the causes of high staff turnover

BA (Hons) BusinessManagement S142078 1
University Campus Suffolk
BA (Hons) Business Management with Human Resources Management
The causes of high employee turnover in the restaurant
sector
– A case study of a small independent restaurant
S142078
Dissertation Supervisor: Garry Bastin

The causes of high employee turnover in the restaurant
sector
– A case study of a small independent restaurant
By: S142078

Abstract
The purpose of this research is to identify the reasons why employee turnover is so high in the
restaurant industry. The reason for writing a paper about employee turnover is that it is a big
problem in the industry however small research material has been written on high employee
turnoverinsmall restaurants.
The objectives of the study will be achieved by using the method of semi-structured interviews. The
manager, current and past employees will be interviewed in order to gain rich detail regarding their
roles in their work, feelings about working in the restaurant industry as well as their suggestions on
methods to reduce employee turnover. Building on recent research in the area, the aim of the study
is to see whether methods such as increasing the provision of training and the introduction of
empowerment will be successful in decreasing the level of employee turnover in the context of a
small independentrestaurant.
The findings of this study were that the increased provision of training and the introduction of
empowerment would not decrease employee turnover in this context. It was found that employees
are income maximisersandare generallydissatisfiedwiththeirlonganti-social workinghours.
One of the main limitations of this investigation is that it adopts a case study approach therefore, to
a certain extent the results and conclusions cannot be generalised to other restaurants in the
industry. The main implication of the study was that employee turnover is likely to always be high in
the restaurant industry. As a result of the study the manager of the restaurant should make working
hours for employees more flexible. It is possible to argue that this investigation this investigation is
very original as past researches have only been made on large restaurants mostly chains. The paper
will be valuable to managers of small restaurants and could be used to take human resources
decisions or understand trends in employees turnover and what precautions the manager could
take.

Acknowledgements
I would like to thank restaurant manager Nadia Schicchi for helping me to generate the idea for this
dissertation. In addition, I am extremely grateful for the time the manager and all the employees
provided in order to take part in this dissertation; I also would like to thank my dissertation
supervisorPaul Henselfor the valuable supportandtime he hasgivenme throughoutthisproject.

1.0 Introduction
In the past, research investigating the causes of high levels of employee turnover in United Kingdom
restaurant industry, as well as various methods on how to reduce it has been moderately covered.
However, some aspects of the United Kingdom restaurant industry have not been covered well for
example; there is not a large amount of literature regarding employee turnover in small restaurants.
Literature relatingtothe issue of turnoverinrestaurantshas many differencesregardingthe causes
of employee turnover and researchers tend to differ on the various ways in which to reduce this
growing problem. The problem of employee turnover may be partially caused by the fact that
throughout the industry, there are many shortages of chefs and front-of-house staff. This is
considered to be one of the biggest challenges facing many managers of restaurants according to
Hospitality Training Foundation (2002). There are many possible causes of staff shortages and
employee turnover within the industry some of them being, antisocial hours and newly trained
employees receiving low pay in comparison to what they might earn in other industries. In some
cases, poor physical conditions at work and excessive discipline from managers which could also add
to employees’ dissatisfaction. Other causes of turnover have been blamed on the lack of training
offered by managers, which leads to staff being unable to plan their career appropriately and
causingdissatisfactionand lowmorale amongst employees (Lucas, 1991).
A noticeable issue of the title is that the dissertation is based on a case study hence, the results and
conclusions might not be able to be generalised to other restaurants. The reason why this topic was
chosen to be investigated was because of the easy access to the restaurant and its’ employees which
would make the research process much more easily. Additionally there is a lack of resources and
studies on small independent restaurants therefore this dissertation may be found interesting for
small organizations. One of the main objectives of this research is to find the main causes of
employee turnover in restaurants and suggestions on how employee turnover could be reduced by
analyzingtheoriesandpastcase studies.
The topic of the dissertation will be investigated by interviewing past and present employees at the
restaurant; in addition the managers will also be interviewed as the manager perspective will be
veryimportantforanalyzingthe currentworkconditionandhisthoughtsonemployee retention.
The investigation will be structured by asking semi- structured questions in order to investigate the
causesof highemployee turnover.
The line of argument this investigation will follow is that employee turnover in restaurants could be
reduced by introducing more training opportunities or enriching training programs and

empowerment; this research will build on previous research found in the literature review that will
help create the appropriate causes of high employee turnover. Using the results from the interviews,
similarities and differences between the findings of this investigation and previous studies will be
discussed and compared providing suggestions on methods that could be implemented to reduce
employeeturnoverandthe real causes.
2.0 Literature review
In this study, there will be a strong emphasis on research conducted on restaurants operating in the
U.K., however there will be references to restaurants in the U.S, other sectors of the hospitality
industryaswell asotherunrelatedindustries.
2.1 Researchrelatingtorestaurants
In the hospitality industry staff turnover is generally acknowledged to be higher than other
industries, according to HCITB report (1984, cited in Mullins,1998, p.241) staff turnover in hotel and
cateringindustry was higher than in any other industry and has was found that has adverse effect on
the morale, job satisfaction and motivation, but also exercises a disruptive effect on the use
managementtime.
According to an article by HRmagazine (2011) it is arguable that recruitment plays a major part in the
organization as its very expensive for employers to keep recruiting and training new staff because of
high employee turnover, it is estimated that the recruitment and training of an individual may cost
up to £5,311.
Dann and Hornsey (1986) found there was a distinct lack of cooperation and teamwork in
restaurants and described interdepartmental conflict between waiting staff and kitchen staff as
‘endemic’. Research carried out by Keep (1990) found that firms in the U.K. were often near the
bottomof the internationalleagueof trainingprovision.
The issue of training was studied by Marlow (1992) who found that ethnic minority firms on a whole
tendednotto utilise businessservicessuchastrainingtothe same degree asotherfirmswould.

