environmental factors. According to Locke (1976), "a
pleasurable or positive emotional state resulting from the appraisal of one's job or job experience" is the definition of
job satisfaction. Job satisfaction is defined as "the amount of overall positive affect (or feelings) that individuals have
toward their jobs," according to Feldman and Arnold (1983).

Table 4.2.3

Means results on the extent of Employee Retention in the Food Industry and Sector in terms of Upskilling
Opportunities

Items Mean Rank Description

1. I undergo formal trainings session 3.31 5 High Extent

every 6 months

2. I experience job rotation 3.49 3 High Extent

3. I use training allocation and budget on 3.60 2 Very High Extent

a certain period of time on trainings  

4. I make the most out of the trainings to 3.69 1 Very High Extent
improve oneself by applying knowledge
at work       

5. I can observe equal employment 3.43 4 High Extent

 training opportunities

Overall Mean: 3.50                                                                                                        Description: Very High Extent

5. Conclusion and Recommendation

Conclusions

Based on the results and findings, the following are therefore concluded:
1. The turnover of the respondents are most determined through their performance
2. The retention of the respondents are most determined through their satisfaction
3. The turnover of the employees in the food establishments in Calapan City is determined by their tardiness,
absenteeism and performance
4. The retention of the employees in the food establishments in Calapan City is determined by their
compensation and benefits, satisfaction and upskilling opportunities

Recommendations
The following are hereby recommended based on the conclusions:
1. Employees must have good relationships with every co-workers and set clear expectations whatever situation
may happen at work that employee turnover will be prevented and employee retention will be promoted
2. Managers should take note of their employee’s performance, absenteeism and tardiness since it determines
turnover of the employees. They should also focus on the satisfaction of the employees to increase the rate of
retention in the food establishments. Lastly, focusing in the compensation and benefits and giving training
program that can help them improve and demonstrate their skills and abilities in order for them to reach their full
potential and have a better and more meaningful future.
3. Future researchers should gather more data such as rate of employee turnover and retention to have more
information for more concrete and reliable data analysis to improve solutions in problems that food
establishments may encounter in the future. More indicators related to employee turnover and employee
retention must be considered for further evidences to analyze and make the results more reliable

6. Proposed Output

An activity would be implemented to the Canub’s Snackhub which is the choice of the researchers. This
activity would be communicating with policymakers in order to contribute with the policy which will help not only the
employees but also the establishment with regarding to their rate or turnover and retention. This will be held with the
panels that we will be asking to participate and Canub’s Snackhub on the second week of March. The activity will last
for 2-3 days.

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