CHAPTER FOUR: FINDINGS, ANALYSIS, AND DISCUSSION

4.0 Introduction

This chapter presents, analyses, and discusses findings from the study conducted to

investigate the impact of employee performance on employee retention. In the first section,

the findings, which include participants’ demographic information and responses to different

survey questions related to the research problem are presented. In the second section, the

findings are analysed, and hypotheses tested. In the subsequent section, the findings are

discussed and linked to existing literature.

4.1 Preliminary Results

4.1.1 Respondents’ Age

A total of 111 employees of Mitchells and Butlers were surveyed. A majority of the

respondents fell within the age range of 25-35 years, comprising 55.856% of the total sample.

The highest frequency was observed in the 25-29 age group with 33 respondents,

representing 29.730%, followed closely by the 30-35 age group with 29 respondents,

constituting 26.126% (See Figure 4.1). The older age brackets, specifically 45 years and

above, were less represented, with individuals aged 65 years or above comprising only

1.802% of the sample.

 18-24 25-29 30-35 35-44
45-54 55-64 65 years or above
Figure 4.1: Respondents’ Age

4.1.2 Respondents’ Gender

The workforce was predominantly female, making up 61.261% of the respondents,

while males constituted 34.234% (See Figure 4.2). Other genders were represented by

4.505% of the respondents.

• Female • Male • Other

Figure 4.2: Gender

4.1. Marital Status

The largest marital status category was 'Single', comprising 46.847% of the sample,

followed by 'Married' at 34.234%, implying that the majority of the participants were either

single or married (See Figure 4.3). Those who preferred not to disclose their marital status

made up 7.207% of the respondents. 'Divorced', 'Widowed', and 'Other' marital statuses were

less common, collectively representing 15.112% of the sample.

other • Divorced • Married

• Single • Widowed • prefer not to say

Figure 4.3: Marital Status

4.1.4 Educational Level

A significant proportion of employees held a Master's degree, accounting for 30.631%

of the sample, making it the most prevalent educational attainment. Bachelor's degree holders

constituted the second-largest group at 26.126%, indicating a highly educated workforce (See

Figure 4.4). High school graduates represented 9.910% of the respondents, while those with

college certificates and diplomas each constituted around 12.613%. Moreover, 8 participants

(7.207%) had attained PhDs. In essence, educational distribution reflects a diverse range of
qualifications among the employees, with a focus on higher education qualifications such as

Master's and Bachelor's degrees.

• Bachelor's Degree • College Certificate • College Diploma • High School

• Master's Degree • Other • PhD

Figure 4.4: Educational Level

4.1.5 Position Distribution at Mitchells and Butlers

Various positions were represented within Mitchells and Butlers, with 'Customer

Service' being the most common at 24.324%, followed by 'Operations' at 13.514% (See

Figure 4.5). 'Executive' roles accounted for 11.712% of the sample, indicating a presence of

managerial positions within the company. 'Middle Management' and 'Sales and Marketing'

roles constituted smaller proportions at 3.604% and 9.009%, respectively. The diversity of

positions reflects the multifaceted nature of roles within the organization, ranging from

frontline customer service to executive leadership.

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Figure 4.5: Position at Mitchells and Butlers

4.1.6 Length of Employment at Mitchells and Butlers

The majority of employees had been with the company for 1-3 years, representing

36.937% of the sample, indicating a relatively young workforce. Employees with less than 1

year of tenure accounted for 27.928%, suggesting a continuous influx of new hires (See

Figure 4.6). Those with 4-6 years of employment constituted 20.721% of the respondents,

indicating a substantial retention rate within the first few years. Conversely, employees with

more than 10 years of tenure comprised a smaller proportion at 5.405%, indicating either a

lower retention rate for long-term employees or a younger company.