There has been a distinct lack of research into training and the general running of ethnic minority
firms within the restaurant industry, most research concentrating on large or chain restaurants.
Storey and Westhead (1994) who thought that research into ethnic minority firms was a “relatively
neglectedareaof research”alsoshare thisview.
An investigation by Lashley (1995) found that employee empowerment was a method that could
reduce turnover in customer service operations such as the restaurant industry. The theory
describes that if employees are ‘empowered’, with time they will accept more personal
responsibility and feel more involved in the business. The theory suggests that it will lead to more
commitmenttothe businessand furthermorewillleadtobettercustomerservice.
Further research conducted by Ashness and Lashley (1995) also found the benefits of empowerment
at Harvester restaurants. Interviews were conducted from staff working in a number of different
positions so there could be a more varied outcome; The findings from the interviews revealed that
empowerment in many scenarios can be an efficient way to increase employee commitment and
retention rates for service workers at Harvester restaurants. As a result of empowerment, team
member turnover dropped by 19%. However, not everyone in the organisation felt positively about
the introduction of empowerment. Ashness and Lashley recognised the fact that organisational
change affectedemployeesdifferently.
The introduction of empowerment required a slow process at Harvester restaurants; therefore this
methodmaynot workin a small restaurant where organizational change ismore difficulttoachieve.
However Ashness and Lashley (1995) noted that a lack of trust and poor communication between
managers and workers were key problems in the organisation, which led to lower commitment, this
theory can still be tested in a small-scale restaurant, which will help to determine whether the size
of the restaurantisan importantvariable inthe investigation.
Kitchinget al. 1997 (as cited inAbbaset al. 2000), found that unlike other sectors of the industry, the
ethnic sector has tended to consist of many small employers who are rarely well trained themselves.
Furthermore, there is a reluctance to provide training for staff, leading to low wages and high labour
turnover. The findings partially support Marlow’s (1992) theory that employers were generally
sceptical of formal training except for when necessary, however even though firms did not provide

many opportunities for formal training to employees, there was a lot of evidence for informal
trainingtakingplace.
Blackburn et al. (1997) argue that informal training is practised in many small firms and that owner
and existing employees provide training of new staff, therefore it’s arguable to state that Lashley’s
(1985) research; it is rather limited to large firms such as the French Hotel Group for Quality Circles
(International Labour Organisation, 1997). Therefore the theory has not been applied for small firms
to understand the outcome; the theory also ignored the fact that a rapid change of work practices
for staff as well as managers may bring risks to damaging the organization culture and costs. Capital
and time would need to be allocated in order for workers to become empowered, this may prove a
difficultprocess whoposseslimitedbudgetsandtimescales.
According to Barrows (2009, p.135) to save costs in semiskilled and unskilled jobs such as
restaurants which consume considerable long training times and expect high employee turnover
rates, employers are revolutionizing their training process by using more computerized training
programs where the employee can access the training program online or through their POS system;
Organizations such as Mc Donald, TGI Fridays have already implemented the new system within
their organization according to recent report on training by Restaurants & Institutions ( cited in
Barrows 2009, p.135).
A lack of teamwork could be a key factor explaining the high turnover found in many restaurants.
Ingram and Jones (1998) found the hospitality industry as a whole was ‘prone to inter group rivalry,
for example by workfunction of department.’ Ingram and Jones (1998) acknowledge other factors as
high job mobility and ‘unpredictable patterns of trade’, which forces the majority of managers to
concentrate on operational, issues and negate a strategic perspective. As a result, this may lead to a
working environment where control is high which could ‘act against intrinsic staff satisfaction and
retention’.
Abbas et al. (2000) study conducted interviews with 37 employers and 86 employees who worked in
restaurants in Birmingham’s city centre. It is arguable to state that Abbas research only represent
restaurants in the Birmingham area therefore these results may not able to be generalised to other
areas inthe country.
The authors found that many employees in restaurants aim to open their own restaurants in the
future but are blocked due to a lack of resources, high levels of competition and a lack of skills or
support. It was also found that 10% of the workers interviewed had previously run their own

business. Abbas et al. (2000) also found that an important cause of the high turnover was due to
high competition from rival restaurants, which often led to staff moving around different
restaurants,asjobsare easilyavailable.
A case study of the restaurant chain Nando’s carried out by Pollitt (2006) highlighted the benefits of
training to a workplace. The training of managers meant better communication between staff was
achieved, as well as this Nando’s achieved a turnover rate of managers well below the industry
average.
“We have had only one industrial-tribunal case in the
last eight years. Only a coaching culture can allow such a great result.’’
(Bishop, 2006, cited in Politt 2006, p.19)
However, Nando’s is a chain restaurant with the resources and capabilities to spend a large amount
of capital into training programmes and human resources policies which smaller companies would
not be able to afford.
It is arguable that a high level of labour turnover may also be a result of poor employee analysis pre
employment in a restaurant, which is a result of human resource policies, which did not test
whether a potential employee would be suitable for the organisation. Consequently, this would
imply that better recruitment policies in the long term would reduce turnover, the chain ‘Costa’ has
adopted a similar strategy. By implementing more stringent hiring practices, Costa has managed to
reduce employee turnover by almost 20%. By using surveys Costa can evaluate potential employees’
strengths and weakness that assists to judge whether they are, “getting the right people, with the
rightbehaviourandprinciples”(Kennett,2006,citedinPollit,2006).
According to (Maxwell et al., 2004, cited in j. Poulston, 2007, p.414) the restaurant industry has a
poor reputation for training and Managers may be reluctant to invest in training in case staff
subsequentlyleave (Davies etal.2001,citedinPoulston,2007, p.414).
Pratten and O’ Leary’s study (2007), investigated the training process undertaken by student chefs at
a training college in Cheshire. Students were interviewed about their personal thoughts on the
received training in restaurants, the results of the study demonstrated that students saw the
benefits of training especially in skills such as literacy and there was a general thought that there

BA (Hons) BusinessManagement S142078
10
needed to be a stronger focus on training within the industry, and that the lack of training had
worsened the shortage of chefs in the United Kingdom. The authors’ suggests that increasing the
provision of training would reduce the shortage of chefs however, the study only interviewed
students from one college hence; this may not have been a representative sample of chefs in the
U.K.
j.Mullis agrees with Pratten study by stating that training is a significant factor in the performance
and retention of employees but also includes that training is a key element to economic
performance, commitment of staff, improved customer relationship and finally forms a basis of
personal development which is according to Herzberg (1959) a motivator factor which leads to job
satisfaction.
Locke theory (1976) however criticizes Herzberg theory claiming that the hygiene theory Herzberg’s
is split between the psychological and biological processes of the human make-up and suggests that
that the mind and body are very closely related thus there must not be psychological and biological
needsmustnotbe separated.
2.2 Researchconductedinothercontexts
Research conducted by Pamenter (1994) states that there could almost be a domino effect of labour
turnover in the hospitality industry as in some cases if one member of a team leaves it can prompt
other members to follow suit. This may be due to them becoming more aware of the negative
conditions of the establishment or a team breaking up due to the loss of an influential member, such
as a headchef.
According to Harris (1995) study It was also found that students complained about a lack of social
life at weekends and long hours, which may have been a larger contributing factor to turnover
compared to a lack of training, a summary of a waitress job description provided by JOB is JOB
(2013) agrees with Harris’s study and states that for all individuals who wish to persue a career as
chef or waitress would need to work long hours and be fully flexible as the organization may require
eveningandweekendshifts.

