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CHAPTER 1

Introduction

This research addresses the pressing concern of high employee turnover

in Calbayog City's tourism sector, which disrupts operations, reduces

productivity, and compromises service quality. Understanding the factors that

influence employees to stay or leave is essential for achieving sustainable

tourism development in the City.

Background and Rationale

Across industries, employee retention continues to emerge as a pressing

concern, especially as organizations navigate heightened competition and a

growing need for skilled workers. The ability to keep talented employees is no

longer viewed as a basic administrative task but as a strategic requirement for

long-term stability. This perspective highlights that retention is strengthened

when employees feel genuinely supported, valued, and encouraged to grow

within their roles. When workplaces foster fair treatment, meaningful

engagement, and clear opportunities for development, employees are more

inclined to stay, allowing organizations to innovate, maintain continuity, and

respond more effectively to changing economic demands. In this sense, creating

a supportive environment becomes a simple yet powerful approach that can

make a significant difference in sustaining a committed and motivated workforce.

(Rijal, 2022).

In the global tourism and hospitality sector, organizations continue to

struggle with the persistent challenge of high employee turnover and

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absenteeism. As one of the fastest-growing industries worldwide, tourism

requires a stable and skilled workforce, yet it often experiences significant talent

loss as employees migrate to other sectors offering better opportunities. Many

tourism establishments are left with no choice but to rely on untrained or

inexperienced staff to fill these shortages, a situation that carries considerable

consequences. The constant cycle of turnover not only increases recruitment and

training expenses but also leads to reduced productivity, declining service

quality, and overall diminished organizational performance. In effect, the industry

faces a continuous struggle to maintain efficiency while coping with the economic

and operational impacts of workforce instability. (Sawant and Biwal, 2021).

The tourism hospitality Industry is widely known for experiencing high

employee turnover due to the demanding nature of its work environment and

management practices. Many establishments struggle with limited employee

loyalty and inadequate attention to staff development, which often leads to

frequent resignations across different departments and job levels. Turnover

commonly arises from several factors, including generational differences,

insufficient training, low motivation, poor working conditions, and the lack of

opportunities for personal and professional growth. Leadership style also plays a

major role, as autocratic and unsupportive leadership approaches can increase

job dissatisfaction, while supportive leadership can help reduce turnover.

Empirical evidence supports these concerns, as Malek et al. (2018) reported that

the hospitality industry consistently records one of the highest turnover rates

compared to other sectors, largely due to low job security, limited career
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advancement, and stressful workplace conditions. Furthermore, DiPietro and

Condly (2017) explained that hospitality organizations often expect turnover as a

normal part of their operations because of long working hours, relatively low pay,

and the high emotional demands of service work. These conditions create

frustration and burnout among employees, prompting them to leave their jobs,

which results in increased recruitment and training costs and added

organizational stress.

In the Philippines, the success of the tourism industry largely depends on

frontline employees who interact directly with customers and shape guests’

overall service experience. These workers serve as the vital link between the

organization and its clients, making their role especially demanding. Because

they are expected to consistently display friendliness, patience, and positivity,

many perform intense emotional labor, which can become a major source of

stress over time (Cicerale, 2024). When this stress is prolonged and

unsupported, it often leads to emotional exhaustion and job burnout. As

employees begin to feel overwhelmed, undervalued, and unable to change their

situation, their motivation declines, increasing their desire to leave the

organization. This cycle of emotional strain, fatigue, and lack of support ultimately

contributes to higher employee turnover in the tourism sector (Cicerale, 2024).

In Eastern Samar, registered hotels contribute significantly to regional

development by providing employment opportunities and supporting the

province’s social and economic growth. Human resources remain a critical focus

in organizational studies because employees play a vital role in achieving

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institutional goals (Lao & Pasco, 2023). However, hotel employees often face

demanding working conditions such as irregular work schedules, high-pressure

environments, and constant interactions with customers, which negatively affect

their work–life balance and overall well-being. These challenges frequently result

in emotional stress, fatigue, and job dissatisfaction. In addition, low

compensation, limited opportunities for career growth, and concerns about

mental health contribute to employees’ decisions to leave their jobs. Lao and

Pasco (2023) noted that many Filipino workers experience anxiety and work-

related stress, which increases their likelihood of turnover.

