PROPOSED EMPLOYMENT RETENTION STRATEGIES AMONG

FAST - FOOD CHAINS IN BATANGAS CITY

A Research Paper

Presented to the

Faculty of Alangilan Senior High School

Alangilan, Batangas City

In Partial Fulfillment

Of the Requirements of Practical Research II

Accountancy, Business, and Management Strand

Antenor, Pheona B.

Astaño, Kristine Mariel A.

Catoy, Hazel Ann O.

De Roxas, Kaycee Margarette D.

and

Dr. Christopher Rosalio

February 2023

APPROVAL SHEET
i
 This thesis, titled PROPOSED EMPLOYMENT RETENTION
STRATEGIES AMONG FAST-FOOD CHAINS IN BATANGAS CITY prepared
and submitted by Pheona B. Antenor, Kristine Mariel A. Astaño, Hazel Ann O.
Catoy, and Kaycee Margarette in partial fulfillment of the requirements for
Alangilan Senior High School under Accountancy, Business, and Management,
has been examined and is recommended for acceptance for Topic Proposal.

CHRISTOPHER ROSALIO, PhD

Adviser

Approved by the Committee on Oral Examination with a grade of ____

PANEL OF EXAMINERS

AARON D. MASAYA, LPTALLAN M. AGULAR, LPT, MaEd

Member Member

KATHLEEN P. GARCIA, LPT, MBA, MICB, RCA, MAED

Chair

Accepted and approved in partial fulfillment of the requirements for

Senior High School under Accountancy, Business and Management.

_________________ ELENETH D. ESCALONA, EdD

Date Principal III, Alangilan Senior High School

ACKNOWLEDGEMENT
 The researchers would like to extend their heartfelt gratitude to the entire
person who is on the journey and to all the people who contributed effort and
support to make this research possible.

The researchers would like to thank the Practical Research 2 adviser,

Sir Christopher Rosalio and to our panelists Mr. Aaron D. Masaya, Mr. Allan M.
Aguilar, Mrs. Kathleen P. Garcia for guiding us to make this research worth the
study. We are grateful for their guidance and suggestions as well as the
support for the improvement of the research paper. We also want to express
our gratitude for supporting our study and helping us to develop as young
researchers.

To our parents, for their unending love and support for us in every step
we made in facing so many challenges as well as for the financial support in
doing the research. Without them we would have lack of motivation in pursuing
this study.

To the participants of this research, for their honest and sincere answers
during the conduction of the interview.

Lastly, the researchers would like to lift their gratitude to Almighty God
for the spiritual enlightenment and the learnings that God gave to the
researchers for them to finish the research paper successfully. We believe that
the moment you want to quit, is the moment when you need to keep pushing.
For guiding us every day, the research would not be possible without the
people who support the researchers from the very beginning until the end of
this study.
 TABLE OF CONTENTS

PRELIMINARIES PAGE

TITLE PAGE ………………………………………………………………… i

APPROVALSHEET .……………………………………………………...… ii
ACKNOWLEDGEMENT …………………………………………………… iii
TABLE OF CONTENTS …………………………………………………… iv
LIST OF TABLES ………………………………….………………………. vi
LIST OF FIGURES…………………………………………………………. viii
ABSTRACT ………………………………………………………………… ix

CHAPTER
I. THE RESEARCH PROBLEM ……………………………………………. 1
Introduction …………………………………………………………… 1
Background of the Study ……………………………………………. 4
Statement of the Problem …………………………………………… 7
Theoretical Framework ……………………………………………… 8
Conceptual Framework ……………………………………………… 12
Hypothesis ……………………………………………………………. 15
Scope, Limitations and Delimitation ……………………………….. 15
Significance of the Study ……………………………………………. 16
Definition of Terms …………………………………………………… 17

II. REVIEW OF RELATED LITERATURE ………………………………… 20

Research Literature ………………………………………………….. 20
Related Studies ………………………………………………………. 27
Synthesis ……………………………………………………………… 40

III. RESEARCH METHODOLOGY …………………………………………. 42

Research Design ……………………………………………………… 42
Respondents of the study ……………………………………………. 43
Data Gathering Instrument …………………………………………… 43
Data Gathering Procedure …………………………………………… 44
Statistical Treatment of Data ………………………………………… 45

IV. PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA … 47

V. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS …………. 85
Summary ……………………………………………………….……… 85
Findings ……………………………………………………………..…. 87
Conclusion ……………………………………………………………… 94
Recommendations ……………………………………….…………… 95

BIBLIOGRAPHY ……………………………………………………………… 96
APPENDICES …………………………………………………………………. 99
CURICULLUM VITAE ………………………………………………………... 122

LIST OF TABLES
Table Title Page

4.1.1. Distribution of Respondents in terms of Age …….. 53

4.1.2. Distribution of Respondents in terms of Sex …….. 55
4.1.3. Distribution of Respondents in terms of
Civil Status ……………………………………… 56
4.1.4. Distribution of Respondents in terms of
Monthly Income ………………………………… 58
4.1.5 Distribution of Respondents in terms of
Employment Status …………………………… 60
4.2.1. Assessment of the Respondents of what is the
level of extent on the employee retention
in terms of Performance Appraisal ………….. 62
4.2.2. Assessment of the Respondents of what is the
level of extent on the employee retention
in terms of Work-Life Balance………………… 65
4.2.3. Assessment of the Respondents of what is the
level of extent on the employee retention
in terms of Employee Engagement………….. 69
4.2.4. Assessment of the Respondents of what is the
level of extent on the employee retention
in terms of Growth Opportunities ……………. 71
4.2.5. Assessment of the Respondents of what is the
level of extent on the employee retention
in terms of Rewards and Recognition ……….. 74
4.3.1. Difference on the Respondent Assessment
in terms of their Age …………………………… 77

4.3.2. Difference on the Respondent Assessment

 in terms of their Sex …………………………… 79
4.3.3. Difference on the Respondent Assessment
in terms of their Civil Status…………………… 81
4.3.4. Difference on the Respondent Assessment
in terms of their Monthly Income …………….. 83
4.3.5. Difference on the Respondent Assessment
in terms of their Employment Status…………. 85
4.4.1. Assessment of the Respondents of what is
the level of extent on the employee
retention in terms of Challenges ……………. 87

5 Proposed Employment Retention

Strategies among Fast-Food
Chains in Batangas City ………………………. 90
 LIST OF FIGURES

Figure Title Page

1.1. The Research Paradigm………………………….. 14
 ABSTRACT

This study primarily aims to proposed Employment Retention Strategies

among fast-food chains in Batangas City in order to handle and solve their

turnover issues about their employees and to determine the extent of employee

retention in terms of performance appraisal, work life balance, employee

engagement, growth opportunities and reward and recognition and also the

significant difference on the assessment on employee retention when group

according to their profile variables.

The researchers made use of a descriptive design that serves as the

classification of different activity categories. As such, fifty (50) employees from

different fast-food chains in Batangas City were used as sources of the study.

The researchers then utilized the simple random sampling method to randomly

select the respondents from the population by following the recommended

sample size. The questionnaire was the primary data gathering instrument used

in the study to achieve its main objective.

The researchers utilized the closed form type of questionnaire which is

divided into three (3) parts. Part I contains the profile of the respondents in

terms of age, sex, civil status, monthly income, and employment status. Part II

contains the Assessment of the respondents of what is the level of extent of

employee retention in terms of Performance Appraisal, Work-life balance,

Employee Engagement, Growth Opportunities and reward and recognition and

Part III includes issues and challenges encountered among fast food

companies.

Data was measured using Liker scale and the researchers used statistical

tools such as frequency/percentage, weighted mean, and one-way analysis of

variance to clearly present the data gathered.

The results from the data gathered revealed that the majority of the

respondents are ages 24 - 29 years old, both male and female, mostly single

with monthly income of P4,000 - P8,000 and this range of income is enough for

them to settle with. Moreover, the study also revealed that there are significant

differences in the assessment of employee retention when grouped according

to the extent of the employee in terms of reward and recognition. Lastly, lack of

traceability in the food supply chain is typically caused by companies using

outdated systems results to be most agreed challenges that can be found in a

fast-food chain in Batangas City.

Through these findings, the researchers proposed an action plan that

can help fast food chain managers to introduce new employment retention

strategies in order to make employees stay longer in their fast food restaurants
 CHAPTER I
THE RESEARCH PROBLEM

This chapter deals with the presentation of the problem. Specifically, this

presents an introduction, the background of the study, statement of the

problem, theoretical framework, conceptual framework, hypothesis of the study,

scope and limitations of the study, significance of the study, and definition of

terms.

INTRODUCTION

At present, the Philippines just like other countries have numerous fast-

food chains and restaurants running inside and outside the country. Some of

these fast-food chains are McDonald’s, Jollibee, Kentucky Fried chicken,

Chowking , Greenwich , and many others. The food industry is truly developed

in the country. The fact that Filipinos love to eat was the reason why there are

many fast-food chains, and they start a business.

Fast-food generally refers to the type of restaurants that sell quick,

inexpensive take-out food. During a relatively brief period, the fast-food industry

has helped to transform not only diet, but also landscape, economy, workforce,

and popular culture. The extraordinary growth of the fast-food industry has been

obsessed by fundamental changes in society. The whole experience of buying

fast food has become so habitual, that it is now taken for granted, like brushing

your teeth or stopping for a red light.

 However, what makes them Filipino is the history and society that introduced

and adapted them. The people who turned them to their tastes and accepted

them into their homes and restaurants, and especially the harmonizing culture

that combined them into modern Filipinos fare.

The fast-food industry in the Philippines is growing rapidly and is

dominating the food service establishments. Together with this influx in fast

food establishments is the increase in fast food consumption and an emergence

of an unhealthy lifestyle and increase in obesity prevalence, not only among

Filipinos, but around the world. The growth of the fast-food industry has been

aggressive, especially with its advertisements which have been known to target

families and the youth.

Employees are the most valuable assets and based on a strong and long

running organization. Their significance to organizations calls for not only the

need to attract the best talents but also to perform their strength, commitment,

dedication and their emotional connection to the organization. Replacing

employees costs a lot of money. A company must spend significant time and

money to search for the best talent through advertising, recruitment agencies,

screening, interviewing, and hiring. A study by Employee Benefits News on

employee retention found that the average cost of losing an employee is a

staggering 33% of their annual salary. A mistake some organizations make is

assuming their employees are happy. By fostering a high-feedback

environment, you'll be able to see how employees feel about your organization.
This will allow you to take action to improve areas that are lacking. They strive

hard to deliver their level best and achieve the assigned targets within the

stipulated time frame. That's why we need to give importance to their feelings,

opinions and perspective in their works.

The Human Resources combination department is at the heart of

organizational performance, productivity, turnover, profits, and market value

outcomes. Employees are considered a source of non-duplicable and

sustainable competitive advantage. By using the combinations in capabilities,

resources, relationships and decisions presented by employees, organizations

strategically position themselves thus avoiding threats and maximizing

opportunities. Organizations and Human Resource combinations managers aim

to generate strategic capacity by ensuring that an organization acquires a

skilled, committed and motivated workforce

Employee retention is another essential Human Resources strategy that

should be designed carefully. Retaining employees is an important aspect that

businesses should consider making sure that the right talent stays with the

company. On the other hand, the cost of employee turnover is extremely high.

Not a lot of companies can sustain with high turnover. Moreover, high employee

turnover also suggests that the company does not value its employees and

does not invest in them. This creates a bad reputation for the company in the

industry which ultimately impacts the operations.

 Retention Strategy is the systematic effort to develop an environment

that encourages and motivates employees to remain employed in the

organization. The organization should know some employment retention

strategies such as, Open Communication, Implementing an Effective Feedback

Culture, Investing in their Growth and Development, Offering Unique Benefits ,

and Maintaining a Work-Life Balance.

This study discusses the employment retention among fast food chains in

Batangas. This study will also provide knowledge and awareness to all

companies on how to prevent a low retention rate. This will be their basis for

focusing not just the image of a company but also the employee of a one

company.

BACKGROUND OF THE STUDY

The Philippines is now facing a huge problem in fast-food workers quitting

their work. The turnover rate in the fast-food chains has been rising steadily for

the past several years. And this is a serious problem that needs to be solved.

When the pandemic started, many fast-food chains faced different challenges

when it comes to employee turnover. Employee turnover is the number of team

members who leave an organization, either soon after being hired or later into

their time with a company. The number may indicate how happy and satisfied

team members are with the company or in certain roles or departments, or it

can highlight the level of work-life balance team members experience.

 There are many possible factors of employee turnover in any

organization; This can be because of overwork, this is when team members are

required or feel obligated to work long hours or overtime, they may experience

burnout and mental or physical fatigue. This can lead to reduced productivity

and increased dissatisfaction. Conditions like long working hours, poor work-life

balance and excess responsibilities can contribute to overwork; Inconsistent

management styles, which pertains to Managers and supervisors ensure that

teams set and meet goals, have the resources and training they need and

receive constructive feedback. Sometimes, these leaders can be inconsistent in

how they give feedback to and discipline team members. This can lead to team

members feeling unsupported, unfairly disciplined and unsure of how they can

improve in their role, which can all impact team member satisfaction and

turnover rates; Lack of team member recognition, this refers to little to no

celebration of team members' achievements or hard work, which can lead to

team members feeling underappreciated. It can also make it hard for team

members to determine what good performance looks like in their workplace,

possibly resulting in low productivity, low quality of work or otherwise low

achievement rates; Few opportunities for professional development, this

involves providing opportunities for team members to learn new or advanced

skills, pursue higher education, attend industry conferences, earn professional

certification, or complete role-specific training. When organizations don't

provide these kinds of opportunities, they risk team members stagnating in their

improvement, getting behind on new technology or best practices and

decreasing productivity and effectiveness; and many more but even though

there are a lot of factors of employee turnover there are also many ways on

how to prevent those.

Leaving employees issues is a problem that the Batangas City fast-food

chains, now facing. In reply to this issue, there must be a retention strategy

among the fast-food chains in the city. Retention is prevention of one

organization or management's ability to prevent employee turnover, or the

number of people who leave their job in a certain period, either voluntary or

involuntary. Many employees are leaving their jobs in the fast-food chains, for

some reasons. Some of the employees are leaving their jobs because of

worklife , financial insecurity, poor relationship with the managers and many

more. There are also some issues that include the problems with the company's

culture and its benefits. Most of the people are working in this kind of

management not only because of the salary or income, but specially because of

the benefits and incentives that they can get from the management or company,

so if they are not satisfied to what they are receiving this will lead them to leave

that work and company to find for other that can satisfy their needs. Since it

was a very huge problem to many fast-food chains in the city, managers and

business owners are now thinking of ways on how to prevent their employees

from leaving their management or organization.