11
Looij van de, F and Benders (1995) found that unmet expectations of working in the restaurant
industry frequently led to job dissatisfaction and a desire to resign. This theory is supported by
interviews carried out by Purcell and Rowley (2001) showing that employees felt that television
cookeryshowsglamorisedthe restaurantindustry,whichledthemtohave unrealisticexpectations.
Boles et al. (1995p.142) research implied that dissatisfaction with compensation was one of the
major reasons for high employee turnover. This would be true if employees were found to be only
interestedintheirsalary.
Derry and Shaw (1997) distinguished different reasons for labour turnover either classifying them as
positive or negative. An example of a positive reason being, a better job offer. A negative reason
couldbe employeesexperiencingstressandanti-social workinghours.
According to Cheng and Brown (1998) the hospitality sector has much higher than average skill
shortages and labour turnover. They also commented that managers often found vacancies very
hard to fill.
A study of the banking industry by Bennett and Durkin (1999) which involved collecting data about
the level of organisational commitment from employees demonstrates that employees in the
banking industry tend to be more committed to the organisation; therefore, the industry has lower
levels of turnover. This was investigated by giving questionnaires to employee to discover views
regarding their commitment to the organization. The results of the study showed that even if
employees did not possess a high level of internalised commitment, they still had a high level of
obedient commitment. Thus they did not have the intention to leave the organisation, which would
explain whyemployee turnoverislow.
Purcell and Rowley’s (2001) qualitative research investigated the causes of labour turnover across
five sectors of the industry, including hotels, public houses and restaurants. Purcell and Rowley
(2001) view labour turnover as an element, which could be within the control of management.
Furthermore, they suggest that high labour turnover could be a result of inadequate human
resource policies. Purcell and Rowley’s investigation used a mixture of quantitative and qualitative
data; 21 establishments were included in the study but smaller establishments have been under
represented.

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A study by Lynn (2002) investigated the effects that sales and tips had influence on employee
retention rates in the U.S. Lynn (2002) found that in the sample of restaurants that had a higher tip
percentage of sales generally did not tend to have a lower turnover rate compared with restaurants
with a much lower tip percentage. Lynn also suggested that turnover was a bigger issue at high
volume restaurants compared to low volume restaurants, as it was harder to find new employees in
busier restaurants. Lynn (2002) conducted this investigation by using data that was gathered from
the Chief Operations Officer of a casual dining restaurant chain. Turnover rates and the amount of
tips collected from each restaurant were recorded. Ratings from mystery shoppers were also noted
to compare the difference between service levels in various restaurants. This study was carried out
by using data gathered by an employee for the restaurant firm; therefore the validity can be
questioned.
The restaurant industry is not the only industry to suffer from high levels of employee turnover.
Another example would be the supermarket industry, which suffers from high employee turnover
mostly from their staff working in their stores. However, the causes of employee turnover and the
methods used to attempt to reduce can differ. A case study of Wal-Mart illustrates the nature of the
problems they are facing which has intensified due to their rapid expansion which has took place
over the last few years. Employee turnover has risen to just over 50% recently, which is considered
excessiveevenforanindustrywhere ahigherlevel of turnoverisexpected.
The high employee turnover in Walmart could be due to a mixture of reasons, female employees
have complained of gender discrimination and the starting hourly wage is as low as six to maximum
seven dollars and with little chance for overtime However, lowering this level is achievable,
especially by looking at the example of Costco, a competitor of Walmart’s. The annual employee
turnover is only twenty-three percent, less than half compared to Walmart. According to Barney
2004 (cited in Shuit, 2004) this was due to Costco trying to “treating their employees better”, and
has a strongerorganization onthe importance of humanresourcespolicies(PBS,2013)
2.3 summary
It is possible to argue that with reference to that past literature there are key themes that could be
linked to employee turnover. Such as lack of training which has been investigated in studies by Keep
(1990) and Pratten& O’Leary(2007).
Whether informal training is less successful than formal training could be an issue, however some
research implies that formal training schemes are more successful than informal schemes. However,

13
informal training could be considered to be successful for various reasons as it customises new
workers to the norms of the restaurant and employers can judge whether an employee would be
suitable forthe jobhe/herhas applied.
A lot of previous research has been conducted on chain restaurants that have access to capital and
other resources; consequently, it was found that training was one of the most efficient ways of
reducing labour turnover although, this may not be true for smaller firms as training can often be
problematic for small firms due to a lack of funds. Furthermore, many managers are reluctant to
training workers especially the waiting staff, as they know that they will not be working in the same
restaurantfor a longperiod.
Although, research conducted that Blackburn et al. (1997) found that even when informal training
was present in independent restaurants, turnover was still high challenging the theory that a lack of
trainingisthe reasonfor highemployee turnover.
Empowerment was found to lower employee turnover, for example in Ashness and Lashley’s study
(1995). The theory of whether empowerment could successfully reduce turnover in small
restaurants as it has done in large restaurants could be investigated. This is because small and large
restaurants have many different factors. In addition, it is arguable to question if the implementation
of empowerment is closely linked to the financial status of the restaurant and would managers of
small restaurants have the time and resources to develop and implement strategies such as
empowerment.
Although not as widely as covered as the effects of training or empowerment a lack of
communication between management and workers as well as conflict Dan and Hornsey (1986) in the
workplace couldbe factorsthat increase employeeturnover.
Other issues such as inflexible hours as well as unmet expectations of working in the restaurant
factors could be factors increasing labour turnover as well as this, the percentage of employees who
want to own their own business or had previously owned their own business could be a factor for
employeeturnover,asfoundbyAbbasetal.(2000).
The majority of previous research has focused on large restaurants or chain restaurants, neglecting
to focus on much smaller individual restaurants. Past literature also has not confirmed whether
there is a difference in the factors of turnover between restaurants in the U.K. and the U.S. For
example, research carried out by Lynn (2002) found that turnover was a bigger problem for a busy
restaurantcomparedto a quieterone,whetherthisistrue forrestaurantsinthe U.K. needstobe