According to Sishuwa (2020) several workplace conditions play an

essential role in strengthening employee retention. He explains that when

employees receive fair compensation, appreciation for their work, and

opportunities to take on challenging tasks, they are more likely to feel engaged

and motivated. Likewise, having chances for promotion or continuous learning,

experiencing a welcoming organizational atmosphere, and building positive

relationships with colleagues all contribute to a more satisfying work

environment. He also emphasizes that maintaining a healthy balance between

professional responsibilities and personal life, along with clear and consistent

communication, further supports employees’ willingness to stay. Organizations

that provide strong workplace support and create positive, meaningful

experiences for their employees are more likely to sustain engagement and

encourage collaboration and high performance. When employees feel valued

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and supported in this way, they develop a stronger connection to their work and

to the organization as a whole. (Haider & Swati, 2025)

In the Philippines, employees are regarded as one of the most valuable

assets of any organization, as they carry out essential tasks in exchange for fair

compensation (Galang et al., 2023). The success of individual employees is

closely connected to the performance of the entire organization, making the

retention of experienced and skilled workers vital to sustaining productivity and

operational effectiveness. Therefore, employee retention goes beyond simply

keeping workers on the payroll; it involves consistent efforts to encourage them

to remain with the company for the long term. This requires organizations to

implement well-designed strategies, policies, and practices that address

employees’ diverse needs and support both their personal and professional well-

being.

In Quezon City, Pinca (2023) emphasize that employees are more likely to

remain committed to their organization when they experience supportive and

transparent management practices. She notes that providing financial rewards,

offering coaching and mentoring opportunities, and communicating clear

expectations all contribute to a stronger sense of stability and direction among

workers. Likewise, gestures such as personalized messages from management,

fair overtime arrangements, and genuine interest in employees’ ideas help create

a workplace where individuals feel valued. Elements such as empowerment,

engagement, and equitable treatment further reinforce this positive environment,

collectively strengthening employees intention to stay.

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Therefore, this research aims to investigate the factors that influence

employee retention among workers in selected tourism sites in Calbayog City. By

doing so, the research also seeks to bridge the gap in existing literature, which

has focused on other countries and cities but has not yet explored employee

retention issues in tourism site within the context of Calbayog City.

This study is significant because it identifies key factors influencing

employee retention at selected tourism sites in Calbayog City. By examining

factors such as compensation, work environment, leadership support, and

training. It will provides insights into which workplace conditions encourage

employees to stay and which areas require improvement. The findings are

valuable for strengthening workforce stability, enhancing service delivery, and

supporting sustainable tourism development in the city.

This study offers valuable benefits to tourism employees they can gain a

deeper understanding of workplace factors influencing their job satisfaction and

retention, such as equitable compensation and supportive management, which

empowers them to advocate for better conditions, professional development

opportunities, and work-life balance. Additionally, managers and supervisors can

use the findings to refine their leadership approaches, such as implementing

targeted training programs or performance appraisals that boost employee

engagement. By doing so, they can create more effective retention strategies,

like mentorship initiatives or flexible scheduling, ultimately minimizing turnover

and enhancing team productivity.

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Furthermore, owners and administrators of tourism establishments can

apply the results to strengthen human resource management, including

optimizing recruitment processes and incentive structures. Moreover, the Local

Government Unit (LGU) can utilize these insights to develop policies and

programs that prioritize employee welfare, such as subsidized training or

wellness initiatives. Such efforts would reinforce the city’s tourism development

goals by attracting skilled workers, promoting sustainable practices, and ensuring

long-term economic stability. Finally, future researchers can draw on this study

as a foundational reference for further investigations into employee retention,

addressing gaps in the local literature on human resource challenges within

Calbayog City’s tourism sector.

The scope of this study is limited to identifying and examining the factors

that influence employee retention in selected tourism sites in Calbayog City.