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• Less than 1 year • 1-3 years • 4-6 years • 7-10 years • More than 10 years

Figure 4.6: Tenure at Mitchells and Butlers

4.1.7 Key Factors Influencing Employee Retention

Career development opportunities and compensation/benefits emerged as the most

influential factors, with 45% and 42.3% of respondents selecting them, respectively (See

Figure 4.7). This suggests that employees highly prioritize opportunities for advancement and

competitive remuneration packages, indicating a desire for both personal and financial

growth within the organization. Additionally, training and development programs were

deemed significant by 40.5% of respondents, highlighting the importance of continuous

learning and skill enhancement in retaining talent. Notably, work-life balance, organizational

culture, and relationships with managers and colleagues were also considered influential

factors by around one-third to nearly 40% of respondents, indicating the significance of a

supportive work environment and positive interpersonal relationships in fostering employee

loyalty. However, job security emerged as a comparatively less prioritized factor, with only

25.2% of respondents selecting it, suggesting that while important, it may not be the primary

driver of retention within the company.

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Figure 4.7: Factors Influencing Employee Retention

4.1.8 Rating of Overall Employee Retention at Mitchells and Butlers

The majority of respondents rated the overall employee retention rate as moderate,

comprising 48.649% of the sample. Notably, 31.532% of respondents considered the

retention rate to be high, while 9.910% rated it as very high, suggesting a generally positive

perception of employee retention within the company (See Figure 4.8). Conversely, only a

small proportion of respondents rated the retention rate as low or very low, at 9.009% and

0.901% respectively, indicating that the majority of employees perceive the retention rate to

be at least satisfactory.
 • Very low

• Low

• Very high

• High

• Moderate

0 10 20 30 40 50 60

Figure 4.8: Rating of Overall Employee Retention

4.1.9 Challenges in Employee Retention

The competitive job market and excessive workloads and long hours emerged as the

most significant challenges, with 42.3% and 36% of respondents selecting them, respectively

(See Figure 4.9). This indicates that the organization faces stiff competition in retaining

talent, exacerbated by demanding work expectations. Additionally, lack of career growth

opportunities and inadequate compensation and benefits were notable challenges, selected by

27% and 24.3% of respondents, respectively, suggesting that employees may feel constrained

in their professional development or dissatisfied with their remuneration packages. Poor

work-life balance and unsupportive organizational culture were also identified as challenges

by 26.1% of respondents, indicating the importance of fostering a supportive and balanced

work environment. Notably, ineffective management and leadership, as well as the lack of

training and development programs, were perceived as challenges by a smaller yet still

significant proportion of respondents, highlighting areas for improvement in leadership and

employee skill enhancement initiatives.

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Figure 4.9: Challenges in Employee Retention

4.1.10 Rating of Overall Employee Performance

Findings indicate that a significant proportion, perceived the overall performance of

employees as above average (35.135%) or much above average (13.514%), suggesting a

commendable level of competence within the organization (See Figure 4.10). Conversely,

only 7.207% of respondents rated the performance as below average, suggesting that the

majority perceive the performance to be at least satisfactory compared to industry norms.

However, it's worth noting that 5.405% of respondents rated the performance as much below

average, indicating a minority who perceive significant room for improvement in employee

performance.
 Series 1

• Much above average

• Above average

• Average

• Below average

• Much below average

0 5 10 15 20 25 30 35 40 45 50

Series 1
Figure 4.10: Rating of Overall Employee Performance

4.1.11 Impact of Employee Performance on Retention Rates

A majority of the participants (36.937%) believed that employee performance affects

retention rates to a large extent, indicating a strong correlation between performance and

employee retention within the organization (See Figure 4.11). Additionally, 34.234% of

respondents indicated that performance influences retention rates to a moderate extent,

further underscoring the significance of employee performance in retaining talent.

Conversely, only 6.306% of respondents believed that employee performance does not affect

retention rates at all, suggesting a minority perspective that contradicts the prevailing notion.

However, it's essential to note that 14.414% of respondents believed that performance has

only a small extent of influence on retention rates, indicating a segment of employees who

perceive other factors to be more critical in retention efforts.