14
investigated further however in Lynn’s study (2002) all the restaurants belonged to a chain
restaurant in the U.S. therefore these results may not apply to restaurants in the U.K. as the market
environmentandthe reasonsforturnoverinU.S. maydifferincomparisonwithrestaurants
in the U.K.In contrast to the supermarket and restaurant industry where high levels of employee
turnover are the norm, the banking industry has a much lower level of annual turnover of staff.
Generally, the banking industry requires a more skilled set of employees compared to the restaurant
and supermarket industry, meaning that in most cases they tended to be paid very competitive
wages and were concerned with the development of their careers. These factors contribute to the
lowerlevel of turnoverandhigherlevel of organisational commitment.
3.0 Methodology
The research will be based on a small independent Italian restaurant based in north London
surrounded by large chain restaurants as Nando’s and Harvester; the restaurant is open 7 days a
week and seats around 62 people therefore has a much smaller capacity compared to the Nando’s
and Harvester. The restaurant currently retains in addition to the manager, 3 full-time chefs, 1 full
time kitchen porter, 2 full-time waiters as well as 2 part-time waiters who work during the weekend.
The research that will be conducted will aim to investigate the five causes of high employee turnover
whichare:
1. An increasedprovisionof trainingmay reduce employee turnover.
2. The introductionof empowermentmay reduce employee turnover.
3. Employeesare income maximisers.
4. Employeesdislikeworkingatweekends/anti- socialhours.
5. Employeeshave unmetexpectationsof workinginthe
restaurantindustry.
The hypotheses have been chosen as past research has explored these issues in large restaurants,
and itwouldbe interestingtosee whetherthe restaurantbeinginvestigatedinthisstudyhassimilar
findings. For example, hypothesis 1 has been chosen because Pollitt (2006) found that the increasing
the provision of training at Nandos, lowered employee turnover, however would the results be
similar for a small independent restaurant, some of the research used in the literature review is
quite dated such as Boles et al. (1995) study, which concluded that employees were income
maximisers, the research was conducted over 14 years ago, hence it would be interesting to see
whether the results from the past apply to restaurants today hence, hypotheses 3 and 5 have been

15
chosen. Investigation question 2 and 4 have been chosen as it emerged from the literature review
that empowerment and employees’ feelings regarding working hours were bigger issues in the
restaurant industry in comparison to other issues found in the literature review, such as a lack of
teamworkinrestaurants.
3.1 ResearchPhilosophy
The research philosophy that will be followed is the epistemology paradigm as it can be applied
to the feelingsand attitudes of employees regarding their employer and work conditions.
Blaikie (1993, cited in Flowers, p.2) describes epistemologyas:
“the theory or science of the method or grounds of knowledge expanding this into a set of
claims or assumptions about the ways in which it is possible to gain knowledge of reality, how
what exists may be known, what can be known, and what criteria must be satisfied in order to
be described as knowledge”
There are three types of research paradigm however an interpretive approach will be used as it
views the understanding of the differences between people as social actors, and there is a strong
emphasis on conducting research on people rather than on objects; thus is why the positivist
approach will not be used as it focuses in working with a social reality and the end research can be
law like generalization (Remenyi,1998, cited in Saunders et. Al., 2009, p. 113). It is possible to argue
that one of the challenges with the interpretive approach would be that the interviewee needs to
adopt an empathetic stance and understand the world from the interviewees’ point of view.
Consequently, an interpretivist point of view can be considered an appropriate approach for this
investigation. The interpretivist approach assumes that knowledge is subjective and that human
behaviour is not predictive as well as placing a lot of emphasis on the meanings people give to the
world. The approach prefers small-scale qualitative research, which will fit with this investigation.
Finally according to Saunders et. Al. (2009 ,p. 113) using an interpretive approach is highly
recommended in business management researches particularly in the human resources
managementfieldasbusinesssituationsare unique andcomplex.
A deductive approach will be undertaken, as it is most suitable for the investigation as it allows the
use of testable hypotheses and the identification of relevant variables to focus data collection for
example, the reasons for high employee turnover. There has been past research on the causes of
employeeturnoverandthe deductiveapproachwill allow the studytobuilduponpastresearch.
According to (Wilson, 2010, p.7, cited in Research Methodology, 2013) “A deductive approach is
concerned with developing a hypothesis (or hypotheses) based on existing theory, and then

16
designing a research strategy to test the hypothesis”. Thus there is no need to spend time
developing a theory, as existing theory only needs to be applied to the hypotheses. However, there
are disadvantages to this approach, for example, the use of rigorous methods may limit the results
or insightsobtainedfrom participants,thustoavoid thisproblemopenstructuredinterviewees
will be used duringthe investigation.
3.2 ResearchStrategy
This piece of research can be classed as an explanatory study as the research is based on a case
study as it allows a rich understanding of the restaurant and allowsemployees’ views to be gained. It
is also the most convenient research design as concentrating on one restaurant will mean that it will
be easier to gather data, a survey would not have been able to gain a rich amount of detail from
participants.
According to a report written by Pelgrave on understanding research (2008, p.5) the research will
assess which existing theories and concepts can be applied to the problem or whether new ones
should be developed, thus in the case of this investigation theories on causes of Employee turnover
will be analyzed and applied to the Hypotheses reached. The approach to the research is usually
very open and concentrates on gathering a wide range of data and impressions. As such, exploratory
research rarely provides conclusive answers to problems but gives guidance on what future
research.
According to Rogers (1961, cited in Saunders et. Al., 2009,p.156) to reduce the possibility of getting
the answer wrong there must be a detail attention to reliability and validity. According Dawson,
2009, p.114) to researchers need to make sure that when qualitative data their measurements are
consistent and stable and that there no errors or bias present, however since qualitative data is very
personal participantsare influencedbypersonal experiences.
In addition Easterby-Smith (2008, cited in Saunders et al., 2009, p.156) also argues that reliability
can be assessed in three ways. Results can be considered reliable if the same results can be obtained
if the investigation was carried out again and by another researcher and the transparency in how
conclusion have been made by using raw data. Validity is concerned with whether the findings are
what they appear to be and whether are relationship between two variables is merely a coincidence.
There are many threats to validity for example the history of the restaurant. For example, a recent
dispute between employees or a dispute with management may cause a temporarily high level of
employee turnover. The method of carrying out the research may also be a factor to undermine the
validity of the study; however, this can be tackled effectively if appropriate measures are taken.
Mortality, refers to participants dropping out of the investigation which if this did occur would

