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Employee Turnover and Retention as Human Resource Function


Over the years, extensive research has been undertaken on turnover and retention as a significant issue in human resource management within organizations. As reported by Hassan et al. (2019), the challenge remains unresolved, posing as a threat to management performance. Turnover has been defined as the measure of employees leaving organization overtime voluntarily or involuntarily. In addition, Abolade (2018) attributes turnover to human labor exchange and rotation between various jobs and labor markets. Conversely, retention is the measure of employees remaining in the organization over time. Further, Dwesini (2019) argues that high turnover rates have been associated with limited productivity of companies and also impact turnover of other valuable employees. According to Wach et al. (2021), strategic human resource function plays an important role as a success factor for organizations by managing employee turnover. The implication is that the function is an essential consideration to be integrated into company and organization management. The human resource function discussed in this report is the managerial responsibility of employee recruitment and training that is essential for organization staffing. The study is anticipated to give insight into retention and turnover strategies for effective management and performance.

Case Problem

The report takes into consideration the problem of employee recruitment and retention in the hospitality industry. Research by Samad and Saufi (2017) reveals that employee retention is an agenda predominantly linked to job satisfaction, job opportunities, and performance as factors considered for turnover trends. However, Yam et al. (2018) stipulate that the system has been ineffective in management trends over the years and is affecting the performance of industries, especially the hospitality industry.

The hospitality industry is characterized by high employee turnover causing understaffing in the industry. In agreement, Hassan (2019) attributes voluntary employee turnover to be a product of poor working environments, minimal growth opportunities, long working hours, and limited work engagement. The discourse identifies factors that create unconducive environments for employees to work. Employee turnover occurs as employees seek better opportunities to grow their capacity within organizations that consider the importance of employee physical and mental health.

Case Solutions

Community attachment is identified as a significant strategy to influence employee retention of hospitality industry employees (Yam et al., 2018). In support, research findings by Samad and Saufi (2017) point out the importance of social and external factors that influence decision-making among employees. The findings provide insight in particular on the success of employee retention through ensuring work-life balance. The approach stimulates efficiency of working with an organization emphasizing creating an environment that envisions the organization as a home away from home rather than creating a rigid formal environment. In addition, the approach is linked to human resource function in ensuring proper relationships among employees and between employees and their superiors. Furthermore, human resource function is documented to influence employee retention through organizational culture modification as a component of the work environment. The aim is to motivate employees to voluntarily choose to work.

Additionally, the employee recruitment process should consider the necessity of job security through the recruitment and training of employees. According to Abolade (2018), training has been used to ensure employee efficiency through capacity building, implying better outcomes. The approach applies strategic human resource management activities as a platform for employee growth. The strategy embraces the necessity of employee transition from recruitment into being an asset to the organization. In addition, research findings by Dwesini (2019) propose that engagement is a human resource concept employed in the hospitality industry to prevent employee turnover. The mechanism influences employee motivation by stimulating the perception of high organization cohesion and cooperation.


In summary, the human resource function is essential towards employee turnover and retention in organizations. The central argument of the study is that employees should be prioritized as company or organization assets to ensure company productivity. The study argues that strategic human resource function should be employee-centered, addressing employee mental and physical conditions within working environments. Further, the study recognizes that the implications of high turnover are the reduction of productivity of organizations supporting the importance of human labor. Therefore, the feasibility of turnover prevention is subject to integrated approaches toward influencing employee choices. The approach aims to create a sense of belonging and balance between work and life as a preventive measure to manage turnover. Additionally, the approach creates a platform for career development, motivating employees to retain their jobs voluntarily. Consequently, the interventions as suggested in the case challenge propose human resource function towards adjusting working environments and employee motivation. Consequently, the human resource function may incorporate employee training and capacity building as alternatives to motivate the employees to remain in an organization.


Abolade, D. A. (2018). Impact of Employees’ Job Insecurity and Employee Turnover on Organisational Performance in Private and Public Sector Organisations. Studies in Business and Economics, 13(2), 5–19. Web.

Dwesini, N. F. (2019). Causes and prevention of high employee turnover within the hospitality industry: A literature review. Walter Sisulu University. Web.


Samad, A., & Saufi, R. A. (2017). A Comparative Review of Turnover Models and Recent Trends in Turnover Literature. GATR Journal of Management and Marketing Review (JMMR) Vol. 2 (4) Oct-Dec 2017, 2(4), 27–35. Web.

Wach, B. A., Wehner, M. C., Weißenberger, B. E., & Kabst, R. (2021). United we stand: HR and line managers’ shared views on HR strategic integration. European Management Journal, 39(4), 410–422. Web.

Yam, L., Raybould, M., & Gordon, R. (2018). Employment stability and retention in the hospitality industry: Exploring the role of job embeddedness. Journal of Human Resources in Hospitality & Tourism, 17(4), 445–464. Web.

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