Fluent Essays

You should submit approximately 10 PowerPoint slides to the mentor providing a technical overview of the project. These slides will be used during the presentation web conference. The presentation should address these topics: Problem statement and reason for undertaking this particular topic. Brief review of background literature. Specifics regarding the methodology (sample, how data was collected, whether or not findings can be generalized based on the sample, etc.) Findings and recommendations. Limitations and implications on findings. Running head: IMPACTS OF PART-TIME WORKING ON EMPLOYEE TURNOVERS 1 IMPACTS OF PART-TIME WORKING ON EMPLOYEE TURNOVERS 3 Impacts of Part-Time Working on Employee Turnovers Student’s Name Institutional Affiliation Abstract Employee turnover is an issue of concern in every organization across the world. There have been many debates and research studies on increased incidences of employee turnovers in organizations. Several causes and impacts of the same have been researched. One of the causes of employee turnover is part-time working relationships. Over the past few years, it has been found that employee who works as part-time workers; registers the highest possibilities of turnovers in organizations. This paper provides qualitative and quantitative research on the impacts of part-time work on employee turnovers in organizations. The research methodology will employ the use of questionnaires (paper-pencil and web-based) and surveys, targeting about 30 respondents. The survey will be done online through smart phones and computers because of the current COVID-19 protocols across the nation. Table of Contents Abstract…………………………………………………………………………………………...2 Introduction…………………………………………………………………...………………….4 Problem statement……………………………………………………………………………….5 Literature review………………………………………………………………………………...6 Methodology…………………………………………………………………………………….11 Findings..................................................................................................................................…...16 Conclusion and recommendations …………………………………………………...……….23 Limitations………………………………………………………………………………………26 References ……………………………………………………………………………………....28 appendices …………………………………………………………………………………..…..29 Introduction Employee turnover is an issue of concern in every business organization across the world. Employee turnover refers to losing talent in the workforce at a particular time. It entails departure of employees from the organization through resignations, layoffs, terminations, retirements, transfers or death. Businesses calculate their turnover rates as a way of predicting productivity customer service and building morale to the general organization. Managers and business owners spend a lot of time and effort looking for the right people for their businesses. It is more difficult when hiring for small or medium sized businesses because hiring the wrong workforce in a small business leads to negative consequences in the entire team. Business organizations incurs costs of advertising, takes a lot of time going through the CVs and carrying out interviews. More so, they also incur costs in induction and training the new employees. Considering all these efforts, it is prudent for business owners and managers to do all they can in their powers to reduce employee turnovers. Currently, there are many debates and research studies on the causes of increased incidences of employee turnovers. From the debates and research, several causes and impacts have been established as the major causes of turnovers. One of the causes of employee turnover is part-time working relationships. Over the past few years, it has been found that employees who work as part-time workers; register the highest possibilities of turnovers in organizations (Joung et al. 2018). Therefore, the problem of part-time employment and how it impacts employee turnovers should be researched to help entrepreneurs and organizational managers understand the existing relationship. In this case, the research will consider two significant and interconnected variables. The first variable consists of, employee turnover and the second variable consists of part-time work (Joung et al., 2018). Part-time workers are workers who perform their duties under a reduced time limit on the firm. Unlike other standard workers, part-time workers directly answer to supervisors or management. Part-time workers are also less likely to receive all the benefits that full-time workers receive. Therefore, since their work is more of a contract, they have the liberty to walk away from the firm or stay. Thus, it is necessary to study and understand how working part-time impacts employee turnover. Research question: Do part-time workers have a higher employee turnover rate than full-time workers? Problem Statement: Employee turnover has increasingly become an expensive process, exerting direct and indirect costs to many organizations. Voluntary turnovers have become common in the organization, with employees leaving at their own will due to low payment, unhealthy work environment, and part-time employment. This research focuses on how part-time employment impacts high employee turnovers in fast food industries. The potential samples of respondents for this research will be part-time employees at McDonalds restaurant. This research will focus on the typology of part-time employment groups as discussed under the Partial Inclusion Theory. The Partial Inclusion Theory helps in understanding the differences between part-time groups and how they differ from full-time