 The purpose of this study is to give and propose retention strategies among

the fast-food chains in Batangas City, in order to handle and solve their

turnover issues about their employees.

STATEMENT OF THE PROBLEM

This study aimed to determine the employment retention among fast

food chains in Batangas City.

Specifically, this sought answers for the following questions:

1. What is the profile of fast-food chain employees in terms of

1.1 age;

1.2 sex;

1.3 civil status;

1.4 monthly income; and

1.5 employment status

2. As assessed by the respondents , what is the extent of employee retention in

terms of

2.1 performance appraisal;

2.2 work life balance;

2.3 employee engagement;

 2.4 growth opportunities; and

2.5 reward and recognition

3. Is there any significant difference on the assessment on employee retention

when group according to profile variables?

4. What employment retention challenges are encountered among fast food

companies?

5. Based on the analysis, what employment retention strategies should be

proposed?

THEORETICAL FRAMEWORK

Almaaitah (2017), presented theoretical arguments, debates,

assumptions and inconclusive discussions on past and existing scholarly works

in the areas of employee retention, this theory revealed that human resources

practices factors that could affect employee retention are numerous and include

compensation, career development, and work-life balance. However previous

studies on best practices in HRM have been fragmented and researchers have

not arrived at an effective blend of practices that could improve organizational

commitment and retention .While previous studies focused on the relationship

among the variables, this study is underpinned by the Herzberg two factors

theory and social exchange theory to justify the existence of correlation

between HRM practices, leadership style and employee retention.

 This gave a contribution to this study in terms of knowing and identifying

some of the reasons behind employee retention. To further reconfirm the

importance of employee retention as a critical determinant of organizational

effectiveness, it is essential to test its effect on a broader range of outcome

variables. In this study, the role of human resources practices and leadership

style are examined to see their effect on employee retention. While most of the

extant literature used behavioral theories, this study combined Herzberg two

factors (satisfier/motivator and dissatisfier/hygiene) and proposed a symbiotic

relationship that could benefit both parties through social exchange theory. This

study is limited in scope and context but the contribution to frontier of

knowledge for both theory and practice is unparalleled. Health sector

employees are limited in number due to duration of course of study and

academic rigors involved, thus the limited numbers available are in competitive

demand thereby encouraging high job mobility in this sector. Jordanian work

force generally aspires to move to the West as ditto most developing countries.

Using a well-defined HR practice coupled with leadership style will drastically

reduce attrition rate and enhanced employee retention as conceptualized in this

study. This will contribute to theory and practice through proactive measures

that will not only discourage employee turnover but also enhance productivity.

This study is based on this theory for the application of motivational

theories and models for employee’s retention in an organization. Motivational

theories and models can be very useful in retaining efficient employees and
gaining their loyalty and commitment towards the organization. Job coupling

theory and job embeddedness theory give an idea that the organization should

appropriately do recruitment and selection and ensure that the right person

should be assigned for the right job to achieve the compatibility and fit between

job and employee. The organization working culture should be based on trust

and positive relationships among the organizational members and the same

can be gained through cultivating an open communication climate. A culture of

cooperation rather than competition should be created, and employees should

have easy access to their superiors and managers to discuss their grievances.

The job should be challenging and interesting and the culture of appreciation

and teamwork which will make the employees stay with the organization. In

such situations, the employee will have the feeling that the cost of leaving the

job will be more than its benefits.

This study is based on theories of Laddha & Gidwani, G.D. (2013) on

Employee retention: An art to reduce turnover. Employee retention is a process

in which the employees are encouraged to remain with the organization for the

maximum period of time or until the completion of the project. According to this

study, employee retention is beneficial for the organization as well as the ones

who don't have good opportunities in hand. As soon as they feel dissatisfied

with the current employer or the job, they switch over to the next job. It is the

responsibility of the employer to retain their best employees. If they don't, they

would be left with no good employees. Furthermore, employee job satisfaction

and engagement factors are key ingredients of employee retention programs.

Employee turnover is a measure of how frequently employees leave a

business, and is typically measured on a monthly, quarterly and annual basis.

Turnover rates cover voluntary and involuntary turnover. In other words, it

counts people who left the company to pursue new jobs or educational

opportunities, for personal reasons or to retire (voluntary), as well as those who

the company terminated for performance or behavior violations or as part of

broader layoffs (involuntary).

This theory will give an additional guide and propose explanations of

employee retention to reduce turnover. Employee turnover is the rate of which

employees leave a company during a certain period. They state that a good

employer should know how to attract and retain its employees. Most employees

feel that they are worth more than they are actually paid. There is a natural

disparity between what people think they should be paid and what organizations

spend in compensation. When the difference becomes too great and another

opportunity occurs, turnover can result. Employees comprise the most vital

assets of the company. In a workplace where employees are not able to use

their full potential and not heard and valued, they are likely to leave because of

stress and frustration. In a transparent environment while employees get a

sense of achievement and belongingness from a healthy work environment, the

company is benefited with a stronger, reliable workforce harboring bright new

ideas for its growth Blog Online and Earn Money.

CONCEPTUAL FRAMEWORK

The primary purpose of this study is to determine the Employment

retention among fast food chains in Batangas City. In order to achieve this, the

researchers provided a conceptual model that may serve as a blueprint to guide

them in finding the solution to the problem.

On the other hand, the second box is considered as the process of the

paradigm because it contains the measurement and the instrument used to

make a worthwhile presentation and demonstration of data. It includes the

gathering of information and data, analysis and concisely looking for other

additional information using a questionnaire that will support the study.

Additional thesis and other online references were added to the list of materials

and data sources. The contents of the output in the conceptual paradigm will be

the information regarding the use of employment retention strategies in fast

food chains in Batangas City. By incorporating the results of the study, the

researchers will be able to disseminate the information to the target recipients,

which are also the respondents of the study.

For a clearer understanding of this study, the researchers will adopt the

Input-Process-Output (IPO) Model as the foundation of the conceptual

framework of this research. The IPO model has many interdisciplinary

applications.
 The first box states the researchers' objective, which is to determine the

Profile of fast-food chain employees, employment retention and challenges of

different fast-food chains in Batangas City.

Furthermore, the last part of the paradigm contains the output, which

includes the proposed employment retention strategies among fast food chains

that gave knowledge and awareness to the different fast-food companies in

global or local.

In one piece, those arrows in the conceptual paradigm illustrate the

association between the content paradigms. The first one shows the

relationship between the research objectives and the variables in relation to

measurement and instrumentation used in the study, which is the

Questionnaires.

The instrument was used to gather the information needed for the

content of the input and to propose some strategies that may be used to avoid

losing an employee in one company, which may help them to continually grow

and be effective entrepreneurs in the Philippines.

Profile of fast-
food chain
employees

Seminar
Employment
Retention Questionnaires Training

Team Building
Challenges
 Figure 1

The Research Paradigm

HYPOTHESIS

This study aims to test the below hypothesis:

Ho: There is no significant difference on the assessment on employee retention

when group according to profile variables.

SCOPE, DELIMITATION AND LIMITATION

The general purpose of this study is to give and propose retention

strategies among fast-food chains in Batangas City, in order to handle and

solve their turnover issues about their employees. This study will also provide

knowledge and awareness to all companies on how to prevent a low retention

rate. This will be their basis for focusing not just the image of a company but

also the employee of one company.

This study focused on the employees of a fast-food chain company in

Batangas City, who will serve as the respondents of the study. Specifically, the

study focused on the chosen fast-food companies only in Batangas City, which

are Jollibee located in Kumintang Ilaya, McDonald's at Diversion Road Bolbok,

Chowking and Mang Inasal located in Rizal Avenue, and KFC at P. Burgos.

Further, the respondents' assessments of the extent of employee retention in

terms of performance appraisal, work-life balance, employee engagement,

growth opportunities, reward and recognition are also stated, then the

challenges and issues encountered among fast-food companies.

However, the researchers did not include all of the respondents, all of

the fast food chains, because of the following reasons: lack of time and lack of

resources. Instructed interviewing and self-made survey questionnaires were

the main tools used by the researchers in gathering the necessary data.

SIGNIFICANCE OF THE STUDY

This study will be beneficial to the following:

To the Fast-food chain. This study will be useful to help them to make

the fast-food chains grow.

To the Customers. This will be useful in alleviating ignorance in terms of

fast-food chains. This will guide them in one way or another in deciding to eat in

fast-food chains

To the Fast-food managers. This study will help them to develop

beneficial strategies and techniques which could raise their sales of their fast-

food restaurant

To the Fast-food employees. This study will give them awareness of

different experiences with employment retention.

To the Teachers. The finding of the study will serve as reference point

for class discussion. This study seeks to make a contribution to general in

academic knowledge in the field of business, which could facilitate the

questions and concerns of ordinary person

To the Accountancy Business and Management (ABM) students.

This study will serve as a guide to shared experience of employment retention.

To the current researchers. This study will serve as their modest

contribution in determining the shared experiences of employment retention.

To the Future Researchers. This will give them information and ideas in

their studies concerning employee and employment retention, especially in this

generation where the advancement of technology is rapid, and people

continuously accept and adopt these innovations.

DEFINITION OF TERMS:

For vivid understanding, the following terms were defined conceptually

and operationally.

Employee engagement. It pertains to the human resources (HR)

concept that describes the level of enthusiasm and dedication a worker feels

toward their job (Tim Smith,2020). In this study, this refers to Employee

engagement is the strength of the mental and emotional connection employees

feel toward the work they do, their teams. The nature of the relationship

between an organization and its employees. It’s a people who are committed to

their work and the goals and values of their company.

 Employee retention. Specifically defined as an organization’s ability to

prevent employee turnover, or the number of people who leave their job in a

certain period, either voluntarily or involuntarily. Increasing employee retention

has a direct impact on business performance and success (Marc

Holliday,2021). In this study, this refers to letting the employees stick to an

organization for a longer period. Employees choose to stay on with their current

company. It's an ability of a company to employee turnover.

Fast-food. This is a type of restaurant that offers low-cost food that is

cooked and served quickly (Houghton Mifflin Harcourt,2010). In this study, this

refers to the restaurant that can prepare the food easily and quickly. It’s a food

that can be prepared quickly and easily and is sold in restaurants and snack

bars as a quick meal or to be taken out. Fast food is often the type of food you

can take away to eat.

Fast-food Chain. This is a usually operated in chains or as franchises

and heavily advertised, offer limited menus—typically comprising hamburgers,

hot dogs, fried chicken, or pizza and their complements—and offer speed,

convenience, and familiarity to diners who may eat in the restaurant or take

their food home (George lang,2021). In this study, this refers to a chain of

restaurants serving fast food. It’s a group of restaurants with many different

locations that share a name and concept. They can either be owned by the

same company or be individually owned through franchising.

 Retention. It is the continued use, existence, or possession of

something or someone (Cambridge dictionary,2022). In this study, this refers to

the employee leaving the fast-food chain. How to make the employee stay in

the Fast-food Restaurant. Retention has a 3-core term which is at customer

retention, retention marketing, and customer retention team.

Retention strategy. This term defines a plan that organizations create

and use to reduce employee turnover, prevent attrition, increase retention, and

foster employee engagement. (BambooHR,2022). In this study, this refers to

strategies used to keep its employees. It’s the main goal to meet the

expectations of employees without losing sight of the fast-food chain’s goals to

ensure maximum return on investment. Plans of that organization follow to

reduce employee turnover and attrition and ensure employees are engaged

and productive in the long-term.

 CHAPTER II
REVIEW OF RELATED LITERATURE

RESEARCH LITERATURE

Profile of employee. An employment profile is essentially a summary of

the abilities, credentials, and character qualities that your ideal hire would

possess. It can be compared to a candidate persona.

Employee retention is one of the hardest difficulties facing managers

because employees are an organization's most significant, valued, and

productive asset. To address issues of this nature, a fully integrated retention

strategy must be developed because replacing important staff requires high

turnover. In a different investigation by Terera & Ngirande (2014) discovered a

significant link between job happiness and employee retention, providing an

indication to the business of how to maintain employee satisfaction.

According to the “Fast Food Industry Analysis—Cost & Trends' ' (2018),

over the globe, this sector generates around US$570 billion in revenue. The

fast-food sector is the second largest sector in Pakistan, accounting for 27% of

its production. Pakistan occupies the world’s eighth largest market concerning

fast food and food-related business. The hospitality sector generates 16% of
the total employment in the manufacturing sector, with a forecasted 180-million

consumers (Noor, 2016). The estimated employment figure indicates the

number of employees required to retain in the growing industry. Given the

assertion on the importance of retaining talent in the Pakistan food sector, this

article attempts to find strategies for employee retention (ER).

PERFORMANCE APPRAISAL

Performance appraisal is a process for evaluating and documenting how

well an employee is carrying out his or her job. It is part of a company’s

performance management system. Performance appraisals are based on the

employee’s progress against goals set once a year with his or her manager.

Usually, employees and managers will have check-ins throughout the year; at

the end of the year the manager assigns an overall rating.

Aggarwal and Thakur (2013) assert that performance evaluation is a

methodical and objective strategy that entails evaluating each employee's

performance in light of the necessary skills and attributes for the position. They

also noticed that by comparing employee performance to predetermined criteria

and standards, managers are able to identify how each employee contributes to

the broader organizational goals and what has to be done to boost the

employees' productivity moving forward. The management team can embrace

it, help motivate staff members to be more productive, create new work

practices, and manage. With the aim of assessing employees' performance in

relation to the objectives specified, frameworks are established for recognizing

and seeking solutions to organizational problems as well as for maximizing

employees' potential. It is crucial for the achievement of employee goals to

result in the accomplishment of corporate goals, ensuring the organization's

continued existence and growth.

Employees become the ultimate asset to ensure that the organization

operates as planned. The relation between the appraisal system and the

organization’s strategy is used as a strategic tool to achieve the organization’s

vision. This will evidently be a key factor in communicating values, promoting

flexibility and maximizing individual potentials and contributions. Tziner and

Roch (2016) found that rather personality traits and attitudes toward

performance appraisal systems are important variables likely to connect to high

(positive) vs. low (negative) rating behaviors.

WORK LIFE BALANCE

Work-life balance has always been a concern of those interested in the

quality of working life and its relation to broader quality of life. In the early days

of the industrial revolution in Europe (and today in some parts of the developing

world) a primary concern was with the impact of child labour. Yet work-life

balance has come to the fore in contemporary debates largely because in

affluent societies the excessive demands of work are perceived to present a

distinctive issue that needs to be addressed.