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• Not at all • To a small extent • To a moderate extent • To a large extent • To a very large extent

Figure 4.11: Impact of Employee Performance on Retention Rates

4.1.12 Aspects of Employee Performance Impacting Retention

The findings indicate a multifaceted approach to employee performance and retention.

Notably, customer service quality emerged as the aspect of employee performance with the

greatest perceived impact on retention, with 53.2% of respondents selecting it (See Figure

4.12). Secondly, teamwork and collaboration, selected by 48.6% of respondents, were

deemed crucial in retention efforts, indicating the value placed on cohesive and cooperative

work environments. Productivity and efficiency were also identified as significant factors,

with 47.7% of respondents selecting them. On the other hand, problem-solving and

innovation, leadership and mentorship, and technical expertise were also considered

important by significant proportions of respondents, at 38.7%, 41.4%, and 28.8%

respectively.
 Customer services quality Technical expertise Productivity and efficiency
Problem-solving and innovation Leadership and mentorship

Figure 4.12: Aspects of Employee Performance Impacting Retention

4.1.13 Effectiveness of Performance Management Systems

The findings indicate that the majority perceived some level of effectiveness in the

current performance management approach. A significant proportion, 44.144% of

respondents, considered the current performance management systems to be moderately

effective in motivating employees and improving retention, suggesting a reasonable level of

satisfaction with the existing systems (See Figure 4.13). Additionally, 33.333% of

respondents rated the systems as very effective, indicating a substantial number of employees

who perceive them positively. However, it's noteworthy that 15.315% of respondents rated

the systems as only slightly effective, suggesting room for improvement in motivating

employees and enhancing retention. Notably, only 1.802% of respondents believed the

systems to be not at all effective.

 • Not at all effective • Slightly effective • Moderately effective
• Very effective • Extremely effective

Figure 4.13: Effectiveness of Performance Management Systems

4.1.14 Strategies to Improve Employee Performance and Retention

The findings suggest a multifaceted approach to improvement of employee

performance and retention. Notably, offering competitive compensation and benefits was

deemed important by 48.6% of respondents, suggesting the need to align remuneration with

industry standards to attract and retain talent effectively (See Figure 4.14). Additionally,

opportunities for career advancement and development were highlighted by 45% of

respondents, indicating the importance of providing avenues for professional growth within

the organization. Flexible work arrangements and improved work-life balance were also

considered crucial by 45.9% of respondents, underscoring the need to accommodate

employees' needs for greater flexibility and balance. Moreover, strong training and

development programs, recognizing and rewarding top performers, and empowering

supportive leadership were identified as essential strategies by significant proportions of

respondents, emphasizing the importance of investing in employee development, recognition,

and leadership support to enhance performance and retention.

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Figure 4.14: Effectiveness of Performance Management Systems

4.1.15 Importance of Tailoring Retention Strategies

The majority of respondents, comprising 65.765%, rated the importance of tailoring

retention strategies to the unique needs and preferences of the diverse workforce as either

very important (41.441%) or extremely important (24.324%) (See Figure 4.15). This

indicates a strong consensus among employees regarding the significance of customization in

retention efforts. Notably, 26.126% of respondents adopted a neutral stance, suggesting a

portion of employees who may require further clarification or understanding of the

importance of tailored retention strategies. Conversely, only a small proportion, 8.109%,

rated the importance as either not important (3.604%) or not important at all (4.505%),

indicating a minority perspective that differs from the prevailing sentiment.

 5 (extremely important)

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Figure 4.15: Importance of Tailoring Retention Strategies

4.1.16 Relationship between Employee Performance and Retention

A significant proportion, comprising 57.658% of respondents, either agreed

(37.838%) or strongly agreed (19.820%) that employee performance influences employee

retention at Mitchells and Butlers (See Figure 4.16). This indicates a prevailing belief among

employees regarding the connection between performance and retention within the

organization. Additionally, 26.126% of respondents adopted a neutral stance, suggesting a

segment of employees who may require further evidence or clarification on this relationship.