Specifically, it focuses on key areas such as compensation, work environment,

leadership support, job satisfaction, and training. Factors that is commonly linked

to employees’ decisions to stay or leave their workplace. The respondents are

employees working at these identified tourism sites, regardless of their

employment status. However, the study is limited to tourism sites within

Calbayog City, meaning the results may not fully represent other tourism

establishments outside these location. Additionally, the research relies solely on

data gathered from surveys, which depends on the honesty and accuracy of

participants’ responses. Since it employs a quantitative approach, the study may

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not capture deeper personal experiences or emotional factors that could also

impact retention

Review of Literature

This section presents the concepts and studies that support the focus of

the research. It is divided into two parts: the conceptual literature, which explains

the key workplace factors and theories related to employee retention, and the

research literature, which summarizes findings from previous local and

international studies. Together, these provide a clear background and deeper

understanding of the factors influencing employee retention in selected priority

tourism sites in Calbayog City.

Conceptual Literature

Employee retention is a crucial element of organizational sustainability,

particularly in the tourism and hospitality sector where service quality depends

heavily on the competence and commitment of employees. Devi (2023)

emphasized that employees are among the most valuable assets of any

organization because they directly contribute to achieving its goals and

objectives. In the context of tourism, especially in hotel operations, employees

play a vital role in ensuring customer satisfaction and maintaining high service

standards. The study revealed that rewards, job satisfaction, and employee

engagement significantly influence employee retention, particularly in the post-

pandemic period when workforce instability became a major concern.

Effective retention strategies not only minimize turnover but also reduce

organizational costs related to recruitment, training, and orientation of new

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personnel. By retaining skilled and motivated workers, tourism establishments

can maintain operational stability and ensure continuous service excellence,

which are both vital for long-term success. Similarly, Jackson Jr. (2023)

highlighted that effective employee retention in the hospitality industry requires

offering competitive compensation schemes aligned with or exceeding market

rates to enhance motivation and commitment. The study further noted that

defining clear and relevant job roles fosters greater engagement, while the

integration of both motivation and hygiene factors such as fair pay, recognition,

and favorable working conditions enhances job satisfaction.

Compensation plays a vital role in shaping employees’ decisions to remain

within or leave an organization, particularly in the tourism and hospitality sector

where employee satisfaction directly affects service quality. Singh (2025)

emphasized that compensation extends beyond basic salaries to include

bonuses, benefits, and nonmonetary rewards that collectively influence employee

motivation and retention. The study found that competitive pay structures,

performance-based incentives, and work-life balance benefits significantly

enhance employee commitment and reduce turnover. When employees

perceive their compensation as fair and reflective of their efforts, they are more

likely to remain loyal to their organization. In addition, Ojediran (2023) noted that

an effective reward system serves as a powerful mechanism for attracting,

motivating, and retaining employees by fostering dedication and improving

productivity. The study identified various forms of rewards such as extrinsic,

intrinsic, and total rewards as essential in strengthening employee loyalty and

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satisfaction.

Leadership support plays a crucial role in promoting employee retention,

particularly in the tourism and hospitality industry where effective leadership and

organizational care directly influence employees’ satisfaction and commitment.

Elshaer et al. (2025) emphasized that leadership is a key determinant of

retention because it cultivates a supportive and positive work environment where

employees feel valued and motivated. By providing clear guidance, recognition,

and growth opportunities, leaders help foster engagement and loyalty among

employees, which in turn reduces turnover rates. There is a strong positive

correlation between ethical leadership and employee loyalty, noting that

employees who work under ethical leaders are more likely to perceive a sense of

trust and reciprocity within their organizations (Fan et al., 2021).

Leadership support also extends to providing opportunities for career

development and enhancing organizational commitment. Their study revealed

that organizations fostering a positive work environment and ensuring consistent

support contribute significantly to higher employee satisfaction and retention

(Ferdiana, 2023).