According to Nicklin et al.,(2019); Kaya and Karatepe,( 2020) work-life

balance (WLB) has received a lot of attention from researchers and

management professionals over the past few years. Work-life balance is

gradually taking on more significance for employees and influences their

decision to stay with a company. Employees today yearn for flexible work

arrangements that let them balance their home and professional lives. The

degree of sacrifice an individual is willing to make at the price of other aspects

of life determines the balance between their personal and professional lives.

EMPLOYEE ENGAGEMENT

According to Harter etal., (2013), findings indicated that employee

engagement was related to nine (9) organizational outcomes viz.“customer

loyalty/engagement, profitability, productivity, turnover, safety incidents,

shrinkage, absenteeism, patient safety incidents, and quality (defects)”.

Employee engagement is becoming a serious organizational problem primarily

a concern as businesses heals from the devastation of the worldwide

recession. Consequently, employee involvement due to the fact that it is a

crucial factor for corporate survival and fulfillment, has emerged as the topic

that top management around the world have been discussing the most this

decade. Employee involvement has become a major concern for business

issues in every organization. If the organization can demonstrate more clearly

the connection between engagement and business performance and

produce a return on investment for its efforts, it will be more effective.

GROWTH OPPORTUNITIES

Development opportunities are one of the crucial elements of retention.

The studies that follow have a primary focus on prospects for development. A

healthy and productive firm depends on engaged employees, and one of the
most crucial factors in fostering employee engagement is growth. People

become complacent and the disease of disengagement spreads if they aren't

pushing themselves and picking up new abilities. The potential for large growth

can be summed up as a growth opportunity. Whether it be in your professional,

private, or recreational life. The secret to total success and contentment is the

ability to evolve.

In Biswakarma (2016), career development was explained as a person's

impression of the opportunities for growth and development within a company.

According to Wang et.al, (2014) younger generations of workers in particular

have a tendency to place more emphasis on job advancement. They frequently

quit the company, which might be detrimental to their professional development.

Employees who don't feel that their careers are progressing within a company

are more likely to depart and look for other opportunities. This shows that

workers who believe their company cares about their professional development

will act favorably on the company's behalf.

Organizations ought to highlight at accelerating employee promotions

and increasing their pay in order to keep them on the organizing workforce and

motivate them to contribute to these organizations' effectiveness and

productivity.

REWARDS AND RECOGNITION

Rewards are more fitting for the actions of following regulations or

upholding requirements, such as refraining from being late or tardiness,

achieving production or quality targets, etc. Although significant, these actions

rarely serve as a means of strategic differentiation from rivals in the market. It

wouldn't make sense for a company to stake its strategic future on having

workers who follow the law merely because compliance with the law is a trait

that other businesses can easily copy. Effective reward schemes may be the

entry fee into the game, but they never actually aid in winning it.

On the other hand, genuinely motivated actions like creativity, dedication,

and initiative are appropriate for recognition. As a result, individuals who exhibit

these characteristics are more likely to be innovative and creative, to go above

and beyond the call of duty, and to be open to change. They are a source of

strategic distinction, therefore proceed. These actions also demonstrate the

distinct worth and contribution that each employee makes to the company. The

processes that integrate, align, and deploy the distinctive value of people make

up a firm's unique core capabilities in the end. Recognition provides a strategic

purpose by bolstering and enhancing behaviors.

CHALLENGES IN FAST FOOD CHAIN

In their study (Eldridge & Nisar, 2011; Terera & Ngirande, 2014), the

author talks about three types of challenges that companies face in the

retention of employees. There is stiff competition from rivals, brain drain i.e.,

migration of skilled labour from one country to another country which offers

better opportunities, and rewards. and companies are unable to predict the

future requirements of employees and thus unable to take corrective action.

RETENTION STRATEGIES
 Turnover is a great problem and that is the reason that a lot of effort is

put into the retention of employees. When an employee leaves an organization,

he takes the culture, values, skillset with him which can be tapped by the

competitors and that is something no company likes to happen with them. As

the cost of replacement for an employee is huge, it is always better to keep the

existing employees in the flock. Retention is also necessary for the growth and

stability of an organization. A retention strategy is a plan that organizations

create and use to reduce employee turnover, prevent attrition, increase

retention, and foster employee engagement. Here are some retention

strategies:

1. Provide good working conditions and introduce positive performances.

2. Appreciate all the good work and mentor him where he is wrong. He

will feel at ease and will be delighted that the company cares for him.

3. The management should check that there is no miscommunication

between the top management and employees because a wrong message is

dangerous.

4. Flexible working hours for those who really need to fulfill other

important personal obligations.

5. Work life balance is very much necessary because if an employee has

personal discomfort they will not work and finally leave.

6. Bonuses should be given on occasions and pay should be raised if an

employee does good work.

7. Provide medical benefits.

 8. If possible, provide him with an insurance policy so that he feels that

company cares for him.

9. Recruit the right person for the right job because a mismatch will

hamper the work and cost a lot to the company.

10. Train the employees from time to time so that their skills enhance,

and they serve the organization better.

11. Have faith in your employees and include them in important decision

making so that they feel they are part and parcel of the company.

Each and every company has to understand the needs of its employees

and work accordingly. One approach cannot fit all, so every company should

devise its own methods of retaining employees apart from what is always

practiced.

RELATED STUDIES

Molly (2022) stated that employee retention brings with it a lot of

benefits. If companies focus on retaining employees, keeping them engaged

and looking after their wellbeing, they’ll certainly reap the rewards. Increased

retention results in greater productivity, profits, increased engagement and

employee satisfaction. Companies that value their employees will reap the

rewards of a dedicated, passionate and skilled workforce. However, those that

fail to nurture and reward their staff won’t get the most out of their people,

regardless of how talented they might be. A company’s employee retention

improves when: Employees know they will be recognized and appreciated for

their contributions.

Employees see opportunities for professional growth and career development.

They understand when business change happens and why. All of these factors

help improve employee engagement and establish trust between the workforce

and their employer.

Guzeller and Celiker (2020) conducted a study on the relationship

between organizational commitment and turnover intention in the tourism and

hospitality industry. Guzeller and Celiker synthesized and analyzed individual

studies via a meta-analysis and examined the relationships between

organizational commitment and turnover intention and determined the

relationships' validity and reliability. Guzeller and Celiker analyzed 13 scientific

papers that met the inclusion criteria and found a moderate negative correlation

between organizational commitment and employee turnover intention in the

tourism and hospitality industry. According to Guzeller and Celiker, individuals

who had emotional obligations to their institutions had lower turnover intentions

than others. Guzeller and Celiker concluded that the right personal selection,

performance evaluation techniques, promotion, training, talent management,

secure communication, trust, and justice reinforced organizational commitment

and attracted talented individuals to the organization that ensured employee

retention.
 Rombaut and Guerry (2020), states that the retention strategies such as

compensation and recognition are found to have a positive average treatment

effect on the entire employees. However, with personalized treatment learning,

the treatment effect on the individual level can be estimated. This results in an

ability to profile employees with the highest estimated treatment effect. Through

a data-driven approach, the actual effect of retention strategies on employee

turnover is investigated. This study presents a procedure to build an uplift

model for testing the effectiveness of the different strategies on HR data. The

uplift model is based on random forest estimation and applies personal

treatment learning estimation. Even though the uplift modelling approach is

becoming increasingly popular within marketing, this approach has not been

taken within human resources analytics. This study opens the door for further

research and for practical implementation.

Montani et al. (2020), In this study, managers acknowledged employees'

exceptional performances by recognizing employee expertise, providing work

assignments following their qualifications, providing professional practice

awards, and implementing programs that rewarded innovation. Moreover,

effective managers recognized employees' efforts by thanking them for their

involvement in work projects, recognizing employees' ideas regardless of their

future utilization, highlighting the time invested in a team project, and

appreciating perseverance in pursuing difficult tasks

 Ramapriya, M., & Sudhamathi, S. (2020), mentioned that the best way to

enhance employee retention is to understand what employees require from the

organization and deliver it to them. Because each worker's needs will differ,

administrations must be able to identify the limits and act accordingly. It is not

possible to meet every employee's expectations. Organizations can instill this

feeling in their employees by enforcing appropriate HR policies and procedures.

Employers should consider maintenance strategies as long-term investments in

the company's future growth and competitiveness. Employers must recognize

this challenge and invest in both job content and formal training. Employers

must be eager to establish their own leadership development program.

Employers must identify and develop internal leaders as current and future

leaders. Every employer must maximize the available opportunities to

implement their maintenance strategies and invest in their employees, who

become stakeholders and increase the company's competitive and financial

bottom line. Employee retention strategies have a high impact and benefit both

the employee and the manager. Finally, employee retention strategies should

be incorporated into all aspects of an organization's principles and operations.

This study provided employee retention strategies.

We all have different expectations from our jobs as humans. The

retention of employees has historically relied heavily on financial perks, but as

time goes on, employee tastes are shifting. According to Bode, Singh, and

Rogan (2015), some employees would rather forgo compensation than take
part in corporate social initiatives. They also highlight the fact that there is a

positive correlation between employee participation in the CSR and their level

of motivation and increased company identification. This encourages people to

work for the business longer.

Hytter (2019), explained that there are some factors such as personal

premises of loyalty, trust, commitment, and identification and attachment with

the organization have a direct influence on employee retention and

workplace factors such as rewards, leadership style, career opportunities, the

training and development of skills, physical working conditions, and the balance

between professional and personal life have an indirect influence.

Sheraz et al. (2019) described employee retention as the act of

motivating an employee to stay with an organization for a considerable period

or until the fulfillment of the employee's contract under human resource

practices. For an organization to achieve a competitive advantage, it must be

efficient to maximize and utilize its resources to retain its employees. When

employees were not satisfied with the organization, they found employment with

another employer. Organizations should have the capacity and capability to

absorb, retain, and maintain their employees. Employee retention encourages

employee loyalty to the organization. A good organizational structure facilitates

career development programs that support the employee in achieving

organizational goals. Sheraz, indicated a significant relationship between

employee retention, job satisfaction, and career development. Kamalaveni etal.,

(2019), explained that managing talents is a significant challenge, and

developing policies and practices to retain the best employees is critical. At this

juncture, it is necessary that strategies must be aligned with HR practices.

Human resource planning estimates the gap between the demand and supply

of workforce required for the future ba used on the objectives of the

organization. It also helps in succession planning whereas it aims to determine

the competent strategic positions in an organization. Any retention strategy

without aligning these practices would be ineffective. It is evidenced over these

studies that organizations are framing various policies and strategies to retain

the talents. To avoid poaching of employees, to compete with its competitors

and to survive in a dynamic environment, organizations must concentrate on

the factors of ‘staying’ for enhancing satisfaction and commitment to retain the

talented workforce. This study brings a holistic approach to retain the talented

and committed employees in organizations.

Saleem and Qamar (2017) inferred that dissatisfied employees had a high

tendency to leave an organization; however, satisfied employees do not

necessarily stay with an organization. Saleem and Qamar empirically

investigated turnover intention and job-hopping antecedents simultaneously.

The study included an examination of perceived alternative employment, job

satisfaction, and involvement on turnover intention job hopping behavior, with

organizational commitment as a mediator. Saleem and Qamar used established

questionnaires to measure the variables and analyzed the results through a

structural equation modeled on a sample of 250 faculty members from both

public and private universities. The study indicated that faculty members did not

intend to leave or hop jobs with job satisfaction, mediated by organizational

commitment. The variable of perceived alternative employment also showed a

positive relationship with employees' intentions to quit, while faculty members'

job hop, if not satisfied, despite lacking substantial alternative employment

opportunities. Saleem and Qamar inferred from the study results that monetary

consideration was not the only factor that affected employee retention, even in

developing countries. Instead, the satisfaction an employee derives from his/her

job or the employee's environment serves as a significant antecedent of

employee retention. Well-planned perks and rewards served as a source of

extrinsic and intrinsic motivators for employee retention.

Rakhra (2017), explained that good retention strategies aid in reducing

employee turnover. The analyses and findings clearly proved that the

organizations must focus on keeping the staff happy and satisfied. It is more

important than ever for organizations to have satisfied and productive

employees. When employees are dedicated and involved completely in the

company, profits are automatically higher. Similarly, the company is bound to

suffer when the employees are dissatisfied. Moreover, companies of today

need to focus on their employees not only in difficult times at work but also in

any kind of personal problems. Furthermore, valuable feedback provided to

employees is also a strategy to make employees feel valued to the organization

and make the employees more responsible and confident. An environment of

trust at the workplace helps the employees stick to the job for a longer time.

Lastly, the companies must ensure in keeping the top talent employees of the

organization happy and content which is extremely vital for the growth of the

company.

Thu (2017), stated that performance appraisal is helpful to meet the

objectives and targets of the organization. Performance appraisal system plays

a very vital role to increase employee retention and commitment because it is

helpful to identify employee’s weaknesses, strengths and future skills required

for employee growth and performance. It is considered a door to increase

employees‟ growth and career in the organization. The staff also has higher

expectations from the performance appraisal system because employees

believe that it is useful to improve the performance. Thus due to the high

expectation from performance appraisal, it has a significant effect on

employees' intention to stay for the long term in the organization.

Garg (2016) stated that work-life balance has a positive effect on

employee retention. The conclusion of Grag’s research stated that companies

need to increase the use of work-life balance options such as flexible time,

division of labour, and taking breaks from work so that employees can feel that

the organization facilitates their coordination in family and professional work life.

A work-life balance makes employees feel job satisfaction because they can

work well while in the office; therefore, they do not need to be burdened with
problems outside of work. In addition, good quality of work-life balance will

increase employee retention so that the company can avoid problems related to

employee retention.

Consequently, there are more opportunities for employees to participate

in task-related activities currently decision-making and to provide

recommendations, ideas, or suggestions for fruitful organizational

transformation (Barry & Wilkinson, 2016).

Effective employee engagement strategies (direct and indirect) result in

more favorable attitudinal results for organizations (commitment, job and pay

satisfaction, retention). It may be difficult for employees to leave an organization

when they have a significant role in formulating its rules and decisions (Ojasalo

& Tahtinen, 2016).

Cloutier et al., (2015) research explained that organizational stability will

reflect through the level of employee retention. Study also reveals that effective

communication, diverse workforce, method of recruitment process, employee's

development and training programs affects the retention rate of the employees

in the organization.

Based on Cloutier et al. (2015) in their studies, an employee's working

conditions improve when they have a solid rapport with their manager, and if

they are given leadership responsibilities, they develop a strong sense of

corporate belonging. Efficient communication process helps the organization to

retain its employees.