Conversely, only 16.216% of respondents either disagreed (9.009%) or strongly disagreed

(7.207%) with the statement, indicating a minority perspective that differs from the prevailing

sentiment.
 5 (Strongly agree)

4 (Agree)

3 (Neutral)

2 (Disagree)

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Figure 4.16: Relationship between Employee Performance and Retention

4.1.17 Impact of Rewarding Employee Performance on Retention

A notable majority of respondents, comprising 65.766%, either agreed (34.234%) or

strongly agreed (31.532%) that increased measures to reward employee performance by

Mitchells and Butlers would contribute to increased employee retention (See Figure 4.17).

This indicates a strong consensus among employees regarding the positive effect of

rewarding performance on retention within the organization. Additionally, 21.622% of

respondents adopted a neutral stance, suggesting a segment of employees who may require

further evidence or clarification on the effectiveness of such measures. Conversely, only

12.612% of respondents either disagreed (7.207%) or strongly disagreed (5.405%) with the

statement, indicating a minority perspective that differs from the prevailing sentiment.
 5 (Strongly agree)

4 (Agree)

3 (Neutral)

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Figure 4.17: Impact of Rewarding Employee Performance on Retention

4.1.18 Confidence in Work Performance

A significant majority of respondents, totalling 64.865%, either agreed (36.036%) or

strongly agreed (28.829%) that they feel confident in their work performance at Mitchells and

Butlers (See Figure 4.18). This suggests a prevailing sense of confidence among employees

regarding their job performance within the organization. Additionally, 23.423% of

respondents adopted a neutral stance, indicating a segment of employees who may have

varying degrees of confidence in their work performance or require further validation.

Conversely, only 11.712% of respondents either disagreed (9.009%) or strongly disagreed

(2.703%) with the statement, indicating a minority perspective that differs from the prevailing

sentiment.
 5 (Strongly agree)

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Figure 4.18: Confidence in Work Performance

4.1.19 Impact of Poor Work Performance on Employee Turnover

A notable majority of respondents, comprising 45.946%, either agreed (33.333%) or

strongly agreed (12.613%) that poor work performance leads to high employee turnover (See

Figure 4.19). This indicates a prevailing belief among employees regarding the correlation

between work performance and turnover within the organization. Additionally, 25.225% of

respondents adopted a neutral stance, suggesting a segment of employees who may require

further evidence or clarification on this relationship. Conversely, 28.829% of respondents

either disagreed (10.811%) or strongly disagreed (18.018%) with the statement, indicating a

significant minority perspective that differs from the prevailing sentiment.

 5 (Strongly agree)

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Figure 4.19: Impact of Poor Work Performance on Employee Turnover

4.1.20 Influence of Reward System on Employee Retention

A significant majority of respondents, totalling 60.360%, either agreed (35.135%) or

strongly agreed (25.225%) that the reward system at Mitchells and Butlers highly influences

employee retention (See Figure 4.20). This indicates a prevailing belief among employees

regarding the impact of the reward system on retention within the organization. Additionally,

25.225% of respondents adopted a neutral stance, suggesting a segment of employees who

may require further evidence or clarification on this relationship. Conversely, only 14.414%

of respondents either disagreed (8.108%) or strongly disagreed (6.306%) with the statement,

indicating a minority perspective that differs from the prevailing sentiment.

 5 (Strongly agree)

4 (Agree)

3 (Neutral)

2 (Disagree)

1 (Strongly disagree)

0 5 10 15 20 25 30 35 40 45

Figure 4.20: Influence of Reward System on Employee Retention

4.1.21 Alignment of Reward System with Performance Goals

A notable majority of respondents, totalling 55.856%, either agreed (37.838%) or

strongly agreed (18.018%) that the reward system aligns with Mitchells and Butlers'

performance goals. This suggests a prevailing belief among employees regarding the

alignment between the reward system and organizational performance objectives.

