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ASSIGNMENT 3
GROUP MEMBERS:
M. HISHAM AKRAM BBA02173026
M. ARSHMAN ARSHAD BBA02173027
AHMAD BBA02173039
HASHIM IHSAAN BBA02163131
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TABLE CONTENT

INTRODUCTION 3
1.1 Background 3
1.2 Problem statement 4
1.3 Significance of the study 5
1.4 Research Objectives 5
1.5 Major research questions 6
LITERATURE REVIEW 6
2.1 Orientation 6
2.2 Turnover intention 6
2.3 Job Description 7
2.4 Impact of Orientation on other variables 7
2.5 Framework 8
2.6 Hypothesis 8

RESEACH DESIGN 9
3.1 Research nature 9
3.2 Research approach 9
3.3 Research strategy 9
3.4 Time horizon 9
3.5 Population 9
3.6 Sampling 9
3.7 Operationalization 9

REFERENCES 10
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IMPACT OF ORIENTATION ON EMPLOYEE TURNOVER INTENTION

OF JOB DESCRIPTION IN RESTAURANTS

1 Introduction

1.1 Background

NDUTA (2017) organizational achievements or success relied upon on how firm’s human
recourses carried out its activities. He defined the variable of job description as a written statement
that made available all the necessary and essential information regarding responsibilities and duties
that given to one or group of individuals to perform a job. The factor of job description acts as a
communication’s instrument giving direction or guide that a firm follows. Job description assists
to achieve all law requirements as well as augment the performance level of an employee. There
has to be a specific and clear description of job so to make employees perform well on their jobs.
In this way, numerous associations of firms are striving to ensure the factor of job description as
it is found powerful in term of efficiency and in accomplishing the objectives of firms. Hence,
numerous scholars and investigators directed many investigations and examination to survey the
impacts of job description for organizational success. There are numerous adjustments in the idea
of workplace and innovation in the quick changing world thus the expected set of responsibilities
or job description ought to be acclimated and adjusted to consolidate the progressions.

An approach to present the new representative or employees with organizational culture,

polices, responsibilities of job, advantages one may get inside an organization and organizational
hierarchy is referred as employee orientation. It is known as employee’s first perception or
impression regarding firm. It causes the association to accomplish and maintain relationship with
the employee for a long term. Orientation programs are conducted to feel new joiners agreeable
and welcome inside a firm. A large number of the associations or firms are confronting one of the
significant issues of employee turnover in today’s globalized environment. Organization may lose
its talented and competent employee in case of turnover. The factor of orientation has great effect
on retention of employees if the employee are not guided and directed properly by his prompt boss
on the first day. Without legitimate and opportune orientation it may be conceivable that worker
move toward becoming dissatisfied or De-motivated (Awan, 2013).

The idea or conception of employee turnover intention has turned out to be a standout
amongst the most essential subjects in association. A few of researchers investigate a great number
of factors that can affect turnover intention. These factors are organizational commitment,
organizational person fit and organizational culture. Price (2001) movement of an individual over
membership limit of a firm is known as Turnover. Strangely not at all like genuine turnover,
turnover aim isn't unequivocal. A statement regarding behaviour of interest with specification is
known as intention. Studies have demonstrated that turnover in organizational behaviour is a
standout amongst the most investigated marvels or phenomena.
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Chen (2013) the industry of hotel made available rest facilities and accommodation to
travellers and tourists. The annual number of overseas in current scenario of incoming travellers
and tourists in Pakistan is high as according to the office of national statistics. There are a great
number of employees performing their jobs in the sector of hospitality to serve these clients. Yang
and Wan (2004) the sector of hospitality is facing challenge of high turnover of employees. They
said that the talent and knowledge also go with the employee when an employee left the firm and
switch to another job. Firms can face the human capital’s loss In the situation of high turnover of
employee. if employees do not document, transfer and store his knowledge in memory of firm it
can affect the services quality provided to the consumers ultimately (Yang, 2004). The
expectations of consumers are on an intensification or augmentation in the hotel industry. So, firms
need to maintain the satisfaction and loyalty’s level of employees and consumers to meet these
expectations. To meet such kind of challenges, for hospitality organizations, it is essential to direct
and guide employees in an effective manner which can be done by guiding them their description
of job at the individual level (Kim and Lee, 2013).