employees’ attitudes and behaviors. This theory also highlights that individuals belong to numerous social systems and physical/psychological competing roles. Researchers for work status argue that part-time employees are always partially involved in their organizations because they do not work full time while still attached to other focal organizations. Thus, the Partial Inclusion Theory can be used to differentiate part-time employees from full-time employees as well as how part-time working can impact turnovers. Comparably, my research problem statement meets the requirements on the checklist of Evaluating a Research Problem. This problem statement is supported by literature because it is relevant in the field of business or workplaces. It is also a timely research problem with a significant impact on organizations. It is specific, clear, and researchable; hence, it qualifies as a research problem. Literature review Over the past few years, there have been higher rates of employee turnover in organizations. The fast-food industries register a higher number of employees quitting their jobs as compared to other industries. Since the fast-food industry accommodates both part-time and full-time employees, higher turnover rates are associated with the high rate of part-time employees in the industry. Therefore, Joung and his colleagues used the article investigating differences in job-related attitudes between full-time and part-time employees in the foodservice industry, posted in the International Journal of Contemporary Hospitality Management, to highlight how part-time employment impacts employee turnovers fast-food organizations (Joung et al. 2018). The purpose of their investigation was to understand the differences in perceptions of the internal marketing practices, job satisfaction, organizational commitment, and turnover intentions between part and full-time employees. The employment status was employed as a moderator in the study of the turnover model. According to the research findings, Joung (2018) and his colleagues established that full-time employees had greater perceptions regarding Internal Marketing Perceptions (IMPs) than part-time employees. More so, full-time employees were more committed to the organization, with fewer intentions to quit than part-time. Such results highlight the impacts of part-time employees on the increased turnovers in organizations. It is evident that part-time employees are less committed to the organization, which increases their intentions to quit at any time of the year, month, and week or day as long as they feel so. It can be established that part-time employees have higher intentions of quitting their jobs because they are less committed to the organization. More so, Joung et al. (2018) argues that part-time employees have lower perceptions regarding the internal marketing practices, hence, registering the possibilities of quitting their jobs at any time. Stamolampros et al. (2019) used the article Job satisfaction and employee turnover determinants in high contact services: Insights from Employees’ Online reviews, posted under Tourism Management, 75, 130-147, to understand the determinants of job satisfaction and employee turnovers in organizations. Job satisfaction and employee turnovers are critical aspects and issues of concern in organizations. Employees will be less likely to quit their jobs if satisfied with the organizations leadership and culture (Stamolampros et al., 2019). However, there are higher chances for them to quit if their satisfaction levels are low or none. Moreover, it is essential to understand that organizations that foster career progression among the employees register low employee turnovers compared to organizations with low or no career progression. Their analysis was established from a vast number of employees across the tourism and hospitality industry in America. According to their findings, it was established that employees are more satisfied with good leadership and positive organizational culture. Similarly, employee turnover was associated with lack of career progression among the employees. According to Stamolampros (2019) and his colleagues, an increase in career progression reduces an employees chances of quitting or leaving the organization. These two aspects are closely related to the status of employment of the employees. With poor job satisfaction and low career progression, part-time employees are likely to quit their jobs and seek other organizations that will meet their expectations as compared to full-time employees. This is because, for a full-time employee, he or she is held back with the contract and tired up to the organizational commitment. Therefore, as Stamolampros (2019) and his colleagues illustrated, career progression is essential for employees since it reduces turnovers; thus part-time employees can easily quit because they are not entitled to progression. Many entrepreneurs and businesses are registering high employee turnovers, and the Chinese entrepreneurs are not exceptional. Dr. Shukla (2020) and his colleagues use the article Frequent Employee Turnover And Its Impact To Chinese Entrepreneur poster in the Psychology and Education Journal, 57(9), 3295-3303 to illustrate on this. According to Shukla et al. (2020) arguments, turnovers mirror the number of workers leaving an organization randomly. High employee turnovers cause a profound effect on the organization; therefore, it becomes essential for organizational managers to find the root cause of turnovers and help address it. According to this research, gender bias