 Employee engagement and retention are interrelated since both lead to

either good productivity or extremely low productivity. Wilkinson, Mowbray, and

Sun (2018) claim that the original indirect forms of employee engagement—

worker unions, worker direction, and joint consultation committees—have given

way to more direct employee-manager partnerships in the form of consultative

and delegative participation.

Participation by employees can take both direct and indirect forms, such

as sharing ownership plans, task delegation and consultation, and employee

representatives. Employee involvement programs encourage equality of

opportunity and provide rewards that increase employees' commitment and

retention (Allen, 2015).

Employee retention strategies and practices primarily strive to do two

things within the companies. One is to lower employee turnover, and the other

is to significantly lower the costs involved with recruiting, hiring, training, and

orienting new hires (Iqbal & Hashmi, 2015).

Moreover , when employees have some control over decisions affecting

their employment, their retention rate rises. Fair and open remuneration

methods have the potential to have an impact on this relationship (George,

2015).

Low employee retention rates among first-line workers are sometimes

caused by low salary levels, which discourage employees from engaging in

procedures like delegation, consultation, and ideas. Additionally, they view

these practices as a challenge to their work-life balance and think the

associated efforts are not worth it (Agustine & Ssemugenyi, 2014).

Mehta, Kerbelli and Dhankar, (2014) focused on the performance

appraisal which is an important tool both the employee and employer, from

employers’ perspective employers based on past performance can judge how

the employees are faring. This helps the employers to plan and implement

resource planning adequately. On the other hand a fair appraisal system not

only increases employee’s motivation and commitment level but also provides

them opportunities for improving their performance. Furthermore, Performance

appraisal has a strong effect on employee retention provided it is fair and

transparent.

Stocker et al., (2014) stated the Employees tend to stay with the

organizations that recognize their efforts and performance irrespective of

monetary incentives. Financial remunerations like a paycheck are not the only

motivational factor to employee work satisfaction; they need recognition for

outstanding job performance. Furthermore, employees' non-monetary attention

has contributed positively to employee psychological well-being.

According to Terera and Ngirande (2014), employee rewards and job

satisfaction are two important dimensions when it comes to employee retention.

A major factor that employees consider when making the decision to leave or

remain in an organization is the compensation. Employees also consider their

happiness when making the decision to stay with an organization. The results

from this study show that rewards and job satisfaction are key factors in

retaining employees. Therefore, it is very important for management to develop

a retention strategy that addresses employee compensation and job satisfaction

as major factors. Compensation and benefits package of employees should be

lucrative so that it attracts the valued employees to remain in the organization.

This retention strategy should make an organization a great experience. The

results of the study also showed that the relationship between rewards and job

satisfaction is insignificant. This shows that other than rewards, there are other

factors that contribute to the job satisfaction of employees. Organizations

should therefore investigate other factors that result in the satisfaction amongst

employees so that they can be incorporated in the retention strategy.

Hyman et al., (2013) stated that work-life balance is increasingly

important for engagement and affects retention. Their empirical research in the

UK found that interventions of work demand into personal life (e.g. working

during the week-end) resulted in heightened stress and emotional exhaustion

among the employees. In a study conducted by the Australian Telework

Advisory Committee it was found that 70% of businesses that incorporated

telework options reported a number of positive benefits, such as increased

business productivity and reduced costs, improved employee flexibility and

work life balance, and increased workforce participation.

 According to L. Das and Baruah (2013), job satisfaction occurs when the

expectation of employees that he brings to the firm at the time of joining

corresponds with reality. Terera & Ngirande (2014) observed in another study

that there is a substantial correlation between job happiness and retention of

employees, which gives the business a hint to keep their employee content.

Roger Herman (2012), explained the growth opportunities are key to

employee retention. Personal growth is also gaining popularity in the corporate

environment. Developmental activities that don't necessarily relate to the work

the employee is doing can still be very valuable in enabling the individual to be

a better person—and a better employee. With the need for people to better

manage their lives, often under challenging circumstances, personal strength

and confidence can make a difference. Confident employees, with less stress

inhibiting their performance, can do a much better job for the employer and for

themselves. Supervisors of trainees should be evaluated on their effectiveness

in using training and development to improve performance and employee

retention. Wise employers will invest a considerable number of resources to

upgrade the capacity, dedication, confidence and effectiveness of their

supervisors, managers and executives. They have no choice. If this

strengthening is not accomplished, those supervisors—and probably many of

the people working for them—will leave for positions with greater opportunity to

grow. Employees can be engaged through the personal growth process. By

participating in classroom training, they are investing in learning with co-

workers. If they're being coached, employees are closely connected with their

supervisor or another member of the corporate community who cares about

them.

Mentoring has the same effect. Learning together, investing in each other’s

development, creates a powerful emotional bond that supports collaboration

and retention.

Johnson et al. (2000) explained that retention is the ability to be attached

to employees that the company wants, longer than other companies, therefore it

can be said that retention is a long-term relationship or commitment between

employees and the company. Employee retention is an important tool for better

performance. Organizations today are competing to retain employees for a

longer period. These organizations focus on attracting the best people,

selecting them, and then retaining talented employees. To retain employees,

employers should use practices that benefit both employers and employees and

lead them to high standards of performance. To create a sense of association

between organizational values and employees, it is very important to recruit

employees driven by policies and perspectives. If supervisors provide support

to their employees, employees will feel more connected and related to the

organization and in return, they can support the organization through retention.

SYNTHESIS

Previous studies determining proposed employee retention in fast-food

chains in Batangas City shows similarities and differences in the present study.
In the study conducted by Terra & Ngirande, the managers were the one used

as the respondents while the current study utilized employees. This study and

the studies from Terera & Ngirande , Tziner and Roch,nicklin et Al., Kaya and

karatepe, determined that making a lot of strategies are some of the proposed

employee retention. In determining the propose d employee retention

among fast-food chains in Batangas City, the researchers from the previous

and present study used questionnaire as the research instrument.

The studies presented and the present studies are all focus on the

employee retention using such as employee strategies to avoid the employee

turnover
 CHAPTER III
RESEARCH METHODOLOGY
RESEARCH DESIGN

The purpose of this study is to propose employment retention among

fast-food chains in Batangas City. To meet this purpose, the descriptive method

is utilized.

To satisfy the objective of this study, the researchers made use of a

descriptive design. Descriptive design serves as the classification of different

activity categories. As a research activity, valuation describes the prominence

of an event at a specific moment without a value judgment, justifications, or

fundamental causes or justifications for doing action. (Cresswell , 2014).This

research design, according to the researcher, was acceptable since it could

easily depict the situation or relationship between variables from which specific

inferences about a given category or population could be drawn. It also

discussed and described the procedures and methods required by the fast

-food industry.

It also includes a quantitative collection of numerically tabulated data

along a continuum, such as test results or the frequency with which a person

chooses to use a particular multimedia function, or it describes categories of

information like forms of ownership or technological interaction patterns. The

researcher thought that the problem and the relationships between the

variables might be accurately described by this descriptive study. This study's

design is best suited to elicit preferences or information about the strategies

used by fast food chains in Batangas City.

RESPONDENTS OF THE STUDY

The population of the study includes (number of employees) fast-food

chains employees in Batangas City. Out of the population, the recommended

sample size is (sample size number) employees. The sample size was

determined through the Rao soft sample size calculator at raosoft.com with

95% confidence level and 5% margin of error.

The researchers then utilized the simple random sampling method to

randomly select the participants from the population by following the

recommended sample size. According to Thomas (2020), a simple random

sample is a randomly selected subset of a population wherein each member of

the population has an exactly equal chance of being selected.

DATA GATHERING INSTRUMENT

The researchers will utilize survey questionnaires as the instrument in

gathering data for the study. This will be used for the necessary information to

conduct the study.

The content of the Questionnaires is based on the related literature

gathered and created for employees in fast-food chains in Batangas City. It is

made through the help of various references, articles, related books, and

studies from the internet websites. The question is related to retention

strategies.

Before utilizing the questionnaires, the researchers sought approval from

their research teacher. Comment and suggestions from the teacher is implied

upon the research instrument that will be used.

The results of the test used the following verbal interpretation.

Scale Range Verbal Interpretation

4 3.50 – 4.00 Great Extent

3 2.50 – 3.49 Moderate Extent

2 1.50 – 2.49 Less Extent

1 1.00 – 1.49 Least Extent

DATA GATHERING PROCEDURE

 Upon approval of the title and studies of the problem or objectives, they

finalize it, and they ask the help of an expert person who validated the

Questionnaire’s researchers requested the cooperation from the manager in

distributing the questionnaire to the employee. After the validation, the

researchers personally distribute to ten employees per fast-food chain in

Batangas City, who are willing to give information and strategies from different

fast-food chains in Batangas City. The employee was informed about the

confidentiality of their response and that the data will only be utilized for the

purpose of the study.

The researchers retrieved the Questionnaires, tailed and analyzed to

come up with desire results of the study.

STATISTICAL TREATMENT OF DATA

Frequency/Percentage. It was used for the distributions of employees

according to the profile variable. Percentage formula was used to interpret the

computed weighted mean for Part II of the questionnaire for each criterion in

every employee retention component such as Performance appraisal, Work life

balance, Employee engagement, Growth opportunities, Reward and

Recognition.

Weighted mean and Standard Deviation. It was used to assess the

answers of the 20 employees’ regarding the evidence of employee retention in

terms of its components. The weighted mean also reflects the typicality of each

of the 20 research participants.

The computed weighted mean was interpreted using the following scale.

Option Scale Verbal interpretation

4 3.50-4.00 Great Extent

3 2.50-3.49 Moderate Extent

2 1.50-2.49 Less Extent

1 1.00-1.49 Least extent

Multiple linear Regression. It was used to determine the significant

differences on the assessment on employee retention when grouped according

to the profile of the fast-food chain employees in terms of Age, Sex, Civil status,

Monthly income, and Employment status of the employee.

The research requested permission and time for the survey for ethical

reasons. A brief discussion of the objectives of data collection was conducted

as part of the academic requirements. The researcher also informed them that

their participation was voluntary and that they had the right to withdraw from

any active data collection at any point under pressure or fear of reprisals. The

collection of data has been treated confidentially. The full consent of the

participants has been waived.

 CHAPTER IV
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter provides the presentation, analysis, and interpretation of

data gathered by the researchers from the respondents through questionnaires.

1. Profile of the Respondent

It was considered in the study the profile of the respondents which are

the fast-food chain employees in Batangas City in terms of age, sex, civil

status, monthly income and employment status. The summary of the profile

variables will show in tables 4.1.1 to 4.1.5.

1.1. Age

It was considered in this study the age of the respondents from fast-food

chain employees in Batangas City. Table 4.1.1 shows the frequency and
percentage distribution of the respondents from (5) fast-food chain companies

in Batangas City in relation to their age.

The ages of the respondents were grouped according to age bracket

with an interval of 5. The age consideration starts from 18 years old and ends

with 41 years old and above, which is the legal working age required for a

person to work.

Table 4.1.1

Distribution of Respondents in terms of Age

Age Bracket Frequency Percentage

`18-23 years old 20 40

24-29 years old 22 44

30-35 years old 4 8

36-41 years old 4 8

Total 50 100

The frequency distributions of the 50 respondents in terms of age are

ranked as follows, the age group bracket of 24-29 years old had 44% were the

top of the list; followed by the age group of 18-23 years old with 40% as shown

by the result and ranked as second; and the ages bracket of 30-35 and 36-41

years old has both percentage of 8%.

 It was stated in the result that 22 respondents out of 50 or 44% of the

fast-food chain employees in Batangas City have ages between 24-29 years

old. It can be implied that the result represent that this age bracket of the

employees are the legal working age or the minimum age required for a person

to work and this point of age, people are likely to become independent to their

lives, therefore they have to find their own job and face the responsibilities in

order to sustain their own lives and particularly, they are the respondents who

are capable to know the employment retention strategies among fast-food

chains.

The age bracket which ranked second is 18-23 years old with 20

respondents at 40% percent. At this age, it is mostly composed of working

students who need to work in order to sustain their financial needs and gaining

experience, as well as making some extra money to support their education.

Least number of Respondents belong to the ages of 30-35 and 36-41

years old with the same percentage of 8% and 4 respondents. This signifies

that this type of person had a long experience and ability to learn quickly in

working at a fast-food chain restaurants.

It is supported by the study of Mehta (2014) age 24-29 is the legal

working age for a person to work. They have the skills, enthusiasm and

innovative ideas to help the business stay fresh and up to date. Performance

Appraisal is a big part of their work experience that helps the employers to plan
and implement resource planning adequately, on the other hand a fair appraisal

system not only increases employee's motivation and commitment level but

also provides them opportunities for improving their performance.

1.2. Sex

It was also considered in this study the respondents sex. Table 4.1.2.

presents the distribution of the respondents according to their sex.

Table 4.1.2.

Distribution of Respondents in terms of Sex

Sex Frequency Percentage

Male 25 50

Female 25 50

Total 50 100

Table 4.1.2 shows the respondents with a total of 50. Fifty percent

(50%) are made with the 25 total respondents, and (50%) fifty percent are

female which is also composed of 25 of total respondents.

 It signifies that during the courses of distribution of the questionnaire,

both males and females expressed interest in the proposed employment

retention strategies among fast-food chains in Batangas City because it will

provide knowledge and awareness to all companies on how to prevent a low

retention rate.

This also signifies that one of the striking phenomena of recent times has

been the extent to which both males and females have increased their share in

the labor force; the increasing participation rates have been shrinking. It was

also found out that both males and females played a big factor in this study

because they had the same number of respondents.

It is supported by the study of Sheraz et al.(2019) both male and female

have a higher preference for job satisfaction. Some studies depict lower

satisfaction among women and men and other studies report similar levels of

satisfaction for both. While job satisfaction, as a subjective notion, describes the

level of contentment that employees feel about their jobs. Sheraz, indicated a

significant relationship between job satisfaction and career development that

encourages employee loyalty to the organization.

1.3. Civil Status

It was also considered in this study the civil status of the respondents.

Table 4.1.3 presents the distribution of the respondents according to civil

status.
 Table 4.1.3.

Distribution of Respondents in terms of Civil Status

Civil Status Frequency Percentage

Single 40 80

Married 10 20

Total 50 100

Table 4.1.3 shows the distribution of the respondents according to civil

status. This clearly showed that most of the respondents are single, having the

highest percentage of 80% or 40 out of 50 respondents.

This clearly shows that respondents who are single are between the

ages of 18 and 23 and 21 and 29 years old. A total of 40 respondents out of 50,

or 80 percent of the total respondents, are single. This may reflect the

respondents who are the most students. At the marrying age, most people have

settled down and have their own families. This category of civil status has the

least number of respondents.

