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PLEASE TAKE NOTE THAT THIS IS A SAMPLE TEMPLATE FOR WRITING YOUR DISSERTATION BACHELOR OF ARTS (HONS) INTERNATIONAL TOURISM MANAGEMENT (TOP-UP) TRIMENTER 2 – (BIN3023-N-AEI-2020) – DISSERTATION RESEARCH PROPOSAL TITLE: A STUDY ON EMPLOYEE RETENTION IN THE HOTEL INDUSTRY IN SINGAPORE STUDENT NAMESTUDENT NUMBERPROGRAMMEBA TOURISM MANAGEMENT (TOP-UP)MODULE NAMERESEARCH METHODS (40 CREDITS)MODULE CODEBIN 3023-N-AEI-2020MODULE ASSESSMENTDISSERTATIONMODULE ADJUNCT LECTURER / SUPERVISORDR G V NATHAN (SINGAPORE)WORD COUNT10,000 +/- 10%SUBMISSION DATEWED: 23 JUNE 2021 TU DISSERTATION CERTIFICATE TEESSIDE UNIVERSITY TEESSIDE UNIVERSITY BUSINESS SCHOOL COURSE/PROGRAMME OF STUDY: BACHELOR OF ARTS (HONS) INTERNATIONAL TOURISM MANAGEMENT (TOP-UP) TRIMENTER 2 – (BIN3023-N-AEI-2020) – DISSERTATION I _____________________________ (FULL NAME) confirm that the work in this Dissertation is original and has been carried out by me as part of my programme of study. I _____________________________ (FULL NAME) confirm that all secondary material has been properly acknowledged by me and referenced in this work. STUDENT SIGNATURESTUDENT NAMEDATE CONTENT PAGE ACHNOWLEDGEMENTS CHAPTER I – INTRODUCTION…………………………………………………. Aim of the StudyObjectives of the StudyRationale of the StudyTheoretical FrameworkKeywordsHypothesis CHAPTER II – LITERATURE REVIEW……………………………………………. 2.1 Introduction 2.2 Dependent Variable – Employee Retention (2 articles) 2.3 Independent Variable 1 – Compensation (2 articles) 2.4 Independent Variable 2 – Supervisor Relationship (2 articles) 2.5 Independent Variable 3 – Working Conditions (2 articles) 2.6 Independent Variable 4 – Emotional Intelligence (2 articles) 2.7 Summary CHAPTER III – METHODOLOGY…………………………………………………. 3.1 Introduction 3.2 Selection of Participants 3.3 Sampling Procedures 3.4 Instrument (Questionnaire) 3.5 Data Collection 3.6 Data Analysis 3.7 Research Ethics Consideration 3.8 Summary CHAPTER IV – DATA ANALYSIS……………………………………………………. 4.1 Introduction 4.2 Interpretation of Demographic Data 4.3 Interpretation of Survey responses 4.4 Summary CHAPTER V – FINDINGS, RECOMMENDATIONS, REFLECTIONS AND CONCLUSION………………………………………………………………………………. 51. Introduction 5.2 Discussion on Findings 5.3 Recommendations 5.4 Reflections on Learning 5.5 Conclusion LIST OF REFERENCE……………………………………………………………… LIST OF TABLES……………………………………………………………………. LIST OF FIGURES………………………………………………………………….. APPENDIX: ……………………..…………………………………………………… Appendix I – Gantt chart Appendix II – Letter of Invitation for Participation and Consent Appendix III – TU Ethics Form (Online Submission) CHAPTER I (INTRODUCTION) 1.1 Introduction 1.2 Aim of Study The aim of the study is to help retain the skilled and talented employees in the hotel industry in Singapore by providing competitive compensation and benefits, enhancing supervisor relationship, improving the working conditions, and engaging employees in the decision-making process. This would minimize employee turnover and enhances employee retention in the hotels in Singapore. 1.3 Objectives of Study To understand how compensation and benefits can help to influence employee retention in the hotel industry in Singapore.To develop supervisor and employee relationship to retain skilled and talented employees in the hotel industry in Singapore.To improve the working conditions in the hotel industry in Singapore to retain employees.To cultivate employee engagement in the hotel industry in Singapore to retain employees. 1.4 Rationale of Study The study will address the high employee turnover in the hotel industry in Singapore. Singapore has been a key attraction and connection to the ASEAN and Asian market for businesses and this has attracted many high-profile tourists to Singapore hotels. The high employee turnover may cause some guests to leave for other alternatives due to the lack of relationship between the employees and guests. This will affect the profit of the hotels in Singapore due to the lack of experienced and skilled hotel employees. Therefore, there is a need to retain the skilled and talented employees. This study will be useful to the hotels’ Human Resource Managers in attracting, retaining, and motivating the employees. It also adds to the field of HRM study in how their values, competencies and capabilities of the skilled and talented employees being appreciated. The stakeholders such as the trade unions, employer federation and universities can benefit from this study. The study will help HRM to review their policies and managing employees in the organizations. 1.5 Theoretical Framework . 1.6 Hypothesis Null Hypothesis H0: Compensation, Supervisor relationship, Working Conditions, and Employee Engagement has no positive influence on Employee Retention in the hotel industry in Singapore. Alternative Hypothesis H1: Compensation has a positive influence on employee retention. H2: Supervisor Relationship has a positive influence on employee retention. H3: Working Conditions has a positive influence on employee retention. H4: Engagement has a positive influence on employee retention. Keywords: Employee retention, compensation and benefits, supervisor relationship, working condition and employee engagement. CHAPTER II (LITERATURE REVIEW) 2.1 Introduction 2.2 Employee Retention (Dependent Variable) 2.2.1 Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employees, SIES Journal of Management, Vol. 10 (1), pp: 56-63 This study provides information on retention strategy which helps the researcher to review the contents for the study which is currently being undertaken. The study emphasises on the attraction of good talent, which is one thing, but keeping them is another. Retaining key personnel is critical to long term success of an organization. Employee retention has become one of the top issues and priorities among organizational agendas in virtually all business industries as companies/institutions struggle to compete effectively for “employer of choice” status in the ongoing talent war and to sustain and enhance the effectiveness of their overall performance. A retention strategy has become essential if the organization is to be productive over time and can become an important part of the hiring strategy by attracting the best candidates who know of the track record for caring for employees. Employee retention is more than rivalling your competition with higher wages. It’s about creating a work environment that nurtures diversity and mutual trust, providing challenging career opportunities, and treating people with respect and appreciation. 