and motivation are paramount aspects leading to high turnovers in Chinese businesses. Gender bias and the level of motivation turnovers in organizations. Some organizations value female employees more than male employees, while other organizations value male employees compared to female employees. For instance, in the food and beauty industries, female employees are better motivated than male employees. Such organizations tend to value full-time female employees and many part-time male employees (Shukla et al., 2020). As a result, the employees are regarded as assets to the organization and hence, are better motivated to ensure they are retained within the organization than male employees. Therefore, such aspects foster a higher rate of turnover among male employees because they will feel left out and commit less to the organization because of low job satisfaction. Thus, Dr. Shukla and his colleagues thoughts resonate with Joung et al.s and Stamolapmros et al.s arguments because they focus on the facts that impact employee turnovers in organizations, based on employee status. Jawoski et al. (2018) published an article on how training satisfaction, employee benefits and incentives affects part-time employees’ commitment to organizations in the hospitality industry. According to Jaworski (2018) and his colleagues, training is an essential element in the hospitality industry because of the various benefits. For instance, training ensures consistency in job performance, increases job satisfaction, improves guest satisfaction, and minimizes business costs in the organization. However, it is unfortunate that companies do not implement the required effective training requirements, especially for part-time employees. Jaworski et al.s (2018) arguments can be related to Stamolampros et al.s (2019) arguments on job satisfaction and employee turnovers. First, it is vital to understand that job training increases career progression among employees. Therefore, implementing effective training for all workers regardless of their employment status increases their levels of performance, commitment to the organization, and productivity. However, lack of training implies that the employees will have a reluctant career progression, fewer benefits, and will commit less to the organization. Since part-time employees rarely receive training incentives in most organizations, they are more likely to quit their jobs due to a lack of benefits, incentives, and job satisfaction. Joung (2018) and his colleagues stated that part-time employees are not as committed to an organization as full-time employees. Therefore, without the training, benefits, and incentives, they can easily detach themselves from the organization compared to full-time employees. Thus, if organizational managers wish to retain part-time employees within the organizations, they need to provide them with training satisfaction, employee benefits, and incentives that increase their commitment to the organization. Work status congruence and perceived management concern on employee turnover intentions are an issue in the current restaurant chains in the US. DiPietro and Bufquin (2018) explored this issue through the article on how work status congruence and perceived management concern affects employee turnovers intentions in fast food industry. Based on the argument in this article, turnover intentions among hourly employees in the restaurant chain in the US are higher. This has affected the entire restaurant industry in the US because higher employee turnovers have become a consistent and costly issue over the recent years. DiPietro and Bufquin argue that restaurant owners and managers should understand how various variables affect employee turnover intentions (DiPietro and Bufquin, 2018). Higher rates of turnovers negatively impact organizations; therefore, to curb the hardship effects, restaurant managers and owners should understand aspects such as work status congruence, perceived management concern for employees, job satisfaction, and the level of commitment to the organization. DiPietro and Bufquins (2018) article resonates with prior articles discussed above regarding part-time employment and employee turnovers. The authors of this article argue that job satisfaction and commitment for hourly employees is the key element to reduce higher rates of employee turnovers and turnover intentions. Job satisfaction and commitment come from understanding the work status congruence, among other elements. Therefore, DiPietro and Bufquin help readers to understand the relationship between part-time employment (hourly working) and employee turnovers in organizations. According to Larsen et al. (2019), part-time employment is always considered essential to both sides of the industry because it strikes a balance between work and life of the employee while ensuring secure flexibility and curbing costs for organizations. However, Larsen and his colleagues argue that part-time employment is associated with risks of high employee turnovers, less work commitment, and increased precariousness among employees. Even though employers use part-time employment strategies to curb costs and increase flexibility within organizations, there are high chances that part-time employment increases employee turnovers in the organizations. In the Danish private sector, part-time working is believed to impact wage flexibility and living hours. Larsen and his colleagues illustrate the negative impacts of part-time working on employee turnovers because they cite that it is associated with higher risks of turnovers than