Additionally, 24.324% of respondents adopted a neutral stance, indicating a segment of

employees who may require further evidence or clarification on this alignment (See Figure

4.21). Conversely, 20.820% of respondents either disagreed (11.712%) or strongly disagreed

(8.108%) with the statement, indicating a minority perspective that differs from the prevailing

sentiment.
 5 (Strongly agree)

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Figure 4.21: Alignment of Reward System with Performance Goals

4.1.22 Reliability Testing

McDonald’s ω was used to test the reliability of the survey instrument. The frequentist scale

reliability statistics provide an estimate of the reliability of the survey instrument. The point

estimate of McDonald's ω is 0.769, indicating a moderate to high level of internal consistency

among the survey items (See Table 4.1). Overall, the reliability testing suggests that the

survey instrument has demonstrated a satisfactory level of internal consistency.

Scale Reliability Statistics

Estimate McDonald's ω
Point estimate 0.769
95% CI lower
0.705
bound
95% CI upper
0.833
bound
Table 4.1: Reliability Statistics
4.2 Analysis

4.2.1 Factors Influencing Employee Retention

The researcher conducted linear regression analysis to compare the means of various

factors influencing employee retention, such as, job security, compensation and benefits,

training and development programs, work-life balance, recognition and rewards, career

development opportunities, organizational culture, and relationship with managers.

Linear regression analysis reveals several significant predictors influencing the

overall employee retention rate at Mitchells and Butlers. Notably, job security, compensation

and benefits, training and development programs, recognition and rewards, and work-life

balance demonstrate statistically significant positive coefficients (p < 0.05), indicating that

improvements in these areas are associated with higher retention rates. However, factors such

as career development opportunities, relationship with managers, and organizational culture

do not exhibit statistically significant effects on retention rates (p > 0.05) (See Table 4.2).

These findings suggest that while certain aspects of the work environment positively impact

retention, others may require further attention or different strategies to enhance their

influence on employee retention.

Unstandardize Standard
Model t p
d Error
H₀ (Intercept) 3.405 0.078 43.521 < .001
H₁ (Intercept) 3.250 0.270 12.032 < .001
Job security 1.750 0.810 2.160 0.036
Career development opportunities -0.250 0.810 -0.309 0.759
Recognition and rewards 0.950 0.436 2.181 0.034
Work-life balance 1.750 0.810 2.160 0.036
Training and development programs 1.750 0.810 2.160 0.036
Compensation and benefits. 1.750 0.810 2.160 0.036
Organizational culture and values; 0.750 0.810 0.926 0.360
Relationship with managers and
0.250 0.604 0.414 0.681
colleagues
Table 4.2: Linear Regression Coefficient Table
4.2.2 Relationship between Employee Performance and Employee Retention

In answering this research question, the researcher tested the hypothesis that there is a

significant positive correlation between employee performance and employee retention. To

this end, correlation analysis was conducted, with employee performance and employee

retention as the variables tested.

Variable Employee Retention Employee Performance

Pearson's r —
Employee Retention
p-value —
Employee Pearson's r 0.461 —
Performance p-value < .001 —
Table 4.3: Pearson Correlations for the Relationship between Employee Performance
and Employee Retention

From Table 4.3 above, the Pearson correlation coefficient between employee retention

and employee performance is 0.461, indicating a moderate positive correlation between the

two variables. This suggests that there is a tendency for higher levels of employee

performance to be associated with higher levels of employee retention at Mitchells and

Butlers. The p-value associated with this correlation is less than 0.001, indicating that the

correlation is statistically significant. Therefore, we reject the null hypothesis, suggesting that

there is evidence to support the alternative hypothesis that there is a significant positive

correlation between employee performance and employee retention at the company. This

implies that as employee performance improves, there is a higher likelihood of retaining

employees within the organization.