2.2.2 Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment — reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. This case study research on talent retention has taken place in Western populations. This article draws from the literature on factors of talent retention to guide the interpretation of lessons from a particular case study: that of Sports Radio Brila 88 fm whose CEO solved within a short time a problematic employee turnover. The case highlights the relevance of including two often neglected variables in research on factors of talent retention such as 1) national or ethnic culture, and 2) quality of employer’s intention. The study highlights the importance of providing challenging work, career growth and work relationships as the three top factors of talent retention, followed by pay and supportive management behaviours. A qualitative interpretive approach to data collection was adopted because the purpose of the research was not to prove anything, but to get fresh ideas regarding theory building that could then suggest more effective ways of facing the challenge of talent retention. 2.3 Compensation (Independent Variable 1) 2.3.1 Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employees, SIES Journal of Management, Vol. 10 (1), pp: 56-63 This study provides information on retention strategy which helps the researcher to review the contents for the study which is currently being undertaken. The study emphasises on the attraction of good talent, which is one thing, but keeping them is another. Retaining key personnel is critical to long term success of an organization. Employee retention has become one of the top issues and priorities among organizational agendas in virtually all business industries as companies/institutions struggle to compete effectively for “employer of choice” status in the ongoing talent war and to sustain and enhance the effectiveness of their overall performance. A retention strategy has become essential if the organization is to be productive over time and can become an important part of the hiring strategy by attracting the best candidates who know of the track record for caring for employees. Employee retention is more than rivalling your competition with higher wages. It’s about creating a work environment that nurtures diversity and mutual trust, providing challenging career opportunities, and treating people with respect and appreciation. 2.3.2 Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment — reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. This case study research on talent retention has taken place in Western populations. This article draws from the literature on factors of talent retention to guide the interpretation of lessons from a particular case study: that of Sports Radio Brila 88 fm whose CEO solved within a short time a problematic employee turnover. The case highlights the relevance of including two often neglected variables in research on factors of talent retention such as 1) national or ethnic culture, and 2) quality of employer’s intention. The study highlights the importance of providing challenging work, career growth and work relationships as the three top factors of talent retention, followed by pay and supportive management behaviours. A qualitative interpretive approach to data collection was adopted because the purpose of the research was not to prove anything, but to get fresh ideas regarding theory building that could then suggest more effective ways of facing the challenge of talent retention. 2.4 Supervisor Relationship (Independent Variable 2) 2.4.1 Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employees, SIES Journal of Management, Vol. 10 (1), pp: 56-63 This study provides information on retention strategy which helps the researcher to review the contents for the study which is currently being undertaken. The study emphasises on the attraction of good talent, which is one thing, but keeping them is another. Retaining key personnel is critical to long term success of an organization. Employee retention has become one of the top issues and priorities among organizational agendas in virtually all business industries as companies/institutions struggle to compete effectively for “employer of choice” status in the ongoing talent war and to sustain and enhance the effectiveness of their overall performance. A retention strategy has become essential if the organization is to be productive over time and can become an important part of the hiring strategy by attracting the best candidates who know of the track record for caring for employees. Employee retention is more than rivalling your competition with higher wages. It’s about creating a work environment that nurtures diversity and mutual trust, providing challenging career opportunities, and treating people with respect and appreciation. 2.4.2 Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment — reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. This case study research on talent retention has taken place in Western populations. This article draws from the literature on factors of talent retention to guide the interpretation of lessons from a particular case study: that of Sports Radio Brila 88 fm whose CEO solved within a short time a problematic employee turnover. The case highlights the relevance of including two often neglected variables in research on factors of talent retention such as 1) national or ethnic culture, and 2) quality of employer’s intention. The study highlights the importance of providing challenging work, career growth and work relationships as the three top factors of talent retention, followed by pay and supportive management behaviours. A qualitative interpretive approach to data collection was adopted because the purpose of the research was not to prove anything, but to get fresh ideas regarding theory building that could then suggest more effective ways of facing the challenge of talent retention. 