full-time employment. The article resonates with the previous sources on the issue of job satisfaction and commitment. Larsen et al. (2019) state that working-time regulations, including weekly working hours, in combination with wage regulations, seem pivotal to the scope of part-time work and earnings inequalities, and thus implicitly affect living hours and a flexible workforce across distinct sectors” (pg 136-137). The statement implies that working hours and wages are paid to determine the flexibility of the workforce; hence, these elements are subject to high turnovers if they are not met or incompatible. Methodology The present study was conducted as part of establishing the impacts of part-time working on employee turnovers. The methodology section entails the selected methods of data collection. For any research study, data collection is essential because it has either negative or positive impacts on the research findings. Inaccurate data collection negatively impacts the results of the research, ultimately leading to invalid results. In this research study, I will explore both the qualitative and quantitative data methodologies because the research is both qualitative and quantitative. Quantitative methods of collecting data rely on sampling and structured instruments for data collection, which fits diverse experiences into predetermined response categories. This data collection method is essential because it produces results that can be easily be summarized, compared, and generalized. With the quantitative data collection methodology, the researcher can test the research hypothesis based on relevant sample responses. Notably, the world is facing a devastating health crisis due to the COVID-19 pandemic. Many businesses across the world have embraced various measures to mitigate the spread of the virus. Therefore, many businesses have measures such as social distancing, use of protective clothing and lying off employees to prevent the spread of COVID-19. Such incidences and measures have negatively impacted researchers because it requires them to be cautious about the types of research methods they select in conducting their research. Thus, while choosing the qualitative and quantitative methods of data collection, I ensured that the method adheres to the COVID-19 measures and directives. Moreover, since McDonald’s restaurant encounters many people daily, it makes it difficult to visit and carry out interviews or face-to-face surveys due to the pandemic. In this case, both the qualitative and quantitative methods I choose minimized face-to-face interactions and travelling to the respondents to get their responses. A quantitative method of data collection can be done through interviews or questionnaires. This research will narrow down the methodology to the use of two types of questionnaires. I will use both the paper-pencil questionnaires and the web-based questionnaires. The paper pencil questionnaires have various advantages. The main advantage is that they generate a higher rate of response as compared to the web-based questionnaire. More so, many respondents believe that since the paper pencil questionnaire is printed, it is more anonymous, and hence, they tend to respond to the questions with honesty. The paper pencil survey does not require the use of tablets and smart phones like the web-based questionnaires, therefore, there are possibilities that participants without smart phones or tablets will still take part of the research because they will access the paper pencil questionnaires. For the paper-pencil questionnaires, the questionnaires can be sent to a good amount of people. The participants in the group will be part-time working employees in high-end functioning organizations such as the McDonalds fast restaurant. I intend to send them the paper-pencil questionnaire through a previous manager of mine who is also my uncle. Since he had agreed to taking the questionnaire and circulating it among the employees, I am optimistic that I will receive my feedback in due course. This method adheres to the COVID-19 protocols, saves time and the cost of transportation from one place to another (Patten & Newhart, 2017). It is a basic data collection method because people provide more accurate responses to the questions since their responses are anonymous. Based on part-time employment and how it impacts employee turnovers, the participants have the liberty to air out their true opinions regarding the issue since it is anonymous. However, as Leedy and Ormrod argue, the paper-pencil questionnaire has drawbacks (Rudolph, 2018); Leedy & Ormrod, 2015). Some participants never return their questions; however, if they do, some responses do not come from the original samples selected for the research. Feedback from participants varies in various ways. I will use both the direct and indirect feedback. Direct feedback can be verbal or nonverbal. The direct verbal feedback is the most useful form of feedback because it is direct and on point because I will directly talk to the respondents. Even though it is rarely available, the current pandemic makes it essential to use phone calls, the internet, or written feedback forms. On the other hand, the indirect nonverbal feedback is where the research concludes his survey based on the reactions of the respondents. For instance, the participants can completely fail to turn in their responses to the questions on the questionnaire, or some might opt out of the online survey system. This will indicate that they have negative reactions to the survey and hence, negative response. I will