Work environment encompasses both the physical surroundings of an

employee’s workspace and the overall conditions that influence their

engagement and experience at work. Msengeti (2023) noted that workplace

environment includes all observable physical, psychological, and behavioral

elements that affect how employees interact with their job and organization. A

supportive and positive work environment has increasingly been recognized as a

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key factor in promoting employee retention. Employees feel comfortable and

motivated in their workplace, they develop a stronger sense of belonging and are

more likely to remain committed to the organization. A healthy work atmosphere

not only enhances motivation but also contributes to sustained productivity and

job satisfaction (Jindal, 2024). Fostering open communication, encouraging

teamwork, and organizing regular team-building activities can strengthen

interpersonal relationships among employees, thereby creating a more cohesive

and positive workplace culture (Camelia, 2024).

Training is widely recognized as a key human resource practice that

enhances employee skills and job performance. According to Elsafty and Oraby

(2022), effective training aligns workers’ competencies with job demands, helping

organizations retain skilled employees while reducing the cost of replacing talent.

Training programs whether vocational, task-specific, or developmental

encourage employee growth and strengthen loyalty. Damei (2020) added that

adequate job training increases retention because employees feel more capable

and valued within the organization, continuous training enhances employee

commitment, making them more likely to stay.

In the Philippines Employees are considered the primary resources of any

organization, and the overall success of a business largely depends on their

efficiency and loyalty. Casinillo (2022) noted that employees are more likely to

remain in an organization when they are provided with sustainable learning

opportunities and avenues for both professional and personal development.

Pinca (2023) emphasized that employee retention increases when workers feel
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genuinely engaged in their roles and when their performance is recognized.

Moreover, a work environment where employees feel a sense of belonging,

safety, and security along with flexible work arrangements positively influences

their decision to stay. Compensation, benefits such as training and medical care,

and performance-based bonuses also encourage employees to remain loyal to

the company (Catindig, 2019).

According to Balansag (2023) Reward, recognition, and benefits

management significantly influence employee performance by acknowledging

effective work and providing incentives for continued improvement. Magkilat

(2022) added that employees are more inclined to remain in organizations that

offer fair compensation and comprehensive benefits packages, as these

contribute to their satisfaction and long-term commitment.

Employees are more likely to stay when they feel supported and

appreciated by their organization, especially through fair treatment, involvement

in decision-making, and people-centered leadership. Support from supervisors is

often viewed as support from the organization itself, strengthening employees’

commitment and satisfaction (Tamundong, 2024). Supportive leadership is

essential for sustaining employee retention, as recognition and responsiveness

from management foster a sense of value and belonging. In contrast, inadequate

managerial support can lead to feelings of neglect and disengagement,

prompting employees to consider opportunities in organizations that demonstrate

stronger leadership practices (Acordon, 2023).

The work environment plays a vital role in shaping how employees

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perform and deliver quality service, as it encompasses the physical setting,

organizational climate, and daily interactions within the workplace. According to

Lugatiman, (2024), When the environment is supportive and well-organized,

employees are better able to meet performance expectations and carry out their

responsibilities effectively. When the workplace becomes unhealthy due to poor

leadership or toxic interpersonal dynamics, employees’ well-being and motivation

decline. Such negative conditions not only hinder productivity but also contribute

to higher turnover rates (Focbit, 2025).

Training and development are vital in strengthening employee retention

within Philippine industries. Their study shows that when employees receive

regular and relevant training, they become more confident and capable in their

roles, which increases their satisfaction and likelihood of staying in the

organization (Jiang, 2023). Training should be treated as a core organizational

strategy rather than an optional activity. The study found that employee-centered

training programs help workers feel valued and supported, leading to greater

engagement, empowerment, and a stronger sense of purpose. These outcomes

not only encourage employees to remain in the organization but also contribute

to overall organizational effectiveness and performance (Tabasa, 2025).

Research Literature

Several empirical studies have highlighted that retaining employees

remains a persistent challenge in the tourism and hospitality sector. In the Indian

hospitality industry, Chawla and Singla (2021) found that organizational culture,

monetary rewards, career growth, and supportive leadership significantly affect

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retention in Indian hospitality organizations. Employees remain longer when they

feel valued and see opportunities for advancement. Supportive leaders can help

strengthen employee engagement, and continuous training enhances the

satisfaction by promoting skill development. Yew (2024) highlighted that

leadership support, effective training programs, and competitive compensation

are strong predictors of retention in Dubai hotels.

