the expenses and disruptiveness of overall operation
The research study seeks to solve the expenses and disruptiveness of overall operation because of the high employee turnover rate. The specific problem the study wishes to address is the fact that most fast-food industry supervisors lack the understanding of the relationship between employee’s job dissatisfaction and employee turnover intention. Most researchers have highlighted this specific problem in most studies. For instance, Mathieu et al. (2015), elaborates that although supervisors’ leadership plays an essential role in ensuring employee’s well-being, organizational commitment and job satisfaction are achieved thus reducing the employee’s turnover rate in the organization, most leaders ignore such a relation thus increasing employee turnover intention. From the results of the study by Mathieu et al. (2015), it is evident that the person-oriented supervisor’s leadership behaviour generally affects employee turnover intention through organizational commitment and job satisfaction. Another study by Kang et al. (2014) on supervisory support impact on turnover intention, career satisfactory and organizational obligation reveals that supervisory support impacts positively on career satisfaction and employee organizational commitment. The study also indicates a direct relationship between organizational commitment and supervisory support, which affects employee turnover intentions.
The study of Reukauf (2018) on the correlation of job satisfaction and turnover intention reveals that most business leaders fail to understand the reasons why employee choose to leave specific organizations. Using the two-factor theory by Herzberg, Reukauf (2018), examined the relationship that exists between employee turnover intention and intrinsic and extrinsic employee job satisfaction. The study concludes that organizations need to understand the turnover statistics and the various cost relating to employee loss. The research also suggests that business leaders should prioritize on retaining desired employees. Mahdi et al. (2012) study on job satisfaction and turnover intention relationship indicate an inverse relationship between the intrinsic and extrinsic job satisfiers and employees’ turnover intentions. The study concludes that employees’ turnover intention measurement should take into consideration both intrinsic and extrinsic job satisfaction. Additionally, from the research by Mahdi et al. (2012), it is evident that intrinsic job satisfaction and turnover intention have a strong influence.
O’Connor (2018) looked at the relationship between job satisfaction and executive-level turnover intent and concluded that job satisfaction and turnover intent expresses a moderate inverse relationship. The study by O’Connor (2018) also indicates that workers who are undervalued and dissatisfied in the organization tend to minimize their overall productivity and effectiveness. It is also clear from the study that employees with increased job satisfaction yield long tenure; however, whenever any dissatisfaction manifests itself, their turnover intent will increase. Ibrar (2015) study on employee job satisfaction and organizational commitment influence on turnover intention found out that some satisfactory factors need to be put in place for job satisfaction to influence turnover intention. The study from its holistic approach of qualitative research study exploration found out that pay and supervisory support as job satisfiers express a negative employee turnover intention relationship. The study also reveals that organizational commitment, to some extent, has a less significant relationship to employees’ turnover intention. The survey by Ibrar (2015) also elaborates that employee perception of nature work plays a vital role in reducing the organizational overall turnover rate.