also opt to using the web-based questionnaire because of its rapid growth in the field of research. Web-based questionnaires use the internet to research and gather data relevant to the research thereof. It requires participants to register their emails where they receive an email notification from the researcher. They click on it, and it securely directs them to the research questionnaires to fill their answers. It is a quick method of data collection because it is less detailed. The web-based questionnaire survey can be in form of SMS survey, the email survey and the social media integration web-based methodology to get feedback from the respondents. This research will use the social media integration program whereby the survey will be posted on the various social media channels including Facebook, LinkedIn and Instagram. The respondents will accomplish the survey through a single click. This collects feedback from the participants. The drawback is that the web-based questionnaire is time consuming and requires participants to have full access of the internet. This researchs qualitative data collection method will be vital in generating and evaluating the hypothesis, strengthening the survey questionnaire and interview designs, and expanding on the quantitative questionnaire findings. Even though it takes a longer time than the quantitative research methodology, it will be essential in collecting data for this research study. Both the primary and secondary data will be ideal for this research. For primary data, I intend to seek permission from the manager at McDonalds restaurant to send the employees paper-pencil questionnaires. The questionnaires will entail questions regarding their experience as part or full-time employees and how possible it is for them to leave the company for another company. Some of the questions that will be on the questionnaire will consist of: • Are you currently a part-time worker within your organization? • Do you intend to be with the organization after 12 months? • How long have you been working for the company? • How likely would you be to refer someone to work here? • Do you get any benefits as a part-time employee? The McDonald’s fast food restaurant was approached for participation in this research study. Within the organization, the primaries (N=100) were randomly assigned to the paper and pencil and web-based questionnaire. The employees that were assigned to the paper pencil and web-based questionnaires were required to complete responding to the questions. All of the participants were assured that the information they provided was confidential because the questionnaires openly stated that completed questionnaires would never be shown to anyone including the employer, the police, and spouses of family members. After reading through the confidentiality aspect, the participants were randomly issued the questionnaires. . More so, I will use the literature review sources as my secondary sources. They will also provide me with relevant information regarding my project. Moreover, the information in the literature review essentially provides more information that supports the primary sources of data. Findings Group Age (mean) Household income from job Marital status (\%) Children Sex f/m Tenure Weekly working hours Weekly earning Primaries (N=100) 50.00 89\% 37\% 39 80/20\% 3 30 $250 Older married (N= 90) 43.78 20\% 100\% 21 89/11 4 20 $200 Young married (N= 60) 30.65 36\% 100\% 12 96/4 3 25 $214 Single (N= 100) 45.77 25\% 0\% 18 90/10 2 25 $203 College students (N= 30) 20.54 50\% 14\% 8 63/37 1 15 $98 All part-time employees (N= 4,500) 47.99 26\% 56\% 40 40/60 2 23 $190 In the table of findings above, my research project organized the respondents into various groups for easier analysis. The primaries refer to the total number of respondents who submitted their feedback; in this case, N was 300. The primaries were broken down into older married individuals, young married individuals, singles, and college students. All full part-time employees refers to total number of part time employees in McDonald’s restaurant while all full time employees refers to the total number of full time employees at McDonald’s restaurant. I have analyzed the groups based on their age, household income they get from the job, the number of children they have, marital status, working tenure, number of hours they work in a week and the total earnings in a week. The table was used to measure the total turnovers rates and means for turnover months among the part-time and full-time employees. The total part-time turnovers were estimated to about 70\%, with college students with the highest turnover rate. On overall measures, the turnover rates among full time employees were lower than that of part-time group. According to the responses from the feedback, it was detailed that affective organizational commitment, job satisfaction and work alternatives were the main predictors of high turnovers among part-time employees. From the table, it is evident that the part-time employees differ from full time employees in demographic and descriptive characteristics. While the differences of these characteristics among the part-time workers are not a new thing, they shows that that part-time working is a diversified workforce that is different from full time working. The table indicates that the primaries earn higher in household income from their employer. More so, the primaries are the ones that work for longer hours, earn highly and comprises of a high proportion of people who years to work longer. The older married group entails …