Employee retention consistently emerges as closely tied to job

satisfaction, although the factors that shape satisfaction differ depending on the

seting. Wang (2025) explain that organizational culture, workplace relationships,

and especially the overall work environment strongly influence job satisfaction,

which then becomes a key driver of retention. Similarly, Ghani (2022)

emphasizes that a positive and supportive work environment, opportunities for

growth, and effective communication help increase employee satisfaction and

reduce the likelihood of employees leaving their jobs. In contrast, while Bello

(2021) also highlights the importance of workplace environment and job

satisfaction in predicting retention, however the study reveals that pay or salary

does not have a significant influence onjob satisfaction suggesting that non-

monetary factors may be more meaningful in shaping employees’ decisions to

remain.

In India Malik (2025) discuss that competitive wages, performance-based

incentives, and work-life balance benefits greatly improve retention, suggesting

that well-designed compensation packages help organizations retain staff while

remaining sustainable. Similarly, Suryathi (2023) found that both compensation

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and a supportive work environment have a significant positive effect on

employees’ decisions to stay, emphasizing the need for companies to

understand and meet the needs of their workers to maintain comfort and

efficiency in the workplace. In comparison, Ahmad (2025) highlights that the work

environment is the strongest factor influencing retention, followed by

compensation, training, and development. However, the study also notes that

reward and recognition do not significantly affect retention, indicating that

employees may prioritize stable working conditions, adequate pay, and

opportunities for growth over non-financial recognition.

Local empirical studies highlight that employee retention in the Philippine

tourism and hospitality industry is strongly shaped by organizational practices

that promote support, fairness, and employee well-being. Pinca (2023) found that

retention intentions increase when employers implement practices such as

financial rewards, mentoring, clear communication of job expectations,

empowerment, and fair treatment. These practices help strengthen employees’

sense of value and connection to their organization. Similarly, Galang (2023)

stated that accredited hotels in Tuguegarao City employed comprehensive

retention strategies during the pandemic to sustain their workforce. These

included maintaining a safe work environment, encouraging employee

participation, promoting work–life balance, offering benefits such as incentives

and medical assistance, providing training, and ensuring fair scheduling and

performance evaluation. These strategies contributed to employee stability

despite the sector’s operational challenges.

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Although outside the tourism sector, Okorie (2025) offered relevant

insights by showing that career management and reward systems significantly

influence employee commitment, suggesting that development opportunities and

structured HR practices strengthen employees’ motivation to remain in an

organization. Together, these empirical findings demonstrate that effective

retention in tourism and hospitality requires supportive management, continued

employee development, and workplace conditions that foster trust, security,and

engagement.

Guanco (2025), revealed several reasons why employees chose to stay,

including a positive work environment, employers’ commitment to supporting

their staff, a strong sense of being valued, competitive compensation, job

satisfaction, and the machine-intensive nature of the production process.

Philippines remains one of the world’s largest sources of seafarers, making

employee retention a critical concern in the maritime sector. Calinao (2020)

emphasizes that several key factors strongly influence workers’ decisions to stay,

particularly salary, rewards and recognition, work environment, training and

development, and job security. These factors create a supportive and stable

workplace that encourages employees to remain committed to their

organizations. Given the competitive nature of global maritime employment,

ensuring that these needs are met becomes essential for maintaining a skilled

and reliable workforce.

In Zamboanga, Lugo (2025) Proposed a framework for improvement due

to high employee turnover in the Zamboanga Peninsula’s hotel industry. The

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respondents of the study were 283 hotel employees across the region, the study

found that most employees in Zamboanga’s 3-star hotels are young, female,

single, and college graduates working in food and beverage, with leadership

styles playing a key role in their job satisfaction and retention. Transformational

leadership had the strongest influence, but adaptability and supportive retention

strategies that promote work-life balance, inclusivity, and growth were equally

important.

According to Chih (2018) that employees tend to be more satisfied with

their jobs when they perceive their supervisors as supportive, indicating that

leadership behavior plays an important role in keeping workers engaged. To

sustain a reliable workforce, the construction companies should invest in

education and mentoring programs that strengthen supervisors’ supportive

leadership skills. It is also important for top management to communicate a clear

organizational vision and to regularly monitor workers’ job satisfaction. By doing

so, organizations can better understand employees’ needs, address potential

concerns early, and create a work environment that encourages long-term

commitment.