17
damage the validity of the research as the sample size would be too small to determine whether
relationships between variables were casual. External events may have an effect on the
management style or working conditions, for example economic crises could affect employees
turnover as there might be limited places for employees to find work and leave their current
position. It is possible that after analysing the data in the results, there could be ambiguity about the
casual direction of relationships. For example, a problem could be determining whether a lack of
training caused employee turnover or as a consequence of high employee turnover the manager
decidednottoinvestinemployee training.
The extent to which results can be generalised to other restaurants is also an issue. According Seale
et. Al., 2004, p.421) it is arguable that with a case study design a researcher cannot generalize on
the basis of an individual case; therefore, the outcome of this research on a specific individual
restaurantcannot be generalizedforall independentrestaurantinUnitedKingdom.
Easy access can be gained to the restaurant and employees so it is convenient to base the
investigation on this particular restaurant, therefore, this study will focus on one small restaurant
and the factors of turnover can be compared between small and large restaurants. Every employee
in the restaurant including the manager will be able to take part in the investigation made by short
interview with semi structured questions. It is desirable to get an even number of kitchen and
waiting staff in the investigation to increase the validity of results as chefs may have different
reasonsforleavingarestaurantcomparedto front-of-house staff.
3.3 Research Design
There are several possible ways to collect data for this investigation, for example the use of
questionnaires, which have many advantages, According to Marshal (2005, p.132) questionnaires
may be a cost effective and less time consuming way of obtaining data from large audience,
respondentsmayhonestlygive theiranswerastheyknow theywon’tbe identified.
However response rate may be low if the researcher falls in the most common problems when
designing questionnaires such as wrong phrasing of questions, determining levels of
classification choices and the possibility of respondents not knowing the question, Thus face to
face interviews can overcome this problem as the researcher has more control and achieve
extra information by strengthening open endedquestions (Riley et.al,2010, p.96).

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Hence the method that will be used from employees in this study will be semi- structured
interviews (Saunders et al., 2009, p.320) which will be non standardised. A list of questions
available in Appendix 1 will be covered but they may vary from respondents For example, some
questions may be omitted depending on the context of the interviewee’s answer. Semi-
structured interviews are also favourable for explanatory studies as they fit well with the
research approach and allowthe interviewerto buildupon or expand interviewees’responses.
This is important when adopting an interpretivist epistemology where meanings and
understandings of respondents is very important. The questions asked in the interview will be
determined by the theories found in the literature review. Some of the questions will be
regarding employee’s views about the introduction of empowerment to the restaurant as well
as employees thoughts about the provision of training and about employee’s thoughts about
factors such as working conditions, pay, and their relationship with their manager.
The amount of time spent interviewing each participant will differ slightly however each interview
should last 20-25 minutes. It would be preferable to have a longer amount of time with each
participant but the employees are all very busy so they would not appreciate being interviewed for a
longeramountof time.
Where possible interviewees will be conducted on face-to-face basis, however, If a telephone
interview was to occur, interviewees will be notified on the time where they could expect a phone
call. Notes will be taken while the interviewees are giving their answers, as it is a method least
intrusive for the interviewees. However, there could be problems to this method as it is difficult to
listen to interviewees and write notes at the same time. If notes were taken after the interview even
though full attention could be given to the interview, it is likely that key points would be missed as
well as a danger of a selective recall. Although recording the interviews is a better option it would
not be the right method to take in this case. Because it will probably make the employees feel very
uncomfortable which will have a negative effect on their responses. Additionally, the employees
who work in an informal basis for example, they only enter a verbal employment contract with the
manager. Hence,the level of formality associatedwithtape recordingtheiranswersmaymeanthat
employeesare unwillingtoparticipate.
3.4 Researchethical issues
A great deal of care will be taken to ensure that the study does not undermine or break any research
ethics. Firstly, the aims of the study will be fully explained to each interviewee so that they are

19
aware of the investigation that they are participating in. After this, informed consent will be
obtainedfromeveryparticipanttoensure thattheyare happyto participate inthe study.
Participation will be voluntary and interviewees will be informed that they have the right to
withdraw at any time from the study. Objectivity will also be maintained at all times, data will be
recorded and retained to support and contradict theory. The privacy of interviewees will be
maintained at all times as Interviewees will never be mentioned by name or investigation and
participants will not have access to other interviewees’ interview results. Once the study is
completed, any information that interviewees supplied will be destroyed. No deception will take
place and it is extremely unlikely that any participant will feel any stress or embarrassment
throughoutthe processof the study.
4.0 Resultsandanalysis
In total, 13 people were interviewed in this investigation. This included the manager, and 8 current
employees, which consisted of 4 servers and 4 kitchen workers. 4 past employees were also
interviewed,2had workedinthe kitchen,and2 had workedaswaiters.
A mixture of current and past employees was selected so that it could be observed if there were any
differences or similarities between them, for example the average length of stay. If only current
employees were interviewed, it could not be assumed that the results would only apply to previous
employees who had worked a different period of time. Therefore interviewing past employees
increases the validity of the research and enables to understand if the theories in the literature
revieware valid.
4.1 Resultsfromthe manager
The manager expressed how employee turnover was “a big problem for small restaurants” and that
in just over 3 years he had hired 48 people. In particular, he expressed how it was “hard to fill
vacancies” and that a lack of resources and capital made the problem worse. When asked with the
interview if the increased of training programmes would decrease employee turnover the manager
strongly disagreed with this statement, he stated that “as soon as people are trained, they have left
to work somewhere with higher wages. Especially common in kitchen staff consequently, he found
that when a lot of training was provided to employee turnover increased. However the manager
argued that even though the restaurant has this problem he still provided informal training to make
sure staff met health & Safety requirement and aware of the restaurant procedures. An important
factor was that the manager looked for employees who had already received training and expressed
that most of the current font-of-house staff were students; so did not wish to spend time and capital