This particular scenario is supported by the study of Biswakarma (2016),

which found that younger generations of workers in particular have a tendency

to place more emphasis on job advancement. Most of the respondents are

single; therefore, they are likely to look for other opportunities and development

with a company.

1.4. Monthly Income

 It was considered in this study, the monthly income of the respondents

from different fast-food chains in Batangas City. Table 4.1.4. shows the

frequency and percentage distribution of the fifty (50) respondents in relation to

their monthly income.

The monthly income of the respondents were grouped according to the

monthly income bracket with an interval of 4,000, the basis of which is their

monthly income as an employee. The monthly income consideration starts from

P4,000 and ends with P23,000.

Table 4.1.4.

Distribution of Respondents in terms of Monthly Income

Monthly Income Frequency Percentage

P 4,000 - P 8,000 14 28

P 9,000 - P 13,000 18 36

P 14,000 - P 18,000 10 20

P 19,000 - P 23,000 8 16

Total 50 100

The frequency distribution of 50 respondents in terms of monthly income

are ranked as follows, the monthly income group bracket P9,000 - P13,000 had

30% were the top of list; followed by the monthly income group bracket of

P4,000 - P8,000 with 28% as shown by the result and ranked as second; the

third one is the monthly income bracket P14,000 - P18,000 with 20%; and the
monthly income group bracket with the least number of respondent was

P19,000 - P23,000 at 16 % as shown in the result.

It was stated in the result that 18 respondents out of 50 or 36% of the

employees of fast-food chains in Batangas City have monthly income of P9,000

- P13,000. It can be implied that the result of this monthly income bracket are

the part-time working employees, where most of the people are likely to look for

a job in a fast-food chain as their part-time work for that amount of income a

month.

The monthly income bracket which ranked second was P4-000 - P8,000

with 14 respondents at 28 percent (28%). This range of monthly income is

usually obtained by those employees who are newly hired by a company. And

this range of income is enough for them to settle with, since they are just newly

hired.

Also, the monthly income bracket which ranked third was P14,000 -

P18,000 with frequency of 10 at 20% of the total respondents.

Least number of respondents belongs to the monthly income bracket of

P19,000 - P23,000 with only 8 respondents which is just 16% of the total

respondents. This signifies that only few people are getting that high amount of

income monthly working in a fast-food chain, this is commonly those employees

who are already regular employees of the company of fast-food chains.

1.5. Employment Status

 It was also considered in this study, the employment status of the

respondents from different fast-food chains in Batangas City. Table 4.1.5.

shows the frequency and percentage distribution of the fifty (50) respondents in

relation to their employment status.

Table 4.1.5.

Distribution of Respondents in terms of Employment Status

Employment Status Frequency Percentage

Part-Time 22 44

Full-Time 23 46

Probationary 5 10

Total 50 100

Table 4.1.5. shows the distribution of the respondents according to

employment status. This was clearly shown that most of the respondents are

full-time employees, having the highest percentage of forty-six percent (46%) or

23 out of 50 respondents. Next in the rank are the respondents who are part-

time employees, with forty-four percent (44%) or 22 respondents. Lastly, the

respondents with the lowest percentage which is 10% or 5 respondents out of

the total respondents are the Probationary employees.

This clearly shows that respondents are mostly full-time workers;

therefore people are working in fast-food chains as their full-time job. This

category of employment status had the most number of respondents because

they think that working as a full-time worker in a fast-food chain can sustain

their daily lives.

A total of 22 out of 50 or 44% of the total respondents are part-time

workers. This may compromise the respondents who are most working

students.

The category Probationary had the least number of respondents which is

5 or 10% of the total respondents.

2. As asses by the respondents, what is the level of extent on employee

retention in terms of

2.1. Performance Appraisal

As the term suggests, performance appraisal is a process for evaluating

and documenting how well an employee is carrying out his or her job.

Table 4.2.1. reflects the assessment of the respondents of what is the

level of extent of employee retention in relation to performance appraisal.

Table 4.2.1.

Assessment of the Respondents of what is the level of extent on the

employee retention in terms of Performance Appraisal

Item Mean Standard Verbal

Deviation Interpretation

I always want to give my best 3.70 .463 Great Extent

whenever I'm at work.

I have the tools and resources that I 3.56 .541 Great Extent
need to do my job.

I made enough contributions to this 3.52 .544 Great Extent

company.

I am satisfied with the appraisal 3.52 .544 Great Extent

process of the organization.

My department provides all the 3.46 .788 Moderate

equipment supplies and resources Extent
necessary for me to perform my
duties.

I am able to understand the 3.44 .577 Moderate

relationship between my goals and Extent
my activities.

I try to find innovative solutions in 3.36 .749 Moderate

unique situations which improve Extent
productivity.

I regularly review my achievements in 3.30 .886 Moderate

the current performance with present Extent
standard.

The relation between the appraisal 3.10 .416 Moderate

system and the organization’s Extent
strategy is used as a strategic tool to
achieve the organization’s vision.

I need assistance in performing my 3.10 .416 Moderate

job. Extent

COMPOSITE MEAN 3.4060 .33649 Moderate

Extent

The table shows the result on how the respondents assess the

contribution of those private entities as individuals. It can be seen that they

have their own perception in assessing which particular viewpoint of them is in

the highest rank in terms of performance appraisal.

 The ranking of highest to lowest of the response of the respondents are

as follows; “ I always want to give my best whenever I’m at work” that garnered

a weighted mean of 3.70 and .463 standard deviation level of great extent.

Secondly, the statement “ I have the tools and resources that I needed to do my

job” has garnered a total weighted mean of 3.56 with a .541 standard deviation

level of great extent. The third rank is the statement “I made enough

contributions to this company” with the total weighted mean 3.52 and has

a .544 standard deviation level of great extent.

Meanwhile, this table also shows the lowest rank which is the third

lowest is “ I regularly review my achievements in the current performance with

present standard.” has a mean of 3.30 and .886 as its standard deviation and a

moderate extent in verbal interpretation; also a moderate extent in verbal

interpretation and has a mean of 3.10 and standard deviation f .416 is that “

The relation between the appraisal system and the organization’s strategy is

used as a strategic tool to achieve the organization’s vision as the second to

the lowest rank; while the third ranked “ I need assistance in performing my job”

is also a moderate extent because it has a mean of 3.10 and standard deviation

of .416.

The above scenario was justified by Thu (2017), stating that

performance appraisal is helpful to meet the objectives and targets of the

organization. Performance appraisal system plays a very vital role to increase

employee retention and commitment because it is helpful to identify employee’s

weaknesses, strengths and future skills required for employee growth and

performance. It is considered a door to increase employees‟ growth and career

in the organization.

2.2. Work-Life Balance

Work-life balance has always been a concern of those interested in the

quality of working life and its relation to broader quality of life.

Table 4.2.2. presents the assessment of the respondent of what is the

level of extent retention in relation to work-life balance.

Table 4.2.2.

Assessment of the Respondents of what is the level of extent on the

employee retention in terms of Work-Life Balance

Item Mean Standard Verbal

Deviation Interpretation

The number of hours I work is a concern 3.66 .557 Great Extent

for me.
I have significant support from my 3.26 .751 Moderate
manager/supervisor in ensuring that I Extent
have a healthy work life balance.

I have enough time during my normal 3.24 .847 Moderate

working hours to do my job without time Extent
pressure ( stress).

My home responsibilities often hinder 3.18 .748 Moderate

my performance at work. Extent

Due to preoccupation with societal 3.16 .584 Moderate

activities , I find it difficult to complete Extent
work in time.

3.12 .718 Moderate

I currently have a good balance between Extent
the time I spend at work and the time I
have available for non-activities.

I often feel sleep - starved due to the 3.04 .807 Moderate

amount of work that I have to do in a Extent
day.

I often neglected my personal needs 3.02 .795 Moderate

because of the demands of my work. Extent

I cannot concentrate on my work due to 2.76 .938 Moderate

the dependent care issues at home. Extent

I can deal with urgent family or personal 2.54 1.182 Moderate

issues without hassles or reprisals. Extent

COMPOSITE MEAN 3.0980 .31525 Moderate

Extent

This shows that the highest ranked “The number of hours I work is a

concern for me”, has the mean 3.66 and .577 standard deviation level of great

extent in verbal interpretation. Meanwhile, the second ranked “ I have

significant support from my manager/supervisor in ensuring that I have a

healthy work-life balance” is moderate because it has a mean of 3.26 and a

standard deviation of .751.

The third highest ranked is “I have enough time during my normal

working hours to do my job without time pressure (stress)” and has a 3.24

mean and standard deviation .847 that is a moderate extent also

Some appeared to be a great extent, but somehow there are some

moderate extent to; third lowest ranked is “ I often neglected my personal

needs because of the demands of my work.” has a moderate extent and has a

mean of 3.02 and .795 standard deviation, next is “I cannot concentrate on my

work due to the dependent care issues at home.” is also a moderate extent

section and has a mean of 2.76 and standard deviation of .938 is the second

lowest ranked, the lowest rank is another moderate extent, “I can deal with

urgent family or personal issues without hassles or reprisals.”, it has mean of

2.54 and 1.182 standard deviation.

This particular situation is supported by the study of Hyman et al., (2013)

stated that work-life balance is increasingly important for engagement and

affects retention.In their empirical research in the UK found that interventions of

work demand into personal life (e.g. working during the week-end) resulted in

heightened stress and emotional exhaustion among the employees.

2.3. Employee Engagement

 Employment engagement is becoming a serious organizational problem

primarily a concern as business heals from the devastation of the worldwide

recession.

Table 4.2.3. shows the respondent’s level of extent in relation to

employment engagement from different fast-food chain employees in Batangas

City.

It depicts that some question results are to a great extent in terms of

verbal interpretation. The highest ranked is “I am inspired by the company’s

vision and values.” has a mean of 3.86 and .351 as its standard deviation and a

great extent in verbal interpretation. The higher ranked is “I believe in my

company’s mission which is also a great extent and has a mean of 3.66 and

standard deviation of .557. Otherwise, the high rank is “I engaged with others to

learn from their success” with a weighted mean 3.52 and .614 standard

deviation which is great extent in verbal interpretation.

There is a lowest rank in this table; the third to the lowest is “I am

satisfied with my work, so I will stay for a long time.”, it has a mean of 3.34

and .872 standard deviation to a moderate extent, as well as the second to the

lowest “The work environment can elicit greater commitment in me.”, that has a

3.14 mean and a standard deviation of .756 ; and the last one at the lowest is “I

feel I can easily communicate with members from all levels of this
organization.”, which has a 2.96 mean and .638 standard deviation that is also

a moderate extent.

This particular scenario supported by the study of Wilkinson, Mowbray

and Sun (2018) claims that, the original indirect forms of employee

engagement, workers unions, workers direction and joint consultation

committees, have given way to more direct employee-manager partnership in

the form of consultative and delegative participation.

Table 4.2.3.
 Assessment of the Respondents of what is the level of extent on the
employee retention in terms of Employee Engagement

Item Mean Standard Verbal

Deviatio Interpretation
n

I am inspired by this company's vision 3.86 .351 Great Extent

and values.

I believe in my company's mission. 3.66 .557 Great Extent

I engaged with others to learn from 3.52 .677 Great Extent

their success.

I am excited to get to know my co- 3.52 .614 Great Extent

workers better so that we can have a
better working relationship.

I feel happy when my work contributes 3.48 .677 Moderate

to the achievements of my Extent
organization's goals.

I have learned many new job skills in 3.44 .644 Moderate

this position. Extent

I am excited to collaborate and work 3.36 .749 Moderate

towards something big in a workplace. Extent

I am satisfied with my work, so I will 3.34 .872 Moderate

stay for a long time. Extent

The work environment can elicit 3.14 .756 Moderate

greater commitment in me. Extent

I feel I can easily communicate with 2.96 .638 Moderate

members from all levels of this Extent
organization.

COMPOSITE MEAN 3.4020 .37060 Moderate

Extent

It depicts that some question results are to a great extent in terms of

verbal interpretation. The highest ranked is “I am inspired by the company’s

vision and values’ has a mean of 3.66 and .351 as its standard deviation and a

great extent in verbal interpretation. The higher ranked is “Ibelieve in my

company’s mission which is also a great extent and has a mean of 3.66 and

standard deviation of .557. Otherwise, the high ranked is “I engage with others

to learn from their success.” with a weighted mean 3.52 and .614 standard

deviation which is great extent in verbal interpretation.

2.4. Growth Opportunities

It was considered in this study, the level of extent of employee retention in

terms of growth opportunities of the respondents from different fast-food chains

in Batangas City. Table 4.2.4. shows the mean, standard deviation and verbal

interpretation distribution of the fifty (50) respondents.

Table 4.2.4.

Assessment of the Respondents of what is the level of extent on the

employee retention in terms of Growth Opportunities
 Item Mean Standard Verbal
Deviation Interpretation

I would like to acquire new knowledge 3.70 .505 Great Extent

and skills that will contribute to
individual and organizational growth.

My work provides me the opportunity 3.64 .485 Great Extent

to learn , grow and be challenged to
stretch in a way that results in
personal growth.

I feel encouraged to come up with 3.64 .563 Great Extent

new and better ways of doing things.

I work in an environment that is 3.50 .789 Great Extent

supported by my family and personal
commitments.

I have the opportunities to apply my 3.46 .646 Moderate

expertise and skills. Extent

I feel like I have the opportunity to 3.30 .614 Moderate

reach my full potential in my work. Extent

I am satisfied with the career 3.28 .784 Moderate

advancement option offered to me. Extent

I have adequate opportunities to 3.22 .679 Moderate

develop my professional skills. Extent

I am appropriately recognized when I 3.16 .817 Moderate

perform well at my regular work Extent
duties.

I am happy to spend the rest of my 3.12 .918 Moderate

career in this company. Extent

COMPOSITE MEAN 3.4020 .37060 Moderate

Extent

This table 4.2.4 shows respondent's level of extent in terms of growth

opportunities.
 It appears that some question results are to a great extent in terms of

verbal interpretation. The highest ranked is "Acquiring new knowledge and skill

that will contribute to individual and organizational growth" has a mean of 3.70

and 0.505 as it's standard deviation and a great extent in verbal interpretation,

also a great extent in verbal interpretation and has a mean of 3.50 and

standard deviation of 0.789 is that "working in an environment that is supported

my family and personal commitments", As the second ranked while the third

ranked "working in a company that provides me the opportunity to learn, grow

and be challenged to stretched in a way that results in personal growth" is also

a great extent because it has a mean of 3.64 and standard deviation of 0.485

Some appear to be a great extent, but somehow there are some

moderate extent to; third lowest ranked is "satisfied with career advancement

option offered to me" has a verbal interpretation of moderate extent and has a

mean of 3.28 and 0.784 as standard deviation, next is "having the opportunities

to apply my expertise and skills" is also in moderate extent section and has a

mean of 3.46 and standard deviation of 0.646 is the second lowest ranked, the

lowest rank is another moderate extend is "being happy to spend the rest of my

career in the company" it has a mean of 3.12 and 0.918 as standard deviation.