1.2 Problem statement

In the field of human resource management, there have been a great number of
investigations analyzed effect of different practices of human resource on employee performance
and retention (Collings et al., 2010; Boselie, Dietz, and Boon, 2005; Kuvaas, 2008; Godard, 2004).
Characteristically, these numbers of practices are training, recruitment, appraisal, internal
promotion and coaching’s opportunities, participation and rewards. These all are connected to
outcomes of human resources as employee loyalty, satisfaction, motivation and retention that
sequentially linked with overall performance of firm. In case of absences of these practices,
turnover rate can be high in any firm.

Boselie et al. (2005) reviewed more than 100 research papers on the turnover rate and
human resource management practices and found a lot of inconsistencies, commonalities and
contradictions. Unemployment problem are facing in countries like Pakistan and an image or
perception has been developed that in the market no jobs are available. In case of other image,
firms are not active still in appropriate orientation and training session for new employee that leads
to make increment in rate of turnover. The scholars and researcher are trying to investigate the
effects that how much the factor or determinant of orientation is essential for retention of
employees in firms. In many firms, programs of Orientation have been underrated or
underestimated depend upon how the firm’s management did not have any believe or knowledge
that it can assist in enhancing employees output. After recruitment of skilled representatives, firms
believed that the program of orientation is not needed and required; depend upon how firms
developed consideration regarding the conception but a lot of investigations have been implied
that the program of orientation is essential even if employees are skilled. In any organization,
whether non-profit or business, employees are considered important assets. A great number of
scholars reported that employees played an important role in creating competitive edge for firms
(Pfeffer, 1994; Lepak and Gowan, 2008).

Employee will create a high turnover in absence of support from firm as well as in order to
stay with firm and factor of turnover could undermine the organization’s success. Lack of
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orientation can increase work/job stress than in turn may lead to job switching intention.
Researchers have studies a lot the antecedents of job switching cognitions in firms where people
work together (Ahuja et al., 2007) to achieve organizational objectives. Turnover rates vary from
industry to industry. Different studies associate logging and hospitality industries with higher
turnover rates among workforce (Milburn, 1998; Murphy, 2000). Alexandrov et al. (2007) states
that employee defection costs organizations both tangibly and intangibly and critically prevents
organizations from providing effective and efficient services to its clients and customers thus
negatively influencing organizational competitiveness.

1.3 Significance of study

By linking employee turnover and turnover intentions to commitment He (2008) proposes
that firms may profit from committed staff by making efforts to bring stability in their human
capital. Scott-Ladd et al. (2006) identifies growing employee participation across firms. Griffeth
et al., (2000) also defined satisfaction as one of the predictors of employee defection in firms.
Several studies (e.g., Judge et al., 2001; Kehoe and Wright, 2013; Jiang et al., 2012; Braun et al.,
2013) have been done on human resource practices and its influence of individual or organizational
performance but relatively fewer studies (see, for instance, Shahzad et al., 2008; Hunjra et al.,
2010) have been done to study mutual relationship between different HR issues, particularly in the
milieu of poor countries like Pakistan. This research bridges this gap in previous studies by
studying the effect of orientation on turnover intentions while considering job description as
variable that mediates the relationship. A single study has been found on employee orientation in
context of Pakistan in 2013. So, there will be add up in literature. Model of the study is also
differentiating this research from other researches as previous researches are about employee
performance, retention and motivation. None of study is related with turnover intention and job
description. The hotel industry has been selected with reason of high turnover.

1.4 Research Objectives

The study is guided by the following research objectives:

 To examine relationship among job satisfaction, and turnover intention.

 To examine the influence of orientation on employees turnover intention.

 To examine the relationship between orientation and employee turnover intention.