4.3 Discussion

The employee retention landscape within the hospitality industry is a versatile one,

frequently determined by shifting priorities and a challenging competitive job market. The

study conducted with employees of Mitchells and Butlers UK illuminates various aspects
affecting employee retention and productivity, which are strategic advantages that can be

used to gain an edge over competitors.

Firstly, respondents mentioned career development opportunities and compensation

and benefits as the most powerful factors, and the majority of the respondents chose both

factors. This implies that employees are keen on career growth and better salaries to feed the

desire for personal and financial development for the organization. In relation to other

studies, our finding confirms the importance of pay and career advancement on increasing

retention of employees (Heimerl et al., 2020; Klehe et al., 2011; Balz and Schuller, 2018).

Studies have proven that employees usually prefer organizations that provide room for

growth and development along with competitive pay. Interestingly, the professional growth

desire is in line with findings from Holston-Okae and Mushi (2018), who noticed that a

stimulating work environment with chances for advancement encouraged personnel retention.

With the given knowledge, Mitchells and Butlers can put to use a full analysis of current

compensation packages and career development programs. Setting performance targets

consistent with those of equally classed jobs and establishing a culture of continuous learning

through strong training programs works out many of these issues.

What is more, the results of the study show the importance of the training and

development programs, as they were rated as very important by a significant number of

respondents. This shows that employees are highly aware of the importance of a continuous

learning process and capability building in retaining their workforce. Suraihi et al. (2021)

underline opportunities for development and promotion as important causes for staff

turnover. Investing in training programs not only give the employees the skills that they need

to succeed in their current positions, but it also shows the organization's commitment to their

personal development, which in turn helps to create a feeling of loyalty and purpose.
 Furthermore, work-life balance, organizational culture, and relationships with

managers and co-workers were found to be the significant factors affecting retention efforts

(Kassim 2017; Akgunduz & Sanli, 2017). This result conforms with the existing findings that

have considering the significant effect of work environment and individual’s social network

on employee engagement and retention (Kassim 2017; Akgunduz & Sanli, 2017). Various

studies have revealed that people are more likely to remain with the enterprises in which they

feel respected, trusted, and connected to their co-workers and supervisors. Hence, by creating

a supportive culture, stressing the work-life balance, and building supportive relationships

between employees and management are the key strategies for rising retention rates.

Nevertheless, job security seemed to be less crucial compared to other factors thereby

implying that although a crucial factor it might not be the primary determinant of employees’

loyalty in the company. This is contrary to literature that stresses the importance of job

security in minimizing rates of employee turnover (Suraihi et al., 2021). However, the

significance of job security should not be underestimated, because it helps workers feel safe

and stable with the company they are working with.

This study goes on to explore the connection between job performance and retention,

highlighting that a staggering proportion of estimated overall employee performance to be

above average, which means that the company has a skilled team. This shows that the

company is doing well in terms of sourcing and retaining skilful workers. The findings also

reveal customer service, teamwork, and productivity to be the strongest influencers of

retention among employees. This is in line with Dogonyaro's (2021) argument that

motivation is one of the main factors in hospitality, because it affects customer satisfaction,

which is one of the central elements in the hospitality business. By acknowledging and

rewarding those employees who demonstrate the desired behaviour on an ongoing basis,

Mitchells and Butlers can build a performance-oriented environment that not only improves
customer experience but also provides staff members with a feeling of pride and meaning.

This research further highlights the efficiency of the current performance management

systems that is still perceived as moderate, therefore room for improvement. Bevins (2018)

highlights the importance of motivating workers. Setting performance management systems

aside output and implementing the systems that do offer a possibility for feedback, coaching,

and recognition will bring about substantial advancement in employee engagement and

contribution to a more motivated workforce (Bevins, 2018).