This particular scenario supported by the study of Roger (2012), growth

opportunities are key to employee retention. Personal growth is also gaining

popularity in the corporate environment. Employees can be engaged through

the personal growth process. Learning together, investing in each other's

development, creates a powerful emotional bond that supports collaboration

and retention.

2.5. Reward and Recognition

It was also considered in this study, Table 4.2.5. presents the assessment of

the Respondents of what is the level of extent on the employee retention in

terms of Reward and Recognition from different fast-food chains in Batangas

City.

Table 4.2.5.

Assessment of the Respondents of what is the level of extent on the

employee retention in terms of Reward and Recognition
 Item Mean Standard Verbal
Deviation Interpretation

I believe that all employees should be 3.84 .370 Great Extent

equally rewarded.

It is my honor to be part of this 3.80 .452 Great Extent

company.

I work more when I know that there is 3.70 .544 Great Extent
a cash reward for exceeding my work
target.

I enjoy an opportunity to complete a 3.66 .593 Great Extent

challenging task.

I think employees should be rewarded 3.62 .567 Great Extent

for meeting specific criteria "above
and beyond" normal duties.

3.60 .571 Great Extent

I feel that the rewards system of my
company is being followed genuinely.

I know about the rewards and 3.32 .557 Moderate

recognition programs in my company. Extent

I am satisfied with the current 3.28 .784 Moderate

compensation and benefits given to Extent
the employee.

I received recognition or praise for 3.10 .789 Moderate

doing good work. Extent

I feel that my work is valued and 3.02 .845 Moderate

appreciated when I get the Extent
recognition.

COMPOSITE MEAN 3.4940 .33891 Moderate

Extent

Table 4.2.5 presents the assessment of the respondents of what is the

level of extent of employee retention in relation to rewards and recognition.

 This shows that the highest ranked "all employees should be equally

rewarded " has mean of 3.84 and .375 in Standard Deviation level to great

extent. "It's my honor to be part of this company" is the second ranked which

has a mean of 3.80 and has a .452 in standard deviation and it's a great extent

to.

The third highest ranked is "I work more when I know that there is a cash

reward for exceeding work target." And has a 3.70 mean and .544 in standard

deviation it's a great extend too,

There's a lowest ranked in this table which is the third lowest is "I am

satisfied with the current compensation and benefits given to the employee." It

has a mean of 3.28 and .784 standard deviation moderate extent as well as the

second lowest "I received recognition or praise for doing good work" that has a

3.10 mean and 789 standard deviation and and the last one and lowest is "I

feel that my work is valued and appreciate when I get the recognition." Which

has a 3.02 mean and .845 standard deviation that is also a moderate extent .

This particular scenario supported by the study of Terera and Ngirande

(2014), employee rewards and job satisfaction are two important dimensions

when it comes to employee retention. A major factor that employees consider

when making the decision to leave or remain in an organization is the

compensation. Employees also consider their happiness when making the

decision to stay with an organization. The results from this study show that

rewards and job satisfaction are key factors in retaining employees.

3. Is there any significant differences on the assessment on employee

retention when group according to profile variables?

3.1. Age

It was considered in this study the age of respondents from fast food chain

employees in Batangas City. Table 4.3.1 shows the frequency and percentage

distribution of the respondents from (5) fast-food chain companies in Batangas

City in relation to their age.

Table 4.3.1.

Difference on the Respondent Assessment in terms of their Age

Variables Computed p-values Significance

F-values

Performance Appraisal .773 .515 Not Significant

Work-Life Balance .151 .965 Not Significant

Employee Engagement 1.913 .380 Not Significant

Growth Opportunities .581 .970 Not Significant

Reward and Recognition 1.870 .967 Not Significant

As depicted in table 4.3.1 sig (2 tailed) of .515, .965, .380, .970, .967 for

the performance appraisal, work life balance, employee - engagement, growth

opportunities and reward and recognition respectively are higher than 0.05 level

of significance.

All the variables used in this study are considered not significant and

affirms the null hypothesis stated in Chapter 1 that there are no significant

differences on the assessment on employee retention when grouped according

to profile variables.

This signifies that the respondents do not differ in their assessment on

what is the level of of extent employee retention in terms of their age when the

variables are performance appraisal, work life balance, employee engagement,

growth opportunities and reward and recognition are grouped having the

computed t- value of .773 for the performance appraisal, .151 for the work life

balance, 1.913 for the employee engagement .581 for the growth opportunities

and 1.870 for the rewards and recognition. The results connoted that the

respondents, male or female, have the same perception and assessment by

the level of employee retention as an employee of a fast food chain no matter

what sexual category they belong to.

3.2. Sex

Table 4.3.2 shows the difference in the assessment of the respondents

towards the level of extent of employee retention in terms of their sex.

Table 4.3.2.

Difference on the Respondent assessment in terms of their Sex

 Variables Computed p-values Significance
F-values

Performance Appraisal -.125 .901 Not Significant

Work-Life Balance -.044 .965 Not Significant

Employee Engagement -.887 .380 Not Significant

Growth Opportunities -.038 .970 Not Significant

Reward and Recognition .041 .967 Not Significant

As depicted in table 4.3.2. sig (2-tailed) of .901, .965, .380, .970

and .967 for the performance appraisal, work-life balance, employee

engagement, growth opportunities and reward and recognition respectively are

higher than 0.05 level of significance.

All the variables used in the study are considered not significant and

affirms the null hypothesis stated in Chapter 1 that there is no significant

difference on the assessment on employee retention when group according to

profile variables.

This signifies that the respondents do not differ in their assessment on

what is the level of extent of employee retention in terms of their sex when the

variables are performance appraisal, work-life balance, employee engagement,

growth opportunities and reward and recognition are grouped having computed

the t-value of -.125 for the performance appraisal, -.044 for the work-life

balance, -.887 for the employee engagement, -.038 for the growth opportunities

and .041 for the reward and recognition.

 The result connotes that the respondents, male or female, have the

same perception and assessment by the level of extent of employee retention

as an employee of a fast-food chain no matter what sexual category they

belong to.

3.3. Civil Status

Table 4.3.3 shows the difference in the assessment of the respondents

towards the level of extent of employee retention in relation to their civil status.

Table 4.3.3.

Difference on the Respondent assessment in terms of their Civil Status

Variables Computed F- p-values Significance

values

Performance Appraisal .476 .494 Not Significant

Work-Life Balance .286 .596 Not Significant

Employee Engagement 1.292 .261 Not Significant

Growth Opportunities .467 .498 Not Significant

Variables .207 .651 Not Significant

As depicted in table 4.3.3 sig(tailed)

of .494, .596 , .261, .489, .498, .651 for the performance appraisal , work life

balance, employee engagement , growth opportunities , and rewards and

recognition respectively are higher than 0.05 level of significance.

 All the variables used in the study are considered not significant and

affirms the null hypothesis stated in Chapter 1 that there is no significant

difference on the assessment on employee retention when grouped according

to profile variables.

This signifies that the respondents not differ in their assessment on

what is the level of extent of employee retention in terms of their civil status

when the variables are performance appraisal, work- life balance , employee

engagement, growth opportunities, and rewards and recognition are grouped

having computed the t-value of .476 for the performance appraisal, .286 for the

work life balance, .1.292 for the employee engagement, .467 for the growth

opportunities and, .207 for the rewards and recognition.

The result connotes that the respondents,single or married have the

same perception assessment by level of employee retention as an employee of

a fast food chain no matter what civil status they belong to.

3.4. Monthly Income

Table 4.3.4 shows the difference in the assessment of the respondents

towards the proposed employment strategies among fast-food chains in

Batangas City in terms of their monthly income.

Table 4.3.4.

Difference on the Respondent assessment in terms of

their Monthly Income
 Variable Computed F- p-values Significance
values

Performance Appraisal 3.179 .022 Significant

Work-Life Balance 1.443 .235 Not Significant

Employee Engagement 3.228 .021 Significant

Growth Opportunities 3.037 .027 Significant

Reward and Recognition 4.849 .002 Significant

The Table 4.3.4 shows the significant difference in the assessments of

the respondents when grouped according to the profile variables in terms of

monthly income.

Table above shows that reward and recognition have a significant impact

on the monthly income of employees, with the highest f-value of 4.849 and p-

value of.002, showing that employers with good recognition scored significantly

higher in terms of productivity and employee retention.

Next is the f-value of 3.228 with a p- value of .021 shows that Employee

Engagement has a significant impact on the monthly income of employees.

This leads to an increase in employee productivity and salary increases to

incentivize them to stay with the company followed by, the f- value of 3.179 with

a p- value of .002 shows that Performance Appraisal has significant impact on

the monthly income of employees. Appraisal gives employees feedback on

their work, helps managers make decisions about pay increases and bonuses.

Roch (2016) found that rather personality traits and attitudes toward
performance appraisal systems are important variables likely to connect to

high(positive) vs. low(positive) rating behavior.

Next in the ranking is "growth opportunities," with an f-value of 3.037 and

a p-value of.027, which has a significant impact on the monthly income of the

employees. It shows that employees know they will be recognized and

appreciated for their contributions and that they see opportunities for

professional growth and career development. Work life balance is ranked as

lowest of f-value 1.443 with the p-value of .235 shows that there is no

significant impact on the monthly income of employees. The conclusion of

Grags research stated that companies need to increase the use of work-life

balance options such as flexible time, division of labour, and taking breaks from

work so that the employees can feel that the company facilitates their

coordination in family and professional work life.

3.5. Employment Status

Table 4.3.5 shows the difference in the assessment of the respondents

towards the proposed employment strategies among fast-food chains in

Batangas City in terms of their employment status.

Table 4.3.5.

Difference on the Respondents’ assessment in terms of

their Employment Status

Variable Computed p-values Significance

F-values
 Performance Appraisal .314 .732 Not Significant

Work-Life Balance .474 .625 Not Significant

Employee Engagement .429 .654 Not Significant

Growth Opportunities .093 .911 Not Significant

Reward and Recognition .675 .514 Not Significant

The table 4.3.5 presents the difference in the assessment of the

respondents when grouped according to the profile variables in terms of

employment status.

As depicted in the table significance of difference in the assessment of

the respondents when group accordingly to the profile variables in terms of

employment status, highest ranked of f-value for "performance appraisal"

has .314, and .732 p-value, performance appraisal have no significant impact

when it comes to employment status,

The second ranked is the "work-life balance" has a .474 f-value and has

a .625 p-value is also had no significant impact when It's comes to employment

status because resting from work is very important for the employee ,followed

by the next rank is which has .429 in f-value and p-value has a .654 is

"employee engagement" and there's no significant impact too in employment

status.

Next is the fourth rank is "grown opportunities" has .893 in f-value

and .911 p-value has no significant impact when it comes to employment

status,and the last one which is the lowest ranked has .675 f-value and .514 p-

value is the "rewards and recognition" and there's no significant impact when it

comes to employment status.

4. What employment retention challenges are encountered among fast

food companies?

Table 4.4.1. presents the employment retention challenges encountered

among fast-food chains in Batangas City . It enumerated the mean, standard

deviation and its corresponding verbal interpretation.

Table 4.4.1.

Assessment of the Respondents of what is the level of agreement on the

employee retention in terms of Challenges

Items Mean Standard Verbal

Deviation Interpretation

1. Lack of traceability in the food 3.16 .792 Agree

supply chain is typically
caused by companies using
outdated systems.

2.92 .804 Agree

2. Having no unique selling point
is another mistake that fast-
food restaurants make.

3. Lack of proper planning on 2.88 .961 Agree

incoming operations.

4. Lack of workers causing a 2.76 .847 Agree

reduction in operating hours.
 5. Lack of sufficient training and 2.72 .970 Agree
ignoring safe food handling
processes , which can result in
contamination.

6. Partial or no record of accurate 2.68 .794 Agree

stock levels at the right time
can cost the company and
impact its revenue.

7. Lack of proper planning on 2.62 .945 Agree

incoming operations.

8. The equipment malfunctioning 2.62 1.141 Agree

or breakdown of machineries
affects the product’s quality,
taste, and at times leads to
contamination.

9. Lack of preventive controls in 2.56 .675 Agree

food processing and
preparation operations.

10. Lack of insights results in a 2.34 .717 Disagree

lack of proper planning, ad hoc
purchases, and a lot of kitchen
wastage.

COMPOSITE MEAN 2.7260 .478844 Agree

Among the statements enumerated above, the “Lack of traceability in the

food supply chain is typically caused by companies using outdated systems.”

obtained a mean of 3.16 and a standard deviation of .792 with an “agree”

verbal interpretation results to be the most agreed challenges that can be found

in a fast-food chain in Batangas City. Secondly, “Having no unique selling point

is another mistake that fast-food restaurants make.” ranked second to the

highest having a mean of 2.92 and .804 standard deviation that corresponds to

an “agree” verbal interpretation. And the third to the highest ranked in terms of
mean having a mean of 2.88 and .981 standard deviation is the “Lack of proper

planning on incoming operations.” with a verbal interpretation of “agree”.

Meanwhile, the “The equipment malfunctioning or breakdown of

machinery affects the product’s quality, taste and at times leads to

contamination.” ranked third to the lowest with mean and 1.141 standard

deviation, then the second to the lowest is the “Lack of preventive controls in

food processing and preparation operations.” with the 2.56 mean and .675

standard deviation, these two both have an “agree'' verbal interpretation. Lastly,

“Lack of insights results in a lack of proper planning, ad hoc purchases, and a

lot of kitchen wastage.” ranked the lowest with 2.34 mean and .717 standard

deviation with a verbal interpretation disagree.

The table revealed that according to the fifty respondents’ assessment

towards the challenges encountered in fast-food chains in Batangas City as an

employee, the top three highest ranked in the table above are the challenges

encountered in fast-food chains by most of the respondents.

5. Based on the analysis, what employment retention strategies to be

proposed?