1.5 Research Question:

 What is impact of orientation on employee turnover intention in restaurant industry?

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 What are the components of orientation?

 What are the components of employee turnover intention?

2 Literature Review:

2.1 Orientation
Snell and Dolan (2011) to make introduce of new employee or representative with firm is
focus of orientation. Orientation is a practice of many firms commonly that conduct formerly the
arrival of new employee or representative. In orientation, the supervisor make inform to other
employees regarding the joining of new employee in the firms. Any responsible person appointed
by management who serve as mentor. To provide direction and guidance at every and each step to
the new entrant is the main duty of mentor. A program of orientation assessing from start till end.
A program of orientation gives a clear image to new employee about historical data of firm. A
program of orientation provides future directions too. Through the discussion of firm rules and
policies, whole session of orientation gave the employee their expectation (Dolan, 2011).
Dolan (2011) A great number of firms gave a review regarding the benefits that has
provided to representatives or employee a thoroughly during the session of orientation.
Furthermore, employee fill out a paper during this session that linked with benefits or advantages
that employee will get during their job. Employee or representative have full awareness regarding
policies of firm as well as services plan and his/her benefits after completing the procedure of
familiarizing with firm. Firms introduce other sub ordinates with new employee who worked in
different departments (Ganzel and Dolan, 2011).
2.2 Turnover Intention
Bruvold and Kaiser (2006) firms have to face financial burdens due to turnover rate of
employees. Turnover rate of employees has impact on some other determinants that affect firm’s
productivity and growth but also face financial burdens in a significant manner. When any skilled
and competent representative leaves the job it will not only affect the other representatives that
they compensate the work of that person who had left the job but also affects the productivity of
firm. Longevity of employee assists a business goal of firm. This statement is proved by the
scholars and academicians. They said that the firms who developed and maintain relation with
representatives for a long time will increase efficiency of business, get compensation in form of
profit as well as have larger share of market in the industry ultimately. They recommended that
an important tool of orientation should be provided to employee or representative by the firm
(Anantharaman and Kaiser, 2006).
2.3 Job Description
Employees additionally expect some type of introduction before they begin work viably,
whenever there are new contracts. Furthermore, when they understand their desires were met or
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completely met, they tend to remain in the association for a long time. This gives a first impression
in a positive manner and which they expand on all through their stay in the association.
Consequently, building a positive impression for newcomers or new arrivals amid introduction is
the primary accomplishment to maintenance. By understanding the applying the framework idea,
The orientation’s procedure can be supposed of, in that, introduction starts from the participation
or input, then transformation to output. By inputs, we are discussing both foundation and
situational determinants, which are: economic demands for situational jobs, job’s nature, education
and experiences for the background determinants and economic demands for past jobs (Bennett,
2001).