Additionally, the research underlines the necessity of individualizing retention

methods to different employees' requirements and inclinations. This supports the literature

which points at customization of retention efforts (Ghani et al., 2022). By identifying and

catering to the unique needs of their employees, organizations can develop more inclusive

and supportive workplaces amenable to retention. The study demonstrates the practicality of

these retention strategies including not only competitive compensation and opportunities for

career advancement but also flexible work arrangements. These findings match with the

existing literature that highlights the significance of rewards, career path provision, and work-

life balance in employee retention (Jiatong et al., 2022; Nawaz et al., 2023). Employment of

these strategies will enable organizations to maximize their retention activities and build a

more dedicated and engaged workforce. Moreover, the linear regression analysis reveals the

main predictors of employee retention, such as job security, compensation, training and

development, recognition, and work-life balance. Such a finding helps organizations identify

focus areas that should be given priority in their retention policies (Zboja et al., 2020). By

identifying these retention predictors, organizations are able to avoid any turnover risks and

greatly improve the overall retention rates.

 CHAPTER FIVE: CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

This chapter wraps up the dissertation by evaluating whether the research objectives

were met by the study conducted to investigate the impact of employee performance on

employee retention. In the first section, conclusions are made based on the research

objectives. The subsequent section evaluates the study’s contribution to theory and practice.

In the third section, the study makes recommendations for Mitchells and Butlers and the UK

hospitality industry at large. Finally, the study’s limitations are acknowledged and potential

avenues for future research explored.

5.1 Conclusion

5.1.1 Factors Influencing Employee Retention at Mitchells and Butlers

The research dissects the complex landscape of employee retention at Mitchells and

Butlers highlighting the main factors decisive for employee commitment and job tenure in the

organization. Career development chances and competitive remuneration packages are the

leading drivers of employee retention, highlighting the fact that employees highly value their

personal growth and financial security. Additionally, the importance of training programs

remains critical for the sustenance of employee loyalty as well as their lifelong learning and

skills development.

The results also underpin the significance of work-life balance, organization’s culture,

and relationships with bosses and peers to determine the retention outcomes. A supportive

workplace and interpersonal relations play a great role in employee satisfaction and loyalty.

Although job security is still considered significant, it is assigned a secondary importance

compared to other more impacting factors on retention. This rich comprehension of

employees' preferences provides the company with useful information which to adjust its

retention practices accordingly.

5.1.2 Performance Levels of Employees at Mitchells and Butlers

The comparison of the performance level of employees at Mitchells and Butlers helps

the organization understand where they stand relative to industry standards and the factors

that affect performance variance across the different departments and job positions. In

essence, the findings suggest that Mitchells and Butlers are doing quite well, with the

majority of participants rating the performance higher or higher than the average of the whole

industry. This shows that the business has a winning force of workers fitting their standards.

The existence of a minority who think that their performance is either much below or below

average draws our attention to areas where such performance may be improved. The results

of this investigation reinforce the notion that such gaps should be identified and addressed in

order to realize both industry standards and organizational goals.

Factors that cause performance variations across departments and job functions could

be multifaceted. The quality of service, teamwork and productivity are major factors

influencing performance, which indicates that the departments that pay attention to these

aspects may have higher performance levels. Nevertheless, challenges, including ineffective

management, lack of career growth opportunities, and poor work-life balance, may slow

down performance in some areas, which, therefore, call for focused interventions to resolve

these underlying factors. Moreover, the effectiveness of the performance management

systems is also one of the most important factors which help in motivating the employees and

in improving the performance. This can be achieved through the use of stringent performance

management practices which entail setting of clear expectations, provision of feedback that is

meaningful and recognition of top performers thereby cultivating a culture of excellence and

constant improvement that will apply across all departments and job roles.
5.1.3 Relationship Between Employee Performance and Employee Retention

Analysing the impact of employees’ performance and retention at Mitchells and

Butlers among others offers some important insights about the elements that affect

employees’ tenure and the organization’s ability to retain the best talent. The study

demonstrates a moderate positive relationship between employee performance and retention,

showing that high employee performance levels often go hand in hand with increased

employee retention rates within the organization. The data indicates that employees who do

well are more likely to remain with Mitchells & Butlers, indicating the significance of good

performance investment strategies.