20
training employees who will not be working within the restaurant for a short period of time, a copy
of a recentjobadvertcan be foundinappendix 2.
The manager also felt that the introduction of empowerment would not improve employee
retention rates as “in such a small team of people empowerment will not work”. He explained the
front-of-house staff are students therefore they saw their job as a “means of money not a career
option”,sotheywouldn’tbe interestedinempowerment.
The manager mentioned that in the past employees had left because they had been recruited by
other rival restaurants majorly chain restaurants who would offer a higher salary. Which he could
not match as He stated, “budgets are very tight and competition between restaurants is fierce”.
However, he noted that poaching had decreased in the recent recession, as there had been a
reductioninthe demandforemployees.
When questioned regarding the causes of turnover, the manager stated that he thought anti-social
working hours was one of the biggest causes of employee turnover, “employees only get one day off
a week and because there is such a small team I cannot give weekends off as then I will be left short-
staffed on our busiest days”. He expressed that although hours were long, working conditions were
much bettercomparedtoother chainrestaurants as our teamis like asmall family.
He thought that employees had unrealistic expectations of the restaurant industry as they “expect a
lot of excitement when in reality the work is tough, with long hours and average pay”. He said that
many workersdidnot anticipate the amountof cleaningandhealthandsafety checksrequired.
4.2 Resultsfromcurrentemployees
Half of the current employees expressed that they would like an increased provision of training. 75%
of the kitchen staff expressed that they would like to receive more training, however only 25% of
front-of house staff wantedtoreceivemore training.

21
Figure 1: Currentemployees'viewsonthe increasedprovisionof training.
75% of current employees stated that they did not want empowerment introduced in the
restaurant. The kitchen staff did not think that empowerment would lower the level of employee
turnover for similar reasons as the front-of-house staff but they also felt that “there is a natural
hierarchyinthe kitchensoempowermentisnotsuitable inthis context”
One of the mainreasonsthat front-of-houseemployeesfeltthat empowermentwouldbe unsuitable
was because of the size of the restaurant.Forexample,the front-of-housestaff feltthatwhenthey
were workingina groupof three people includingthe manager,that there wouldbe nopointof
empowerment.Additionally,the entire front of- house staffwantedtoworkinanotherindustryso
theywere notconcernedwithachievingahigherpositioninthe restaurant.
Only 3 out of 8 employees said that they were content with their wage. However 5 employees stated
that they were unhappy with their current wage and that they would most likely leave if they were
offeredhigherpaywithsimilarworkinghourselsewhere.
When current front-of-house staff was asked about tip percentages, only one employee said that
they would move to a different restaurant if they could earn higher tips. The other employees said
that it was not a major concern for them for various reasons. One of them was that many other
0
20
40
60
80
100
120
Employee who want training Employee who don't want training
Front
house staff
Kitchen
Staff

22
restaurants enforce a 2-5% administration fee for tips and other staff said that many restaurants tax
tipmoney whichreducesthe value fromthe tipsbyquite a large amount.
Whencurrentemployeeswere askedif theirjobaffectedtheirsocial lives,75% respondedthatit
affectedtheirsocial livesinanegative way,thiswasespeciallytrue foremployeeswithfamiliesor
lone parents.90% of employeesmentionedsomethingrelatedtotheirworkinghours, whenthey
were askedaboutaspects of work thattheydisliked.Mostof the interviewee complaintswhere
aboutthe longinflexibleworkinghoursandnot havingfree weekends.
Only 3 out of 8 current employees said that their expectations were met working in the restaurant
industry. Both front-of-house and kitchen employees weren’t aware of the amount of cleaning and
health and safety checks required. Kitchen staff also commented on the amount of preparation that
they needed to do, and how their working hours were a lot longer than they thought before applying
for the job.
50% of the employees have already served more than a year at this restaurant and the average stay
of currentfront-of-house staff isalready11 monthsandthe average stayof kitchenstaff isa year.
Figure 2: Lengthof time servedbycurrentemployees
Under 6 months
25%
6-12 months
25%
13-18 months
37%
19-24
months
13%
Lenght of service time

23
Whencurrentemployeeswere alsoaskedabouthow muchlongerthey were expectingtosame,a
varietyof resultswere obtained.Over60% of the employeesstatedthattheywishedtostayat least
18 months longer. Interestingly,only2currentemployees(bothchefs) thoughtthatthey wouldbe
able to finda similarjobinotherrestauranteasily.
4.3 Resultsfrompastworkers
75% of past employees expressed that an increased provision of training would not have stopped
them from leaving the restaurant. Most past employees did not think that this was a suitable
method to decrease employee turnover. All of the past employees stated that they would not have
wanted empowerment to be introduced and that they thought that it “would not have reduced
employeeturnoverinthiscontext”.
All of the past employees interviewed stated that one of the reasons that they left was because they
were offered a higher wage somewhere else, which the manager could not match. It should be
noted that there were other reasons to why they chose to left but all the participants mentioned
that higherpaywas one of theirmain reasons.
The two past front-of-house employees stated that higher tip percentages would not be a reason to
why they would leave a restaurant, and they did not place a lot of concern on the level of tips
attained. 75% of past employees also agreed with current employees that their social lives were
affected by their job. Similarly, they wanted the occasional weekend off, and more flexible working
hours. Only 1 past employee described his hours as excessive, most accepted that the working hours
were average forthe industry.
75% of past employees said that they working in the restaurant industry did not meet their
expectations and stated that they wanted to work in another industry. This implies that in general
that employees’ expectations are not met. Past employees generally stayed less than 6 months with
the exception of one worker who stayed 7 months. The past kitchen staff only stayed for an average
of 4 and a half months, showing that in the past employee turnover was extremely high because of
differenteconomicconditionswhichcausedjobstobe foundmore easily.

24
Figure 3: The lengthof time servedbypastemployees
All the past employees said that one of the reasons they left was because it was extremely easy to
finda similarjobinanotherrestaurantandthat theyhad receivednumerousoffersfromother
restaurants.
5.0 Discussion
Withinthissectionof the projectthe resultsof the interviews will be analyzedandthe researcher
can determine whichhypothesescanbe eitheracceptedorrejectedusingalsothe pastliterature
review.
5.1 Analysissimilaritiesin outcome of the researchand literature review
The general response from the interviewees was that they did not want more training and thought
that it would not decrease employee turnover. The results of the study support Marlow’s (1992)
study, which found that employers were generally sceptical of formal training except for when
necessary for example health and safety. It was also discovered that the manager found the
provisionof training tobe problematicdue toa lackof time andsufficientresources,which
supportsthe findingsof HarrisandCannon’sstudy(1995).
75%
25%
0% 0%
Lenght of time by past employees
under 6 months
6-12 months
13-18 months
19-24 months

