This document summarizes a student's research paper on the impacts of part-time work on employee turnover. The paper aims to investigate whether part-time workers have a higher turnover rate than full-time workers. The student conducted a literature review on previous research examining the relationship between part-time employment and turnover. Several studies found that part-time employees were less committed to their organizations and had higher intentions to quit compared to full-time employees. The student plans to administer questionnaires to part-time employees at McDonald's to collect quantitative data on turnover.

1. Final Paper 1
IMPACTS OF PART-TIME WORKING ON EMPLOYEE
TURNOVERS 15
Impacts of Part-Time Working on Employee Turnovers
Tamalya Lewis
ORR 510
Dr. Margaret Elgin
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 employees who work 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, targeting about 30 respondents. The survey will
be done online through smartphones and computers because of
the current COVID-19 protocols across the nation.

2. Table of Contents
Abstract………………………………………………………………
…………………………...2
Introduction…………………………………………………………
………...………………….4
Problem
statement………………………………………………………………
……………….5
Literature
review…………………………………………………………………
……………...5
Methodology…………………………………………………………
………………………….11
Conclusion……………………………………………………………
………………...……….14
References
…………………………………………………………………………
…………....15
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. Turnover becomes more difficult when hiring
for small to medium sized businesses because hiring the wrong
workforce in a small business leads greater impact on a smaller
team. Business organizations incur costs of advertising which
takes a lot of time going through the CVs and carrying out

3. 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 should 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 researches, 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; registers 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 full-time 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.
Problem Statement: Do part-time workers have a higher
employee turnover rate than full-time workers? NICE AND
CLEAR
Comparably, my research problem statement meets the
requirements on the checklist of Evaluating a Research Problem
in Chapter 2 of the textbook. 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,

4. and researchable; hence, it qualifies as a research problem.
YOU CAN DELETE THIS CHART
Process step
Critical to qualities
KIPV/KPOV
Metrics
Type of data
Operational definition
Specification limits
Upper/lower
Measurement of data
Sample size
frequency
deliverables
location
Literature review…THE ABOVE IS LITERATURE REVIEW

5. TOO
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 IMPs <WHAT IS THIS ?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. Thus, 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) argue 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

6. 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 organization's
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 LOW? career progression among the employees.
According to Stamolampros (DATE) and his colleagues, an
increase in career progression reduces an employee's 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
(DATE) and his colleagues illustrated, career progression is
essential for employees since it reduces turnovers; hence, since
part-time employees are less entitled to career progression,
there are higher chances for them to leave the organization as
compared to full-time employees. THIS POINT IS REPEATED
A LOT.
Many entrepreneurs and businesses are registering high

7. employee turnovers, and the Chinese entrepreneurs are not
exceptional. Dr. Shukla (DATE) 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. 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. Comment by margaret elgin:
JUST REFER TO THE AUTHOR/S, NOT THE TITLE OF THE
ARTICLE Comment by margaret elgin: GOOD
Gender bias and the level of motivation to employees play a
crucial role in employee 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.CITATION? 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? The effects of
training satisfaction, employee benefits, and incentives on part-
time employees’ commitment in the International Journal Of
Hospitality management regarding the aspect of commitment

8. among part-time employees in the hospitality industry.
According to Jaworski 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 wil l have
a reluctant career progression, fewer benefits, and will commit
less to the organization. Therefore, since part-time employees
rarely receive training incentives in most organizations, they are
more likely to quit their jobs due to a lack of benefi ts,
incentives, and job satisfaction. Joung (DATE) 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 Effects of work status
congruence and perceived management concern for employees
on turnover intentions in a fast-casual restaurant chain

9. published in the Journal of Human Resources in Hospitality &
Tourism, 17(1), 38-59. 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. Comment by margaret
elgin: DELETE
DiPietro and Bufquin's (DATE) article resonates with prior
articles discussed above regarding part-time employment and
employee turnovers. The authors of the source Effects of work
status congruence and perceived management concern for
employees on turnover intentions in a fast-casual restaurant
chain 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. ALL THESE ARTICLES SEEM TO REPEAT
THE SAME CONCLUSIONS
According to the article Part-time work in Danish private
services: A (mis) match between wage flexibility and living
hours. In Dualisation of Part-Time Work: The Development of
Labour Market Insiders and Outsiders by 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

10. 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
For any research study, data collection is essential because it
has either negative or positive impacts on the research
resultsFINDINGS. Inaccurate data collection negatively impacts
the results of the research, ultimately leading to invalid results.
For this research study, I will explore both the qualitative and
quantitative data methodologies. 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
summarized, compared, and generalized. With the quantitative
data collection methodology, the researcher can test the

