This one the major drivers for resulting actual turnover

RQ: Factors impacting the turnover intention of restaurant managers in Sydney.

Hypothesis 1: Perception of goals and direction has a negative relationship with the turnover intention among the restaurant managers.

Hypothesis 6: Performance appraisal has a negative correlation with the turnover intention among the restaurant managers.

Hypothesis 7: Compensation has a negative correlation with the turnover intention among the restaurant managers.

3.0 Literature Review

3.1 Social exchange theory

According to Steel, Griffeth and Hom (2002) who have revealed that organization needs to tailor their retention strategies for the specific employee group rather than adopting the similar strategies for the all the employees. In the organization the employee can be categorized according to their job level. Therefore, it is important to examine the factors that could potentially motivate the employees to stay in the firm at the various job levels. According to the Hausknecht et al. (2009) who claimed that one of the most prominent reason to the stay in the organization is mainly the psychological contracts. These contracts can be defined as individual perception as well as their believes towards the terms and condition of the agreement (mutual) that take place between the body and another party. He further stated that employees at different level are known for exhibiting the distinctive psychological contracts in the organization it can be relational or the transactional contracts. According to the findings of the study it has been revealed that employees in the high position are generally are associated with the rational reasons such as organizational commitment, opportunities related to promotion and the organizational pride, whereas on the other hand those employees who are at lower job tends to be associated with the transactional reasons such as flexible working hour and compensation.

References