`The researchers came up with a proposed plan to give employment

retention strategies to the owner of fast-food chains in Batangas City, through a

seminar. Many fast-food chains need employees, this study will help them to

have an idea on how they will maintain their employees in their company.
 Table 5

Proposed Employment Retention Strategies among

Fast-Food Chains in Batangas City

Areas of Findings Objectives Plan of People Success

Concern action/ Involved Indicator
Strategies

1.Performance Most of the To -How to get Fast-food If the

Appraisal respondent distinguish new employee employees
s prove that their employees can perform
almost all capabilities ready well in their
of them in relation training work without
need to their the guidance
assistance work in fast- -Fast& of anyone.
in food chains Furious
performing to help Skills
their job. them in Training
things that
they need a -The A-Z
guide/assist Guide
ance Training

2.Employee Majority of To -Get-to- Fast-food If all of the

Engagement the determine if know better employees members of
employees the my the
 are having members of workmates organization
difficulties the Team are having a
in organizatio Building good flow of
communica n are conversation
ting with having the -Employees’ s with a
their co- same Sports Fest good
workers problems, communicati
including all that they -Mr. & Ms. on and
the levels are also (name of the relationship
of the having fast-food) as a co-
organizatio difficulties employee worker
n that they in inside the
are in. communicat organization.
ing with
others,
without any
other issues
involved.

3.Growth Most of the To know -Staff Fast-food If the

Opportunities employees the reasons Training Owners / company
in the fast- why they do Program Managers kept their
food chain not want to workers
companies stay in this -Employees Employee retained
disagree kind of work are the boss s even for a
with and for a Day long span of
spending company, time working
the rest of to know -Crew/ in their
their what will be Employee organization.
careers in the Day Event
this kind of adjustments
work or
because improveme
they are nts the
looking company
forward to will make in
self growth the future.
and more
opportunitie
s.

4.Reward and Most of the To -World Tour Fast-food If the

Recognition employees distinguish for two Owners / employees
prove that the people. Managers did not leave
the effort companies’ the company
and ideas standards -One-week and they do
they are and free food for not have any
contributing requirement employee of problem
 in the s for an the week. towards the
company is employee rewards and
not valued to get -Employee recognition
by getting recognized, who hit 300 that they are
recognition. to know costumers receiving.
what will be will be given
the humane twice of
award or his/her
recognition salary.
that their
employee
should
obtain.

In terms of performance appraisal, the statement “I need assistance in

performing my job.” got the lowest in rank, therefore providing a training activity

that will showcase and improve their capabilities in their workplace.

Under employee engagement, the statement “I feel I can easily

communicate with members from all levels of this organization. '', ranked the

lowest, so that launching a team building that will build a strong connection and

relationship within the members that will improve their comfiness to each other

will greatly help to resolve this.

Nonetheless, in growth and opportunities, the statement “I am happy to

spend the rest of my career in this company.” ranked the lowest so that

providing effective ways through seminars to the company owners or manager

that will discuss things about an organization to make their workers appreciate

their organization more and prevent them from leaving.

Lastly, in rewards and recognition, the statement “I feel that my work is

valued and appreciated when I get the recognition.” garnered the lowest in the
list, in result of this the researchers plan to propose a seminar that will give the

managers/owners of companies ideas of what should be the recognition or

rewards that they should give to their employees for them to keep retained in

their company.

CHAPTER V

SUMMARY, FINDINGS, CONCLUSION AND RECOMMENDATION

This chapter discusses the overall assessment of the study conducted. The

findings of the study are based from the data gathered through the

questionnaire which is the primary instrument. The conclusions based from the

findings of the study, guided the respondents in drawing the recommendations.

Summary

The main objective of this study is to determine the factors of

employment retention in different fast-food chains of Batangas City, and seek

answers and information about the profile of respondents in terms of age, sex,

civil status, monthly income and employment status. Secondly, how the
respondents assess the level of extent of employee retention in terms of

performance appraisal, work-life balance, employee engagement, growth and

opportunities and reward and recognition. And also, which of the above-

mentioned variables has a significant difference in the respondents’

assessment and group according to variables used in the study. In addition, this

study was trying to reveal the challenges that the employees encountered

working in a fast-food chain. Lastly, this study is trying to propose employment

retention strategies to help the owners or the managers of the fast-food chains.

The researcher also utilized the descriptive method of research to answer the

research problems and objectives being identified at the beginning of the study.

This study aimed to determine the employment retention among fast

food chains in Batangas City.

Specifically, this sought answers for the following questions:

2. What is the profile of fast-food chain employees in terms of

2.1 age;

2.2 sex;

2.3 civil status;

2.4 monthly income; and

2.5 employment status

2. As assessed by the respondents , what is the extent of employee retention in

terms of

2.6 performance appraisal;

2.7 work life balance;

2.8 employee engagement;

2.9 growth opportunities; and

2.10 reward and recognition

3. Is there any significant difference on the assessment on employee retention

when group according to profile variables?

4. What employment retention challenges are encountered among fast food

companies?

5. Based on the analysis, what employment retention strategies should be

proposed?

Hypothesis

This study aim to test the below hypothesis:

Ho: There is no significant difference on the assessment on employee retention

when group according to profile variables.

Findings

Based from the gathered data, the researchers found out the following:
1. Profile of the Respondents

1.1 Age

Out of 50 respondents, age bracket of 24 - 29 years old got the highest

percentage of 44% (forty-four percent) with a total number of 22 (twenty two)

respondents and the ages bracket of 30 - 35 and 36 - 41 years old the least

having a total number of 4 (four) respondents and both percentage of 8%.

1.2 Sex

It was clearly shown in the result that both male and female had the same

number of 25 (twenty five) respondents with the same percentage of 50%.

1.3 Civil Status

It was depicted in this study that the majority of respondents are single

having a total number of respondents of 40 out of 50 being interviewed with a

total percentage of 50%. Married respondents are considered as the least

number of respondents having a frequency of 10 with a total percentage of

20%.

1.4 Monthly Income

From the information gathered in the study it was revealed that 18

respondents out of 50 got the highest percentage of 36% with the monthly
income of P9,000- P13,000. The monthly income group bracket with the least

number of respondents was P19,000-P23,000 with a percentage of 16%.

1.5. Employment Status

The result indicates that 23 out of 50 most of the respondents are full time

employees, having the highest percentage of forty-six percent (46%).

Meanwhile, probationary had the least number of respondents with 5 or 10%

out of the total respondents.

2. As assess by the respondents, what is the level of extent on employee

retention in terms of:

2.1 Performance Appraisal

From the information gathered in the study, it was revealed in

assessment of the respondents of what is the level of extent on the employee

retention in terms of performance appraisal ,the top three highest in ranking has

the great extent verbal interpretation , the mean are 3.70, 3.56, and 3.52

with .463, .541, .544 standard deviation. Meanwhile, the bottom three in

ranking has the moderate extent verbal interpretation and the mean are 3.30,

3.10, 3.10 with .886, .416, . 416 standard deviation.

2.2 Work - life balance

The result shows that in assessment of the respondents of what is the

level of extent on the employee retention in terms of work life balance ,the top
three highest in ranking has the great extent verbal interpretation , the mean

are 3.66, 3.26, and 3.24 with .557, .751, .847 standard deviation.Meanwhile,

the bottom three in ranking has the moderate extent verbal interpretation and

the mean are3.02, 2.76, .2.54 with.795, .938, 1.182 standard deviation.

2.3 Employee Engagement

As per the respondents assessment of what is the level of extent on the

employee retention in terms of Employee engagement ,the top three highest in

ranking has the great extent verbal interpretation , the mean are 3.86, 3.66,

3.52 and the standard deviation are .351, .557, .677 .Meanwhile, the bottom

three in ranking has the moderate extent verbal interpretation and the mean are

3.34, 3.14, and 2.96 and the standard deviation are .872, .756, .638.

2.4 Growth Opportunities

This shown the assessment of the respondents of what is the level of

extent on the employee retention in terms of Growth Opportunities , the top

three highest in ranking have the great extent with a mean of 3.70 , 3.64 , 3.64

and the standard deviation are .505 , . 485 , .563.Meanwhile the bottom three

has a moderate extent , while the mean is 3.22 , 3.16, 3.12 and the standard

deviation are .679, . 817, .918.

2.5 Rewards and Recognition

 This study shows the assessment of respondents of what is the level of

extents in terms of Rewards and Recognition , the top three highest in ranking

has the great extent verbal interpretation and the mean are 3.84 , 3.80, 3.70

and .340 , .452 , .544 is the standard deviation. Meanwhile, the bottom three

has a moderate extent verbal interpretation and the mean are 3.28 , 3.10, 3.02

and .784, .789, .845 are the standard deviation.

3. Is there any significant difference on the assessment on employee

retention when group according to profile variables?

3.1 Age and Variables

The results show that the Difference on the Respondent Assessment in

terms of their Age, the Employee Engagement has 1.913 f-value and has .380

p-value, next is the Rewards and Recognition has 1.870 f-value and .967 p-

value, then the performance appraisal has .773 f-value and .515 p-value,

Growth Opportunity has a .581 f-value and .970 p-value the last one is work life

balance has .151 f-value and has .965 p-value are not significant

3.2 Sex and Variables

This study signifies that the Difference on the Respondent assessment in

terms of their Sex are not significant, Performance Appraisal has -.125 f-value

and .901 p-value, next is Work life balance has -.044 f-value and has a .965 p-

value, Employee Engagement has -.887 f-value and .380 p-value and growth
Opportunity has -.038 f-value and .970 p-value and the last one is the Rewards

and Recognition has .041 f-value and .967 p-value.

3.3 Civil status and Variables

From the information gathered from the study, the Difference on the

Respondent assessment in terms of their Civil Status and all the variables used

in the study are considered not significant, .476 f-value and .494 p-value for the

performance appraisal, next is .286 f-value and 596 p-value for the work life

balance, then, .1.292 f-value and .261 p-value for the employee engagement,

and .467 f-value and .498 p-value for the growth opportunities last is, .207 f-

value and .651 p-value for the rewards and recognition.

3.4 Monthly Income and Variables

As per the difference in the assessments of the respondents in terms of

their monthly income , Performance Appraisal has 3.179 f-value and .022 p-

value, employee engagement has 3.228 f-value and .021 p-value, next is

growth opportunities has 3.037 f-value and .027 p-value and reward and

recognition has 4.849 f-value and .002 p-value has significant impact on the

monthly income of employees, while work life balance has 1.443 f-value

and .235 p-value are not significant.

3.5 Employment Status and Variables

The results show that the Difference on the Respondent Assessment in

terms of their employment status, the Employee Engagement has .429 f-value

and has .654 p-value, next is the Rewards and Recognition has .675 f-value

and .514 p-value, then the performance appraisal has .314 f-value and .732 p-

value, Growth Opportunity has a .093 f-value and .911 p-value the last one is

work life balance has .474 f-value and has .625 p-value are not significant

4. What employment retention challenges are encountered among fast-

food chain companies?

“Lack of traceability in the food supply chain is typically caused by

companies using outdated systems.” obtained a mean of 3.16 and a standard

deviation of .792 with an “agree” verbal interpretation results to be the most

agreed challenges that can be found in a fast-food chain in Batangas City.

Secondly, “Having no unique selling point is another mistake that fast-food

restaurants make.” ranked second to the highest having a mean of 2.92

and .804 standard deviation that corresponds to an “agree” verbal

interpretation. And the third to the highest ranked in terms of mean having a

mean of 2.88 and .981 standard deviation is the “Lack of proper planning on

incoming operations.” with a verbal interpretation of “agree”. Meanwhile, the

“The equipment malfunctioning, or breakdown of machinery affects the

product’s quality, taste and at times leads to contamination.” ranked third to the
lowest with mean and 1.141 standard deviation, then the second to the lowest

is the “Lack of preventive controls in food processing and preparation

operations.” with the 2.56 mean and .675 standard deviation, these two both

have an “agree'' verbal interpretation. Lastly, “Lack of insights results in a lack

of proper planning, ad hoc purchases, and a lot of kitchen wastage.” ranked the

lowest with 2.34 mean and .717 standard deviation with a verbal interpretation

disagree.

5. Based on the analysis, what employment retention strategies to be

proposed.

`Employment retention is specifically defined as an organization’s ability

to prevent employee turnover, or the number of people who leave their job in a

certain period, either voluntarily or involuntarily. Based on the analysis of the

data gathered in the survey, the researchers came up with a proposed plan to

give retention strategies to the owner of fast-food chains in Batangas City,

through a seminar and proposing a team building.

Conclusions

Based on the findings formed and created in the study, the following

conclusions are hereby pinched:

1.Most of the respondents being interviewed at a fast-food restaurant in

Batangas City are between the ages of 24 and 29. As a result, both genders
indicate that this age bracket of employees is the legal working age required for

a person to work, and most respondents are single.

2. It was discovered that most of the respondents were full-time

employees. Because they believe that working as a full-time employee at a fast-

food chain may support their everyday lives, this category of employment status

received the highest responses.

3. The highest level of extent of employee retention is the rewards and

recognition.

4. It was found out in the respondents' assessment on employee

retention that the age, sex, civil status, and employment status of the

respondents was not significant to all variables. However, in terms of monthly

income, it was found that it is significant to performance appraisal, Employee

Engagement, growth opportunities, and rewards and recognition, meanwhile

work life balance was not significant in terms of their monthly income.

5. According to the respondents' assessments based on their profile

variables. Performance appraisal, employee engagement, and any other

strategies such as growth opportunities, rewards and recognition are all

significant.

Recommendations
 Based on the findings and conclusions on the study, researchers derived

from the following recommendations:

1. Fast food restaurants must accept part-timers or working students if

they are of legal age.

2. Owner company may introduce new employment retention strategies

in order to make employees stay longer in their fast-food restaurants.

3. Future researchers may utilize this research as a guide or basis for

determining other employment retention strategies through different research

design

4. Companies may conduct webinars focusing on teaching people how

to become more knowledgeable and effective employees.

5. To ensure that they are starting out with the correct staff, managers of

fast-food businesses must carefully analyze the hiring procedure.