Drawing from social exchange theory, this study investigates how changes

in human resource management practices influence and affect employee

engagement in a hotel chain. Presbitero (2017), emphasized that the level of

employee engagement changed positively and significantly as a result of

improvements in HRM practices, especially in the areas of training and

development and incentive management. On the other hand, Rodriguez (2025)

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examines how negative leadership behaviors influence employees and finds that

supervisor incivility has harmful effects on productivity and increases turnover

intention. The study further explains that rude or disrespectful treatment

contributes to ego depletion among hotel employees, making them more

mentally exhausted and more likely to consider leaving their jobs.

Frameworks of the Study

This section of the paper provides the foundation for the study by

integrating the established psychological and social theories that explain

employee retention with the specific structure (IPO model) that guides the

research in Calbayog City's tourism sites.

Theoretical Framework

This study is anchored on Herzberg’s Two-Factor Theory, which

originated in organizational psychology and has been widely used to explain

employee motivation and job satisfaction. Developed by Frederick Herzberg in

1959, the theory distinguishes between two categories of workplace factors:

hygiene factors and motivator factors. Motivator factors are intrinsic to the job

and create positive attitudes toward work because they satisfy an individual’s

need for growth and self-actualization (Herzberg, 1966). These factors are

directly related to job satisfaction and include advancement, the nature of the

work itself, opportunities for growth, responsibility, recognition, and achievement.

In contrast, hygiene factors are extrinsic to the job and are related to the

conditions that surround the performance of work. Herzberg explains that

hygiene factors do not motivate employees but help prevent dissatisfaction by

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addressing employees’ need to avoid unpleasant work conditions. These factors

include salary, company policies and administration, interpersonal relationships,

supervision, and working conditions (Herzberg, 1966).

In this study, the variables work environment and compensation are

aligned with Herzberg’s hygiene factors. The work environment refers to the

physical and psychological conditions of the workplace, including safety,

cleanliness, and the quality of interpersonal relationships. When the work

environment is poor, employees are more likely to experience dissatisfaction,

which can lead to higher turnover, especially in tourism settings where

employees constantly interact with visitors. Improving working conditions helps

prevent dissatisfaction and serves as a foundation for employee retention in the

tourism sites of Calbayog City. Similarly, compensation, which includes salary

and benefits, is a primary hygiene factor. While it does not directly create

motivation, adequate and competitive compensation helps meet employees’

financial needs and reduces dissatisfaction. In the tourism industry, fair

compensation is particularly important in reducing turnover and supporting

workforce stability, especially in seasonal employment.

The variables training and leadership support are associated with

motivator factors. Training opportunities involve skill development and career

advancement, which correspond to Herzberg’s concepts of growth and

achievement. Unlike hygiene factors, training actively motivates employees by

fostering a sense of competence, accomplishment, and professional

development. In the context of Calbayog’s tourism sites, effective training

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programs can strengthen employee commitment by empowering staff with

relevant skills and increasing their confidence at work. Leadership support, which

includes supervision, guidance, and recognition, serves both a protective and

motivating role. Fair and consistent leadership helps prevent dissatisfaction by

creating clear policies and supportive structures, while recognition and

empowerment enhance motivation. Supportive leadership therefore plays a

crucial role in building trust, encouraging teamwork, and sustaining engagement

in tourism work settings.

Supported by Abraham Maslow’s Hierarchy of Needs Theory (1943),

which explains that employees are first driven by physiological needs, such as

fair compensation and a safe and adequate work environment, which ensure

basic well-being. Once these needs are met, employees seek safety needs,

including job security and financial stability, which contribute to a sense of

stability and reduce work-related anxiety (Maslow, 1943). As individuals

progress, they strive for social belongingness through positive relationships with

colleagues and supportive supervisors, which strengthens their sense of

connection to the organization. Higher levels of needs include esteem, which

involves recognition, respect, and career advancement, and self-actualization,

which is fulfilled through personal growth, meaningful work, and continuous

learning opportunities (Maslow, 1943).