25
More than half of the employees had unmet expectations of working in the restaurant industry.
Using data from past and present employees this led to job dissatisfaction. A study conducted by
Looij and Benders(1995) foundthatunmetexpectationswere commoninthe restaurantindustry.
This investigation found that past employees’ dissatisfaction with compensation was one of the
majorreasonswhytheychose to leave whichissimilartoBolesetal. research (1995).
Derry and Shaw (1997) found that employees left their workplace either due to positive or negative
reasons. Thisinvestigation found that employees mostly left for positive reasons, for example higher
salaryofferedbyotherrestaurants.
Cheng and Brown (1998) found that the hospitality sector had much higher than average skills
shortages and labour turnover. The manager also reported that employee turnover was high and
that it was very tough to fill vacancies due to many candidates not possessing the necessary skills.
Additionally, he noted that employees tended not to stay for a long period of time, supporting
Chengand Brown’sfindings.
Abbaset al.(2000) foundthathighemployee turnoverdue tocompetitionfromrival restaurants,
whichcausedemployeestochange the restaurantthattheyworkedina lotmore.The manageras
well asseveral currentandpast employeesmentionedthis factorasone of the reasonscontributing
to highemployeeturnover.
5.2 Analysis Differenceswiththe findingsof the literature review
One of the biggestdifferenceswiththe findingsof thisstudyin comparisontothe findingsof the
literature review isthe issue of cooperation. DannandHornsey(1986) foundthat there wasa big
lack of co-operationinmanyrestaurantshowever,the majorityof employees saidthatthere wasa
lotof teamworkanda positive working atmosphere.The reasonforthe difference maybe due to
Dann and Hornsey’sstudybeingconductedin1986, whichisover27 yearsago. Thus itcan be
assumedthatduringthisperiodof workingenvironments have changedwithinrestaurants.
Lashley’sinvestigation(1995) impliedthatempowermentwasamethodthatcouldbe usedto lower
employeeturnoverincustomerservice operations.Overall,the managerandemployeesdidnot

26
thinkthat empowermentwouldworkforvariousreasons.Lashley’sstudy mainlyconcentratedon
much largerchainrestaurantsthat employedalarge numberof people andhadaccessto a much
higherlevel of capital andmanyotherresources,itdidnotinclude the effectempowermentwould
have on a small independentrestaurant.
Ingram and Jones (1998) study found rivalry between different teams in a restaurant for example
between front house staff and kitchen staff, Only one employee mentioned tension with the head
chef, hence the results found are not similar with this study. Most employees did not have any
negative comments regarding their colleagues or manager. This difference can be explained due to
Ingram and Jones’ study focusing on much larger restaurants, which employed a larger amount of
people separatedinto different teams. In those situations, conflict and rivalry were more likely to be
presentincomparisontoa restaurantwithlessthan15 employees.
Purcell and Rowley (2001) implied that employee turnover is an element within the control of
management, which contradicts the findings of this study as it was found that the local competition
for labour was a significant reason for employee turnover, which is not within the control of
management. Purcell and Rowley’s study included five sectors in the hospitality industry, one sector
being a large hotel; consequently, the assumptions made cannot fully be applied to the restaurant
industry.
Lyn’sstudy(2002) foundthat tippercentageshadanimpact onemployee turnover.Mostof the past
and currentfront-of-house staff didnotview tippercentagesasimportant,which doesnotsupport
Lyn’sfindings.Lyn’sstudywascarriedoutinthe U.S.A.,whichcouldexplain the difference found
withinthisinvestigation.
Pollit (2006) found that increasing the provision of training increased retention rates and employee
satisfaction. This largely differs from the results of this study as the manager stated in the past that
training has increased turnover and the majority of staff did not want to receive training. A possible
reason for the difference was that Pollit’s study was based on chain restaurant Nandos, who can
afford to invest a lot of money on training and consequently raise staff salaries after training. The
manager stated that his budgetwas tight so he was unable to raise employees’ salaries, which would
explainwhy employeesare notconcernedwithreceivingmore training.

27
5.3 Managers findings
There are various implications of the findings of the study for the manager because there some
changes that can be done to improve current situation. This investigation found that most of the
employees tended to be income maximisers hence employees tended to leave if they were offered
higher wages elsewhere. Although it could be assumed, a relatively small increase in wages or
increased benefits would stop employees from leaving in reality due to tight budgets and few
resources, small restaurants are unable to increase employees’ wages. Furthermore, if one
employee’s wages increases, other employees may expect an increase in their wages too; this may
cause rivalry between staff and a higher number of grievance procedures which may be bought
forwardto an employmenttribunal.Accordingtothe EqualityAct( 2010, Acas,2013).
“the employer has no right to prevent or restrict employees from discussing their pay with work
colleagues to for the purpose of establishing if difference exit”
From this investigation, it can be assumed that employee turnover is partly related to external
factors such as the economic environment. For example, when the economy is in a recession
employee turnover has decreased, whereas when the economy was booming employee turnover
tended to be much higher as employees had greater choice to move to different restaurants. The
manager can do very little to tackle this problem as has no control over external factor but can
utilize a Pestel framework to understand the external environment and take right decisions and
forecastthe future accordingto the outcome of the framework(Lynch, 2006,p.84).
Many employees complained about their working hours and wanted more days off. This is unlikely
to happen because the manager would need to hire extra staff so that sufficient numbers of staff are
present in the restaurant every evening. An alternative solution might be to offer employees more
flexible working hours as in the interviews employees expressed that this is something that they
would like. Forinstance, on days when it is not busy,employees said that they would like to go home
early or arrive later or also provide employees with the option of job sharing, thus employing 2
people onparttime basisbutworkingtogethertocovera full time post(Bach,2005, p.158).
Conclusion keypoints
Some of the key points of the dissertation are that employee turnover in restaurants should be
continually expected by managers. It also should be expected that the restaurant industry will
continue tohave higheremployee turnoverincomparisontootherindustries,forexample the

