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|Title:||Staff turnover within restaurant kitchens in Cape Town central business district||Authors:||Ntwakumba, Athi||Keywords:||Hospitality industry -- South Africa -- Cape Town -- Management;Hospitality industry -- Employment -- South Africa -- Cape Town;Restaurant management --South Africa -- Cape Town;Restaurants -- Employees -- Job satisfaction -- South Africa -- Cape Town;Employee retention -- South Africa -- Cape Town||Issue Date:||2022||Publisher:||Cape Peninsula University of Technology||Abstract:||Hospitality can be described as the friendly reception and entertainment of guests, visitors or strangers and usually includes food and accommodation. Because of the line of business, it requires employees with various levels of expertise, however, there are challenges in retaining these employees. The challenge of employee retention in the hotel subsector has been reported by multiple studies around the world, which have consistently reported high employee turnover in hotels. Most of these studies report on data obtained in Europe and North America and the literature lacks African data, with limited studies from South Africa. Much of the literature on staff turnover and retention focuses on hotels and not the high turnover observed in restaurants. This identified the need to focus on this gap as the researcher observed staff turnover within the restaurants. Therefore, this study was undertaken to investigate staff turnover in the restaurant sector, specifically within the kitchen department. The specific aim of the study was to assess staff turnover within these restaurant kitchens, to determine the status, causes and impact thereof. This study used a quantitative research approach with a positivist paradigm. Two questionnaires were used for data collection, one for managers and one for employees. The sample frame was developed using the TripAdvisor website, which indicated that there were 401 restaurants in the Cape Town Central Business District at the time that the study was conducted, of which 150 participated in this study. A sampling calculator was used to calculate the number of restaurants to participate in the study. Systematic sampling was used to select the restaurants from the developed sample frame and convenience sampling was used to select the respondents (Managers and Employees) who participated in the study. Fifty managers and 100 employees completed the questionnaires. Data gathered were captured and analysed using Statistical Package for Social Sciences software (SPSS) version 26. Data were presented in the form of tables and graphs with frequencies and percentages, using descriptive statistics. Apart from the three main objectives of the study, demographic information was collected from both participants to understand the differences between managers/executive chefs and employees (chefs). It was found that in both participants males dominated (60% and 54%) respectively, while there was a difference in age as for managers the age group which dominated was the 30-39 while employees were younger (20-29). The qualifications of managers differed significantly from the employees, the majority of the managers had a post-Matric qualification compared to the employees, which means the leaders are more educated than the employees in this study. Data collected from managers gathered information about the status of staff turnover and the reasons thereof. The main highlights of the findings showed that most (62%) of the respondents (Managers) experienced high staff turnover. Managers further attributed high staff turnover to staff who could not handle the pressure of the restaurant industry (24%), those who left for better opportunities (12%), and a culture of constantly changing companies among young people (4%), not necessarily due to being dissatisfied with their current one. Employee data were collected to understand the cause and impact of staff turnover. The employees highlighted factors that cause constant staff turnover as long working hours (82%), being underpaid (86%), workers’ efforts not being recognised (56%) and poor leadership roles (56%). The impact of staff turnover was reported by the employees of which the majority (86%) stated that the workload increased, 84% stated that the service was immensely impacted and the physical health (76%) of the employees was affected. Whilst some of the restaurants experienced low (38%) staff turnover, it is evident that most (62%) experience high staff turnover. The study has revealed that high staff turnover is prevalent within these restaurants. Furthermore, the causes of high staff turnover were also observed with the impact thereof. Based on these findings the researcher has suggested the following recommendations which are, complying with labour laws specifically working hours, recognition of hard-working employees and thus giving incentives to those deserving individuals. These will benefit both managers/owners and employees working within the restaurant industry and more especially the kitchen department as they assist in reducing staff turnover.||Description:||Thesis (Master of Tourism and Hospitality Management)--Cape Peninsula University of Technology, 2022||URI:||https://etd.cput.ac.za/handle/20.500.11838/3616|
|Appears in Collections:||Tourism Management - Masters Degrees|
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