In this study, the key variables such as compensation, work environment,

leadership support, and training directly align with Maslow’s framework and

reinforce the assumptions of Herzberg’s theory. Compensation and work

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environment address employees’ physiological and safety needs, preventing

dissatisfaction as explained by Herzberg’s hygiene factors. Leadership support

strengthens feelings of safety, belonging, and recognition, aligning with both

Maslow’s social and esteem needs and Herzberg’s motivator factors. Training

opportunities promote growth and self-actualization by developing employees’

skills and career potential. In the context of selected tourism sites in Calbayog

City, the integration of Maslow’s and Herzberg’s theories provides a strong

framework for understanding how meeting both basic and higher-level employee

needs can enhance job satisfaction, motivation, and ultimately, employee

retention despite the dynamic nature of the tourism industry.

Conceptual Framework

The conceptual framework of this study will be the Input-Process-Output

model. The IPO model provided the general structure and guide for the direction

of the study. This study, factors influencing employee retention in selected

tourism site in Calbayog City will be using the input-process-output (IPO) model.

This model is represented by three interconnected boxes. The first box contained

the profile of the respondents in terms of age, gender, education, and

occupation.

The second box is the process describes the procedures, which focuses

on determining the extent to which the following factors influence employee

retention.

The Output box presents the expected results of the study. which is the

overall employee retention outcome. It shows whether these factors collectively

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contribute to stronger commitment decision to stay among employees.

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INPUT PROCESS OUTPUT

Factors that
influence employee
retention among
workers in selected
tourism site in
Calbayog City.

1.1Compensation
1.2 Work
Environment
1.3 Leadership
Support Figure1. The Paradigm of the study
1.4 Training

1.1 Age
1.2 Gender
1.3 Education
1.4 Occupation
1.5 Length of
stay in the
workplace
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Research Problem

This study aims to determine the factors that influence employee retention

among workers in selected tourism sites in Calbayog City. This study seeks to

answer the following questions:

1. What is the profile of respondents in terms of:

1.1 Age

1.2 Gender

1.3 Education

1.4 Occupation

1.5 length of stay in the work place

2. To what extent do the following factors influence employee retention?

2.1 Compensation

2.2 Work Environment

2.3 Leadership Support

2.4 Training

3. Which of these factors significantly influence employee retention among

workers in selected tourism sites?

Null Hypothesis

Ho. There is no significant relationship between the identified factors including

compensation, work environment, management support, job satisfaction, and

training and employee retention among workers in selected tourism site in

Calbayog city
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CHAPTER 2

Methodology

This chapter describes the methods used to conduct the study. It presents

the research design, population and sample, data gathering procedures,

measurement tools, and data processing techniques. These components outline

how the researchers collected, analyzed, and interpreted the data to determine

the factors influencing employee retention in selected tourism sites in Calbayog

City.

Study Design

The Researchers will use descriptive correlational design for this study. A

descriptive correlational design provides a statistical analysis of the relationship

between two or more variables. Quantitative method involves the processes of

collecting, analyzing, interpreting, and writing the results of a study. Specific

methods exist in survey research that relate to identifying a sample and

population, specifying the type of design, collecting and analyzing data,

presenting the results, making an interpretation, and writing the research in a

manner consistent with a survey study (Creswell, 2014). It can be used to

describe current conditions and establish relationships without manipulating

variables (Cometa, 2023).

Descriptive correlational research aims to describe the relationship between

variables rather than ascertain a cause-and-effect relationship as such that it is

used to describe how one phenomenon is related to another in cases where the
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researchers have no control over the independent variable–the variable that is

believed to have influenced the dependent variable.

Then further added the advantages of descriptive correlational research it is

straightforward, is usually inexpensive, can be done quickly, and in most cases, it

can serve as crucial preliminary research for further studies that can be done to

determine cause and effect relationships between variables (Lappe J.N 2000).

Descriptive research is a study in which the researcher is primarily interested in

describing relationships among variables, without seeking to establish a causal

connection. while correlation research is type of nonexperimental research in

which the researcher measures two variables and assesses the statistical

relationship (i.e., the correlation) between them with little or no effort to control

extraneous variables Rayos (2019).