Several factors could be involved. Employees who excel in their roles are likely to

experience this due to greater job satisfaction and engagement with the organization that

leads to stronger commitment. Also, successful staff in an organization can see the

opportunity for career growth and development in the organization, which leads to loyalty

and investment into their long-term growth in the company. On the other hand, a worsening

situation of work performance could lead to dissatisfaction and disengagement, which may

result in higher turnover. The turnover of employees could increase significantly as a result of

employees feeling undervalued or unfulfilled in their roles, therefore leading to a loss of

talent for Mitchells and Butlers. In addition, the significance of performance management

systems in regard to building the employee performance – retention relationship cannot be

underestimated. With comprehensive performance assessment systems, providing frequent

feedback, and offering chances of expertise improvement and career growth, Mitchells and

Butlers can reinforce performance outcomes and encourage employee retention.

5.3 Recommendations

Based on the findings of the study regarding employee retention and performance at

Mitchells and Butlers, the following recommendations are proposed:

5.3.1 Enhance Career Development Opportunities

The study showed that career development opportunities were the most motivating

factors for worker retention. Mitchells and Butlers needs to roll out formal career

development programs targeted at fostering the talent in-house. This could be mentorship

programs, individualized career pathways and opportunities for training and certification.

Through the development of employees' professional careers, the company is looking to

improve employee morale, enhanced commitment, and retention.

5.3.2 Improve Compensation and Benefits Packages.

Compensation and benefits were revealed to be noteworthy factors for employee

retention. Mitchells and Butlers should carry out periodic analysis of their remuneration and

benefit packages to ensure that they maintain competitiveness in the industry. This could

involve benchmarking with similar organizations, salary surveys, as well as performance

incentives. The company offering competitive remuneration packages can attract the skills as

well as retain best performers and lower turnover rates.

5.3.3 Reinforce the Performance Management Systems

There is a positive correlation between the effectiveness of the performance

management system and employee retention. Mitchells and Butlers should target improving

their performance management systems so as to include transparent expectations, frequent

feedback, and the provision of room for improvement. This could be done through setting

goals, doing periodic performance reviews, and giving constructive feedback and

recognitions. This can be achieved by bringing performance management practice in line

with the organizational goals and employee development thus leading to increased

engagement, productivity, and retention.

5.4 Limitations

This study has several limitations that should be considered when generalizing the

findings. Firstly, the research design employed a cross-sectional approach, limiting the ability

to establish causal relationships between variables. This method captured data at a single

point in time, thus failing to account for potential changes or developments over time.

Secondly, the reliance on self-report measures for data collection may have introduced

response bias, as respondents might have provided answers that they deemed socially

acceptable rather than reflecting their true attitudes or behaviours. While efforts were made to

ensure the validity and reliability of the instruments used, self-report measures inherently

carry the risk of response bias. Finally, the study focused solely on employees within the

hospitality industry, specifically Mitchells and Butlers, which may limit the generalizability

of the findings to other sectors or organizations.

5.5 Future Research

The field of employee retention and performance research can be explored in several

directions to expand the findings of this study. Firstly, conducting longitudinal studies, which

track the changes in employee retention and performance over a longer term may reveal the

dynamics and factors which determine these outcomes much better. Longitudinal research

would give an opportunity to discover trends, patterns, and connections between different

aspects over time. This will be a basis for retention strategies and performance management

interventions. To complement the quantitative study findings, qualitative research methods,

including interviews or focus groups, can be used to gain further insight into employees’

subjective experiences, perceptions, and motivations. Lastly, comparative studies could be

done to see the distinctions in employee retention and performance across different sectors or

organizational settings. Through comparing the approaches, techniques, and outcomes of

employee management in many different sectors, researchers would be able to figure what
works best and lessons learned that could be applied to raise employee retention and

performance across industries.