Staff turnover and Retention in Hospitality Industry

Abstract

This study examined the factors contributing to employee turnover in SMEs in the hospitality industry and a small hospitality enterprise in Nigeria was used as a case study. The focus was on understanding retention in a sector marked by high attrition rates. The research aimed to identify key drivers of turnover and suggest practical measures to enhance employee retention. A qualitative approach was employed by utilizing semi-structured interviews with 15 current and former employees across various departments. Thematic analysis was used to extract insights revealing that organizational culture, job satisfaction, management practices, compensation, and work-life balance significantly influenced turnover decisions. Findings indicated a disconnect between the hotel's guest-centric culture and its internal employee support mechanisms, leading to dissatisfaction. Long working hours, insufficient pay, limited career development opportunities, and inconsistent managerial recognition were recurrent themes. Positive interpersonal relationships and alignment with guest-facing aspects of the culture were identified as retention factors. This study concludes that targeted improvements in organizational support, career advancement, and compensation can mitigate turnover and enhance workforce stability. These insights contribute to the broader discourse on employee retention in small and medium-sized enterprises (SMEs) within the hospitality industry, offering practical recommendations for the case company and similar organizations.