28
banking industry. Small restaurants do not have access to the resources and capital that larger or
chain restaurants do. This is a major disadvantage and means that investment cannot be made into
efforts that may lower employee turnover. Competition between rival restaurants is intense which
further worsens the problem of employee turnover. External factors such as the state of the
economy also has an effect on employee turnover, this study has shown that when the economy is
ingood state employeeturnoverishighercomparedtowhenthe economyisinrecession.
6.2 Implicationsforthisrestaurant
Although this study has suggested that employee turnover will continue to be a problem in the
restaurant industry, there are some actions the manager to take in order to reduce the employee
turnover. Increasing flexibility of working hours for employees could prove very beneficial as well as
giving employees the occasional weekend off. Although these actions seem quite small, employees
expressed inflexible working hours and lack of weekends off as some of the main reasons for their
dissatisfaction. It is also very important that if any changes are implemented that it does not change
with the current running of the restaurant. None of the employees mentioned any conflict, which
has been found to be common in many restaurants, so cooperation between employees needs to be
maintained.
6.3 Implicationsforthe restaurantindustry
One of the main implications for the restaurant industryis that the ‘poaching of staff’ does not seem
to be in the best interests of restaurants. Although, it may have short-term benefits, in the long run
it increases employee turnover as employees move around different restaurants much more. It also
drives up costs, as restaurants enter bidding wars for the best employees. This study has shown that
employees are income maximisers, suggesting that they are extrinsically motivated and
consequentlythey maynotbe concernedwithempowermentortrainingschemesif itdid
not meana pay increase.
6.4 Limitationsof the investigation
This investigation adopted a case study approach; hence some may argue (Seale ET. Al., 2004, p.421)
that the assumptions made cannot be generalised to other restaurants as the results are based on a
unique environment. To an extent, this is true however; the conclusions made will apply to many

29
small-scale restaurants in the U.K. who suffer from high employee turnover and a lack of resources.
Certain aspects of the study also apply to much larger or chain restaurants as the issues of
employees being income maximisers and dissatisfied with working long unsociable hours are likely
to be present in these contexts too. Ideally, more interviews from past employees should have been
undertaken, but the study still maintains a large degree of validity. Insights were obtained from 13
participantswhoprovideddetailed informationfromwhichresultsandconclusionsweredrawn.
A limitation could be whether participants in the study were truthful when answering the questions
for example when they were asked about their dislikes; they may have kept certain details to
themselves for fear of losing their jobs. It would also have been preferable to interview participants
for longer, most interviews lasted 20 minutes due time constraints, and ideally, they should have
beenapproximately30minutes. Causesof employee turnovermaychange overdifferentperiodsof
time, so the causes of turnover found in this study may not be the same for this restaurant in five
yearstime.
6.5 Recommendations forfurtherresearch
Further research could also investigate other potential reasons for turnover for example location; it
may be that employees are more likely to leave restaurants in small towns, in search for jobs in big
cities. Rowley and Purcell’s (2001) study commented that in 2001 several employers were finding it
hard to fill positions in their restaurants as employees were being enticed to work in London.
Whether this is an issue for employers in the current market could be investigated. Research could
also be conducted on a large restaurant to see if there are any differences between the rate and
reasons of employee turnover compared to smaller restaurants. It may also be interesting to carry
out this study at the same restaurant in a years’ time. Whether any of the current employees were
still present could be investigated as well as differences in attitudes towards empowerment and
training. Other restaurants in the local area of similar size could be investigated to see whether the
causes of employee turnover apply to restaurants in the local area. This would help to determine
whether causes of employee turnover are specific to each restaurant. One of the biggest difficulties
in conducting the empirical work is that trying to gain insights about people’s feelings on certain
subjectsis quite difficultespeciallywhenthe topicissensitive.

30
Reference List
Mullins,L.J.(1998) Managing Peoplein the hospitality Industry.3rd
edn. Harlow: Longman.
Horn, R. (2009) Researching and writing dissertations.London:CIPD.
Smith,E. Mand Thorpe,R. AndJackson,P. R. (2008) ManagementResearch. 3rd
edn.London:Sage
PublicationsLTD
Johnson,P.AndGill,j. (2010) Research MethodsforManagers.London:Sage PublicationsLTD
Fisher,C (2010) researching and writing a dissertation:An essentialguideforbusinessstudents.3rd
edn. Harlow:PearsonEducationLtd
Riley,M.AndWood, R. C.And Clark,M. A and Wilkie,E.AndSzivas,E.(2010) Rsearching and writing
dissertations in businessand management. Hampshire:CentageLearning.
Lynch,R. (2006) CorporateStrategy.4th
edn.Harlow:PearsonEducationLTD

31

32
Appendix 1
METHOD OF DATA COLLECTION
Appendix I - InterviewQuestions To the Manager
 Do you work in the kitchen/ front of house?
 How long have you worked here?
 How much longer do you expect to work here?
 What are the things you like most about working here?
 What things would you like to change?
 Is there any conflict between you and your co-workers?
 What are your views regarding working conditions here?
 Do you feel valued and respected by your employees?
 How much training did you receive?
 Ideally, would you like the opportunity to receive more training or
 be given the chance to further develop your skills?
 Is there a problem with employee turnover in this restaurant?
 How many employees have worked here in the last three years?
 Do you think employees need more training?
 In your opinion, do you think more training will reduce turnover?
 Do you think that employee empowerment would reduce
employee turnover?
 Could you increase pay and benefits to employee?
 Have you considered leaving to work in another industry?
 Have you considered working in a different restaurant?
 What would be your reasons for leaving?
 Have you any suggestions to how employee turnover could be
 Reduced?
 Why do you think employee turnover is so high?
 Are vacancies easy to fill?
 What is the local competition for labour like?

33
Appendix 2
Waitress advert
 Contract type
Permanent
***** In NorthLondonis lookingforexperiencedwaitersforanimmediatestart.
We are lookingforpeople whoare passionate andknowledgeable aboutfoodandcustomerservice,
whois open mindedandwhoare enthusiasticteamplayers.
We needatleast2 years’experienceinhighqualityandhighvolume fine diningrestaurants.You
needtobe fullyflexible andwillingtolearnanddevelop,andhave anexceptional levelof attention
to detail.
If you meetthe above criteriaplease sendusyourcv.
We Offer:
 Competitive rates
 Opportunitiestogrowanddevelop
 Opportunitytoworkas part of a successful team
It isessential thatyouare able to remaincalmunderpressure,whilstprovidingprofessionalservice
and a fantasticsmile
Due to the vastquantityof applicationsreceived,regretfullywe are onlyable tocontactthose who
have beensuccessful inobtaininganinterview.
All applicationsare retainedonfile foraperiodof 4 monthsto enable usto refertothemshoulda
suitable vacancyarise.If youhave anyobjectionstousretainingyourdetailsforthispurpose please
letus know.
STRICTLY NO AGENCIES
(Gumtree,2013)
***Restaurant name omittedinadvertforprivacy reasons.
It is clearly visible from the advert that the employer seeksemployees who already have had training
and experience withinthe sector,tomaintaintrainingcostlow.

34

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