Population of the Study

The population of this study consists of all employees working in the

selected tourism sites in Calbayog City. The sample of this study will be selected

using simple random sampling and purposive sampling. Simple random sampling

will be applied to select tourism site randomly, in this way all tourism site and

the employee in all tourism site has an equal chance of being chosen for a

sample

Purposive sampling will be used to intentionally select the employee

based on predefined criteria relevant to the research objectives. This method

was appropriate because only employees with sufficient experience and direct

involvement in tourism operations can reliably assess the factors influencing

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employee retention. Purposive sampling ensured that the selected respondents

were those who could provide meaningful and accurate information for the study.

Participants will be included if they are Currently employed in the selected sites

in Calbayog City, have been employed for at least six months, directly involved in

tourism or hospitality operations, and Willing to participate and provide informed

consent.

Data Gathering Procedure

The data gathering process for this study is a systematic sequence of

authorization, coordination, and execution designed to ensure ethical

participation and minimal disruption to the selected tourism sites. First (1), the

researcher will secure the initial permission to conduct the study from the Office

of the Dean. Second (2), after securing internal approval, the researcher will then

seek authorization from two external organizations: The City Tourism Office and

the managers of each chosen tourism location with a preference for non-peak

hours to avoid disrupting work operations. Subsequently (3), the researcher will

collaborate with the site managers. This step aims to establish a suitable

timetable for distributing the surveys, prioritizing non-peak hours to prevent

interference with the regular work activities of the site.

Lastly (4), before answering the questionnaires, participants will be

informed about the purpose of the study, the confidentiality of their responses,

and the voluntary nature of their participation. Completed questionnaires will be

collected within the agreed schedule.

 28

Measure

In gathering the data, this study will use a likert scale survey

questionnaire. This study will be a researcher made questionnaire designed to

measure the factors that influence employee retention in selected tourism in

Calbayog city. The questionnaire consists of two parts, the first part focuses on

the participants socio-demographic profile, which includes gender, age,

education , occupation, and length of service in the workplace.

The second part consists of Likert-scale questionnaires that measures the

key variables of the study using a 5-point Likert scale, where 1 means Strongly

Disagree and 5 means Strongly Agree.

To ensure that the questionnaire accurately measure the intended concept

the instrument will undergo expert validation to confirm the clarity, relevance, and

accuracy of its content. The questionnaire will undergo a pilot test with a small

group of respondents, this will help identify confusing wording, and questions

requiring for improvement. The consistency of the instrument will be tested using

Cronbach’s Alpha. A Cronbach’s alpha score of 0.70 or higher will be acceptable.

The items that lower the reliability score will be revised or removed, ensuring that

items under each variable consistently measure the same concept.

Data Processing

The data processing phase of this study will begin with the careful review,

coding, and organization of all collected questionnaire responses. All collected

questionnaires will be reviewed for completeness, consistency, and eligibility.

Incomplete responses and questionnaires that did not meet the inclusion criteria
 29

will be excluded to maintain data quality. Responses from each Likert-scale

survey questionnaire item will be converted into numerical code to allow

statistical computation. Coded responses will be organized into tables and

encoded into statistical software for processing.

After the cleaning process, descriptive statistics will be generated to

compute and summarize the results of the demographic of respondents. These

statistics will include frequency count, percentage mean, and standard deviation.

To compute the result of the extent of the following factors weighted mean will be

used with defined interpretation ranges (e.g., Very Satisfied, Satisfied, Neutral,

Dissatisfied, and Very Dissatisfied) This will provide a clear context for the

results. To examine the relationship between the independent variables and

employee retention, the Pearson product moment correlation will be used to

identify which factors significantly influence employee retention. Findings will be

analyzed to determine how each workplace factor influences employee retention.

Through these steps, the processed data will provide an organized, clear

and dependable foundation for the study findings. The final result will support

conclusion about the factors influencing employee retention among workers in

selected tourism in Calbayog City and will contribute to understanding how this

factors significantly influence in employee’s decision to stay.

 30

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