 BIBLIOGRAPHY

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https://www.researchgate.net/profile/Mohammad-Almaaitah-

Integrating_Herzberg_and_Social_Exchange_Theories_to_Underpinned_Huma

n_Resource_Practices_Leadership_Style_and_Employee_Retention_in_Health

_Sector
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Review_on_Motivational_Theories_Models_Its_application_for_Employees'_Re

tention_in_Organizations/links/60080aed92851c13fe23c5c7/Review-on-

Motivational-Theories-Models-Its-application-for-Employees-Retention-in-

Organizations.pdf

https://teambuilding.com/blog/employee-turnover

https://www.indeed.com/career-advice/career-development/high-employee-

turnover

https://dictionary.cambridge.org/us/dictionary/english/retention

https://www.collinsdictionary.com/dictionary/english/fast-food

https://www.britannica.com/topic/restaurant/French-restaurants-in-the-20th-

century#ref6129

https://www.bamboohr.com/hr-glossary/retention-strategy/#:~:text=A

%20retention%20strategy%20is%20a,retention%2C%20and%20foster

%20employee%20engagement

https://www.lawinsider.com/dictionary/proposed-employee

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https://www.investopedia.com/terms/e/employee-engagement.asp
 APPENDICES

Appendix A
LETTER TO THE SCHOOL PRINCIPAL

November 22, 2022

Mr. Arnold D. Diona

Dear Sir Arnold,

Greetings!

We are Kristine Mariel A. Astaño, Pheona B. Antenor, Hazel Anne O. Catoy,

and Kaycee Margarette D. De Roxas, students of Accountancy, Business, and
Management at Alangilan Senior High School presently conducting a research
study entitle "Proposed Employment Retention Strategies among Fast- Food
Chains in Batangas City". As part of data gathering, your company is requested
to be part of the research through participating in the survey.
In connection with this, the researchers humbly seek approval from your good
office to distribute questionnaires to facilitate the collection of relevant
information pertinent to this study. Rest assured that all information provided
will be treated with utmost confidentiality and will be used for academic
purposes only. Individual respondents will not be identified in any data or
reports.

Should you have any further inquiry regarding this matter, please do not
hesitate to contact me at 09218513000 or thru email:
[email protected].

Thank you very much and keep safe.

Respectfully yours,
Astaño, Kristine Mariel A.
Antenor, Pheona B.
Catoy, Hazel Anne O.
De Roxas, Kaycee Margarette D.
Researchers

Noted by: Approved by:

Dr. Christopher V. Rosalio Mr. Arnold D. Diona
Practical Research II Teacher Teacher in Charge

Appendix B
LETTERS FOR VALIDATION

November 22, 2022

Mr. Aaron D. Masaya

Teacher I
Alangilan Senior High School

Dear sir,

We are Kristine Mariel A. Astaño, Pheona B. Antenor, Hazel Anne O. Catoy,

and Kaycee Margarette D. De Roxas, students of Accountancy, Business, and
Management Strand at Alangilan Senior High School, Alangilan, Batangas City.
Our thesis entitled “Proposed Employment Retention Strategies among Fast-
Food Chains in Batangas City” is in the process of completion as a subject
requirement to finish Practical Research II.

In this regard, may we request your assistance to validate our survey

instrument. We believe that your expertise would be a great help to improve our
questionnaire.

Your positive response regarding this matter is deeply appreciated. Thank you
very much for your kind assistance.

Very respectfully yours,

Astaño, Kristine Mariel A.
Antenor, Pheona B.
Catoy, Hazel Anne O.
De Roxas, Kaycee Margarette D.
Researchers

Noted by: Validated by:

DR. CHRISTOPHER ROSALIO MR. AARON D. MASAYA

Research Adviser Teacher I
Alangilan Senior High School

MR. ARNOLD D. DIONA

TIC – Alangilan Senior High School

November 22, 2022

Mr. Allan M. Aguilar

Teacher II
Alangilan Senior High School

Dear sir,

We are Kristine Mariel A. Astaño, Pheona B. Antenor, Hazel Anne O. Catoy,

and Kaycee Margarette D. De Roxas, students of Accountancy, Business, and
Management Strand at Alangilan Senior High School, Alangilan, Batangas City.
Our thesis entitled “Proposed Employment Retention Strategies among Fast-
Food Chains in Batangas City” is in the process of completion as a subject
requirement to finish Practical Research II.

In this regard, may we request your assistance to validate our survey

instrument. We believe that your expertise would be a great help to improve our
questionnaire.

Your positive response regarding this matter is deeply appreciated. Thank you
very much for your kind assistance.

Very respectfully yours,

Astaño, Kristine Mariel A.
Antenor, Pheona B.
Catoy, Hazel Anne O.
De Roxas, Kaycee Margarette D.
Researchers

Noted by: Validated by:

DR. CHRISTOPHER ROSALIO MR. ALLAN M. AGUILAR

Research Adviser Teacher II
Alangilan Senior High School

MR. ARNOLD D. DIONA

TIC – Alangilan Senior High School

November 22, 2022

Mr. Aaron D. Masaya

Teacher I
Alangilan Senior High School

Dear sir,

We are Kristine Mariel A. Astaño, Pheona B. Antenor, Hazel Anne O. Catoy,

and Kaycee Margarette D. De Roxas, students of Accountancy, Business, and
Management Strand at Alangilan Senior High School, Alangilan, Batangas City.
Our thesis entitled “Proposed Employment Retention Strategies among Fast-
Food Chains in Batangas City” is in the process of completion as a subject
requirement to finish Practical Research II.

In this regard, may we request your assistance to validate our survey

instrument. We believe that your expertise would be a great help to improve our
questionnaire.

Your positive response regarding this matter is deeply appreciated. Thank you
very much for your kind assistance.

Very respectfully yours,

Astaño, Kristine Mariel A.
Antenor, Pheona B.
Catoy, Hazel Anne O.
De Roxas, Kaycee Margarette D.
Researchers

Noted by: Validated by:

DR. CHRISTOPHER ROSALIO MR. AARON D. MASAYA

Research Adviser Teacher I
Alangilan Senior High School

MR. ARNOLD D. DIONA

TIC – Alangilan Senior High School

November 22, 2022

Mr. Nathaniel Balzote

Mcdonald’s Manager
Calicanto, Batangas City Branch

Dear sir,

We are Kristine Mariel A. Astaño, Pheona B. Antenor, Hazel Anne O. Catoy,

and Kaycee Margarette D. De Roxas, students of Accountancy, Business, and
Management Strand at Alangilan Senior High School, Alangilan, Batangas City.
Our thesis entitled “Proposed Employment Retention Strategies among Fast-
Food Chains in Batangas City” is in the process of completion as a subject
requirement to finish Practical Research II.

In this regard, may we request your assistance to validate our survey

instrument. We believe that your expertise would be a great help to improve our
questionnaire.

Your positive response regarding this matter is deeply appreciated. Thank you
very much for your kind assistance.

Very respectfully yours,

Astaño, Kristine Mariel A.
Antenor, Pheona B.
Catoy, Hazel Anne O.
De Roxas, Kaycee Margarette D.
Researchers

Noted by: Validated by:

DR. CHRISTOPHER ROSALIO MR. NATHANIEL BALZOTE

Research Adviser Mcdonald’s Manager
Calicanto, Batangas City Branch

MR. ARNOLD D. DIONA

TIC – Alangilan Senior High School

Appendix C
LETTER TO THE RESPONDENTS

Proposed Employment Retention Strategies among Fast-Food Chains in

Batangas City

Dear Respondent:

The undersigned is a ABM student from the Alangilan Senior High School
working on a Research titled “Proposed Employment Retention Strategies
among Fast-Food Chains in Batangas City”. In connection with this, your
cooperation is highly requested by providing the necessary information
pertinent to this study. Rest assured that all data will be treated with utmost
confidentiality and will be used for academic purposes only.

God bless you and thank once again.

-The Researchers

Appendix D
QUESTIONNAIRE

Instructions: This questionnaire consists of three main parts. Please read the
questions carefully before answering them. Where appropriate, put check mark
or complete the answer in the space provide

PART I. PROFILE OF THE RESPONDENTS

Please provide the following information,

AGE: ________
 SEX: ____________

CIVIL STATUS: _______________________

MONTHLY INCOME: _______________

EMPLOYMENT STATUS: ___________________

PART II. EMPLOYEE RETENTION

Please encircle the number which represents your assessment to which it is
currently practiced in your organization following items based on the options
below:

4 Great Extent (GE)

3 Moderate Extent (ME)

2 Less Extent (LS-E)

1 Least Extent (LT-E)

ITEMS LSE
GE ME LTE

A. PERFORMANCE APPRAISAL
1. I have the tools and resources that I need to
do my job.
2. I made enough contributions to this company.

3. I need assistance in performing my job.

4. I am satisfied with the appraisal process of
the organization.
5. I am able to understand the relationship
between my goals and my activities.

6. I regularly review my achievements in the

current performance with present standard.
7. The relation between the appraisal system
and the organization’s strategy is used as a
strategic tool to achieve the organization’s
vision.

8. I try to find innovative solutions in unique

situations which improve productivity.

9. My department provides all the equipment

supplies and resources necessary for me to
perform my duties.
10.I always want to give my best whenever I'm
at work.

B. WORK/LIFE BALANCE

1. I often feel sleep - starved due to the amount

of work that I have to do in a day.

2. I have significant support from my

manager/supervisor in ensuring that I have a
healthy work life balance.

3. I cannot concentrate in my work due to the

dependent care issues at home.

4. I often neglected my personal needs because

of the demands of my work.

5. I have enough time during my normal working

hours to do my job without time pressure
( stress).

6. My home responsibilities often hinder my

performance at work.

7. I can deal with urgent family or personal issues

without hassles or reprisals.
8.I currently have a good balance between the
time i spent at work and the time i have available
for non activities.

9. The number of hours i work is a concern for

me.

10. Due to preoccupation with societal activities ,

i find it difficult to complete work on time.

C. EMPLOYEE ENGAGEMENT

1. I feel i can easily communicate with members

from all level of this organizations.

2. I am excited to collaborate and work towards

something big in a workplace.

3. I have learned many new job skills in this

position.

4. I engaged to other to learn from their success.

5. I believe in my company's mission.

6.I am inspired by this company's vision and

values.

7. I am excited to get to know my co-workers

better so that we can have a better working
relationship.

8. I am satisfied with my work, so I will stay for a

long time.

9. I feel happy when my work contributes to the

achievements of my organization's goals.
10. The work environment can elicit greater
commitment in me.

D.GROWTH OPPORTUNITIES
1. I would like to acquire new knowledge and
skills that will contribute to individual and
organisational growth.

2.I am satisfied with the career advancement

option offered to me.

3.I have the opportunities to apply my expertise

and skills.

4.I am happy to spend the rest of my career in

this company.

5. I work in an environment that is supported by

my family and personal commitments.

6.My work provides me the opportunity to learn ,

grow and be challenged to stretch in a way that
results in personal growth.

7.I have adequate opportunities to develop my

professional skills.

8. I feel encouraged to come up with new and

better ways of doing things.

9. I am appropriately recognized when I perform

well at my regular work duties.

10.I feel like i have the opportunity to reach my

full potential in my work.

E. REWARDS AND RECOGNITION

1.I believe that all employees should be equally
rewarded.

2.I am satisfied with the current compensation

and benefits given to the employee.

3.I received recognition or praise for doing good

work.
4.I feel that my work is valued and appreciated
when I get the recognition.

5. I know about the rewards and recognition

program in my company.

6. I feel that the rewards system of my company

is being followed genuinely.

7. It's my honor to be part of this company.

8.I think employees should be rewarded for

meeting specific criteria "above and beyond"
normal duties.

9. I work more when i know that there is a cash

reward for exceeding work target.

10. I enjoy an opportunity to complete a

challenging task.

PART III. CHALLENGES/ISSUES ENCOUNTERED AT WORK IN A

FASTFOOD CHAIN

Please assess to what level the following statements related the issues you
may encounter in your workplace. Please encircle the number that corresponds
to your answer.

4 Strongly Agree (SA)

 3 Agree (A)

2 Disagree (D)

1 Strongly Disagree (SD)

ITEMS SA A D SD

1. Partial or no record of accurate stock levels at

the right time can cost the company and impact
its revenue.

2. Having no unique selling point is another

mistake that fast-food restaurants make.
3. Lack of workers causing a reduction in
operating hours.
4. Lack of preventive controls in food
processing and preperation operations.

5. lack of insights results in a lack of proper

planning, ad hoc purchases, and a lot of kitchen
wastage.

6. Lack of insight in a result due a uncontrolled

stock wastage ,which affected maintaining a
food quality.
7. Lack of proper planning on incoming
operations.

8.Lack of traceability in the food supply chain is

typically caused by companies using outdated
systems.

9. The equipment malfunctioning or breakdown

of machineries affects the product’s quality,
taste, and at times leads to contamination.
10. Lack of sufficient training and ignoring safe
food handling processes , which can result in
contamination.

Appendix E
STATISTICS
CURRICULUM VITAE
 I. PERSONAL INFORMATION

Name: Pheona B. Antenor

Address: Brgy. 11, Batangas City

Birthday: August 7, 2004

Age: 18

Email Address: [email protected]

Contact No.: 0998-364-0804

Father’s Name: Jayson D. Antenor

Mother’s Name: Renalyn B. Antenor

II. EDUCATIONAL INFORMATION

Junior High School Level: Batangas National High School

Rizal Avenue St., Batangas City

2017-2021

Senior High School Level: Alangilan Senior High School

Alangilan, Batangas City

2021- Present
 I. PERSONAL INFORMATION

Name: Kristine Mariel A. Astaño

Address: Gulod Labac, Batangas City

Birthday: November 4, 2004

Age: 18

Email Address: [email protected]

Contact No.: 0921-851-3000

Father’s Name: Emmanuel A. Astaño

Mother’s Name: Gloria A. Astaño

II. EDUCATIONAL INFORMATION

Junior High School Level: Batangas National High School

Rizal Avenue St., Batangas City

2017-2021

Senior High School Level: Alangilan Senior High School

Alangilan, Batangas City

2021- Present
 I. PERSONAL INFORMATION

Name: Hazel Anne O. Catoy

Address: San Agapito, Isla Verde

Batangas City

Birthday: December 28, 2004

Age: 18

Email Address: [email protected]

Contact No.: 0946-042-6084

Father’s Name: Fernando D. Catoy

Mother’s Name: Myra O. Catoy

II. EDUCATIONAL INFORMATION

Junior High School Level: San Agapito National High School

Isla Verde, Batangas City

2017-2021

Senior High School Level: Alangilan Senior High School

Alangilan, Batangas City

 2021- Present

I. PERSONAL INFORMATION

Name: Kaycee Margarette D. De Roxas

Address: P. Herrera St. Batangas City

Birthday: March 12, 2005

Age: 17

Email Address: [email protected]

Contact No.: 0910-094-7060

Father’s Name: William De Roxas

Mother’s Name: Jovelyn De Roxas

II. EDUCATIONAL INFORMATION

Junior High School Level: Batangas National High School

Rizal Avenue St., Batangas City

2017-2021

Senior High School Level: Alangilan Senior High School

Alangilan, Batangas City

2021- Present