11. research hypothesis based ON THE SAMPLES RESPONSES.on
relevant theories and an estimated sample of the relevant
phenomenon.
A quantitative method of data collection can be done through
interviews or questionnaires. For this research, I will consider
narrowing it down to questionnaires. I will use both the paper-
pencil questionnaires and the web-based questionnaires. For the
paper-pencil questionnaires, the questionnaires can be sent to a
large group of people. The participants in the large group will
be part-time working employees in high-end functioning
organizations such as the McDonald's fast restaurant.YOU
NEED PERMISSION NOW TO SURVEY THESE WORKERS
AND HOW WILL YOU SELECT THEM, I.E. SAMPLING
PLAN? I intend them the paper-pencil questionnaire through
their human resources manager. I was able to contact the human
resources manager at one of my local Mcdonald’s because my
uncle is the owner.GOOD I was able to contact him and started
my intentions and research requirements. 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 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 employ both direct and indirect
feedback. Direct verbal feedback is the most useful form of
feedback because it is direct and on point. Even though it is

12. rarely available, the current pandemic makes it essential to use
phone calls, the internet, or written feedback forms. Another
form of getting the answers to the survey is through direct non-
verbal feedback. This will be registered when the participants
fail to completely turn in their responses to the questions on the
questionnaire. More so, some might opt out of the online survey
system, indicating their reactions to the survey. Therefore, these
are the two forms of feedback I will employ in this survey.THIS
PARAGRAPH IS UNCLEAR Comment by margaret elgin:
PLEASE CLARIFY. IS NOT MAKING SENSE
The web-based questionnaire is currently growing in the field of
research. It uses 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.
However, it leaves out participants who do not have computers
or cannot access internet connectivity. WILL YOU USE THIS
METHOD TOO? YOUR DATA COLLECTION IS UNCLEAR
THUS FAR. PLEASE REVISE
This research's 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
McDonald's 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

13. 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?
I also intend to survey some part-time and full-time employees
on my job (I work in administration for a hospital) who I
currently work with and who I have worked with previously. I
intend to interview 10-20 employees (approx. 10 from previous
positions and approx. 20 at my current position). They will
provide me with the information I need to build on my research.
Some of the questions will be similar to those of the
questionnaire. Still, they will be able to go into detail with
open-ended questions such as: "why did you apply to work for
this part-time position?" and "If you were to give notice and
leave the organization, what would the primary reason be?"
Some of the questions may vary based on if the employees at
my previous organization are still in part-time roles. More so,
the literature review sources will also provide me with relevant
information for the secondary data. The information in the
literature review will provide me with a plethora of information
to back my primary data. THE ENTIRE DATA COLLECTION
SECTION IS UNCLEAR AND DOES NOT APPEAR
“DOABLE.”
Conclusion
Conclusively, employee turnover has been an issue of concern
in the current business environment. Turnover refers to
employees voluntarily quitting their working positions for
various reasons including resignation, laying-off, termination,
retirement, transfer or death. Mangers and business owners
spend a lot of time and incur a lot of financial costs in hiring
the right persons and talents to work in their organizations. As
such, high rates of turnovers negatively impacts business at any
level of production. Part-time employment is an employee status
that is closely associated with the current increase in turnovers
in business organizations, especially the hotel and hospitality

14. industry. Based on the literature review discussed above, it is
evident that part-time employees focus a lot on the aspect of job
satisfaction, career progression, commitment, and motivation
through incentives and benefits. Lack of the above aspects has
been the cause of high turnovers among part-time employees.
On the other hand, as Joung and his colleagues argued, full -time
employees are more committed to the organization, have lower
turnover intentions, and have greater IMP than part-time
employees. This explains why there are higher rates of
turnovers among part-time employees in the current business
organizations.
ADD SECTION ON LIMITATIONS
References
DiPietro, R., & Bufquin, D. (2018). Effects of work status
congruence and perceived management concern for employees
on turnover intentions in a fast-casual restaurant chain. Journal
of Human Resources in Hospitality & Tourism, 17(1), 38-59.
Jaworski, C., Ravichandran, S., Karpinski, A. C., & Singh, S.
(2018). The effects of training satisfaction, employee benefits,
and incentives on part-time employees’
commitment. International Journal of Hospitality
Management, 74, 1-12.
Joung, H. W., Choi, E. K. C., & Taylor, J. J. (2018).
Investigating differences in job-related attitudes between full-
time and part-time employees in the foodservice
industry. International Journal of Contemporary Hospitality
Management.
Larsen, T. P., Ilsøe, A., & Felbo-Kolding, J. (2019). Part-time
work in Danish private services: A (mis) match between wage
flexibility and living hours. In Dualisation of Part-Time Work:
The Development of Labour Market Insiders and Outsiders (pp.
133-157). Policy Press.
Patten, M. L., & Newhart, M. (2017). Understanding research
methods: An overview of the essentials.
Rudolph, J. (2018). Leedy, PD, & Ormrod, JE (2015). Practical
research. Planning and design. Boston, MA: Pearson. Journal of

15. Applied Learning and Teaching, 1(2), 73-74.
Shukla, B., Joshi, M., & Chen, Q. (2020). Frequent Employee
Turnover and Its Impact On Chinese Entrepreneur. Psychology
and Education Journal, 57(9), 3295-3303.
Stamolampros, P., Korfiatis, N., Chalvatzis, K., & Buhalis, D.
(2019). Job satisfaction and employee turnover determinants in
high contact services: Insights from Employees’ Online
reviews. Tourism Management, 75, 130-147.