2.4 Impact of Employee orientation on other variables

It is realized that orientation of employee shape the establishment for performance of an
organization, as workers are advised on what is anticipated from them sufficiently early as they
join an association. Performance of an organization is influenced by orientation of employee in an
extremely incredible manner, as it sets profitable behaviors and attitudes for the representatives,
however others appear to state there is no relationship. Orientation of employee sets a new stage
for workers to build up the required aptitude that is required for their activity as well as to get
knowledge regarding the incentives and chances or opportunities that will be accessible them. This
goes about as a motivational power for effective performance and instigates solid enthusiasm for
their work (Collins and Smith, 2006; Hailey et al., 2005; Boselie et al., 2005).
New employees through orientation have capability to gain their role’s clarity,
supervisions, responsibilities, hierarchy involved and processes of work as well as other matters
that are relevant to their jobs that gave them focus on the job, assist them in build their minds that
also leads to on the job’s effectiveness and efficiency. Consequently orientation of employee is
positively connected to performance of employee otherwise they switch to another job in case of
dissatisfaction. To any business, Orientation of employee is a key success for any businessman
who wishes to retain and success key talents (Narver and Slater, 1990; Pelham, 2000; Matsuno
and Mentzer, 2000).
Klein and Weaver (2000) reported that employees become more adaptable for firms who
attended orientation training as compare to those who do not attend as well as feel satisfied while
performing their jobs. In firm after their orientation procedure, new representatives are recognized
to retain initial positive attitude and high socialization level on the job. This makes their rate of
satisfaction towards job reach the peak at the entry point in a firm (Boswell 2009). Training of
orientation is one of socialization’s aspect that encourages clarifications of goal, interpersonal
relationships and new employees awareness regarding politics in the firm. Bauer et al, (2007) new
representatives are completely incorporated through orientation into an association or work
gathering, in this manner working and making learning in new environment is more attractive and
pleasant Edwards and Cable (2009) It enhances task and job clarity as well as sets expectations
towards the job in a positive manner. Intrinsically, it is understood that dissatisfaction of job is
negatively associated how far an employee is not clarified about his expectations, work group,
goals and social relationships and how far an employee come up with synchronization in such
zones.
In a similar vein, Vigoda (2000) said that training orientation turns into a plate form for
new representatives to know about these legislative issues happening in an association. Training
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orientation aware new employees and assist them how to avoid it. Therefore orientation program
impacts satisfaction of job of an employee positively. Certain behaviors and job characteristics are
built within the new through orientation that augment or increase employee’s fulfillment with the
new activity and condition.
Georgellis, Lange and Tabvuma (2012) reported that firms attain low turnover, growth and
high level of productivity through satisfaction of job and vice versa. It has been recognized that a
happy employee is always a productive employee. They said that a productive employee will attain
a competitive edge over the competitors and take a company towards higher growth levels as well
as brought the representative towards self-fulfillment and point of achievement and also advancing
employees at the same time. Satisfaction of job is very essential for employers and employees
both. In this manner, bosses should put all assets important to ensure that they can accomplish a
superior program of orientation training, keeping in mind the end goal to set desires and uplifting
mentalities at a beginning time of business When introduction preparing is strong, that is
successfully done, it diminishes future negative practices like; demotivation, absenteeism, quitting
intentions, lack of commitment and even different vulnerabilities that can't be directed instantly
(Georgellis, Lange and Tabvuma, 2012). It is also recommended that satisfaction of job is the
forerunner variable of turnover goal, showing that satisfaction of job has an essentially negative
effect on turnover intention (price, 1977).

2.5 Framework:

A schematic diagram defining all the independent, dependent, mediating variables is given as
below;

Orientation Job Description Employee Turnover

Intention

2.6 Research Hypothesis:

H1: There is positive and significant relationship among orientation and employees turnover
intention.
H2: There is positive and significant relationship among job description and employees turnover
intention.
H3: There is positive and significant relationship among orientation and job description
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3 RESEARCH DESIGN

3.1 Research nature

In this research, Positivism is selected to analyze the effect of orientation on employee turnover
intention with mediation effect of job description in Pakistan. . The primary objective of this
research design is to study more clearly and more detailed. The reason of selecting this paradigm as
past researches is available on this topic and we are verifying theory. Positivism is depending
upon hypothesis testing that is developed from past exploration

3.2 Research Approach

The primary objective of this research design is to study more clearly and more detailed.

3.3 Research Strategy

A questionnaire is used to measure level of orientation and its impact on employee turnover
intention. Respondent will give answer to our question by using scale.

3.4 Time Horizon

We are using Cross sectional horizon in our research paper. The exploration will be a cross sectional
examination. The information will be gathered from many samples from a similar population in the
meantime. The one time gathered information will the dissected and after that the outcome will be
produced.

3.5 Population
The target population is employee of hotel industry. Three hotel brands are selected are selected
for data collection. Data will be collected from employees at hotels.

3.6 Sampling
The sample size is 10 which mean that 10 questionnaire are filled from the employees of hotel.

3.7 Operationalization
Questionnaire is based on different questions that collect the enough information required by this
research. Some descriptive statistics are applied in data analysis that displays the collected data
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in graphical representation although inferential statistics describes the relationship among

dependent and independent variables.

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