2.5 Working Conditions (Independent Variable 3) 2.5.1 Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employees, SIES Journal of Management, Vol. 10 (1), pp: 56-63 This study provides information on retention strategy which helps the researcher to review the contents for the study which is currently being undertaken. The study emphasises on the attraction of good talent, which is one thing, but keeping them is another. Retaining key personnel is critical to long term success of an organization. Employee retention has become one of the top issues and priorities among organizational agendas in virtually all business industries as companies/institutions struggle to compete effectively for “employer of choice” status in the ongoing talent war and to sustain and enhance the effectiveness of their overall performance. A retention strategy has become essential if the organization is to be productive over time and can become an important part of the hiring strategy by attracting the best candidates who know of the track record for caring for employees. Employee retention is more than rivalling your competition with higher wages. It’s about creating a work environment that nurtures diversity and mutual trust, providing challenging career opportunities, and treating people with respect and appreciation. 2.5.2 Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment — reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. This case study research on talent retention has taken place in Western populations. This article draws from the literature on factors of talent retention to guide the interpretation of lessons from a particular case study: that of Sports Radio Brila 88 fm whose CEO solved within a short time a problematic employee turnover. The case highlights the relevance of including two often neglected variables in research on factors of talent retention such as 1) national or ethnic culture, and 2) quality of employer’s intention. The study highlights the importance of providing challenging work, career growth and work relationships as the three top factors of talent retention, followed by pay and supportive management behaviours. A qualitative interpretive approach to data collection was adopted because the purpose of the research was not to prove anything, but to get fresh ideas regarding theory building that could then suggest more effective ways of facing the challenge of talent retention. 2.6 Employee Engagement (Independent Variable 4) 2.6.1 Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employees, SIES Journal of Management, Vol. 10 (1), pp: 56-63 This study provides information on retention strategy which helps the researcher to review the contents for the study which is currently being undertaken. The study emphasises on the attraction of good talent, which is one thing, but keeping them is another. Retaining key personnel is critical to long term success of an organization. Employee retention has become one of the top issues and priorities among organizational agendas in virtually all business industries as companies/institutions struggle to compete effectively for “employer of choice” status in the ongoing talent war and to sustain and enhance the effectiveness of their overall performance. A retention strategy has become essential if the organization is to be productive over time and can become an important part of the hiring strategy by attracting the best candidates who know of the track record for caring for employees. Employee retention is more than rivalling your competition with higher wages. It’s about creating a work environment that nurtures diversity and mutual trust, providing challenging career opportunities, and treating people with respect and appreciation. 2.6.2 Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment — reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. This case study research on talent retention has taken place in Western populations. This article draws from the literature on factors of talent retention to guide the interpretation of lessons from a particular case study: that of Sports Radio Brila 88 fm whose CEO solved within a short time a problematic employee turnover. The case highlights the relevance of including two often neglected variables in research on factors of talent retention such as 1) national or ethnic culture, and 2) quality of employer’s intention. The study highlights the importance of providing challenging work, career growth and work relationships as the three top factors of talent retention, followed by pay and supportive management behaviours. A qualitative interpretive approach to data collection was adopted because the purpose of the research was not to prove anything, but to get fresh ideas regarding theory building that could then suggest more effective ways of facing the challenge of talent retention. 2.7 Summary CHAPTER III (METHODOLOGY) 3.1 Selection of Participants The population of workers in the hotel industry in Singapore is about 65,000. Participants who are current and former employees of the hotels will be invited from a list of 20 hotels in Singapore. A total of 500 current and ex-employees will be invited to participate. The participants will consist of employees from front office, banquet, room service, administration, and finance with managerial and non-managerial positions. Sixty percent (60%) of males, and forty percent (40%) of females between the ages of 21 and 67 will be invited. The participants will also comprise of local and foreign workers. 3.2 Sampling Procedures Quantitative research design will be adopted for this research to test the hypotheses. In view of the limited time and restricted accessibility of employee data from the hotels, a convenience sampling method will be used to reach out to the available employees during the survey. Convenience sampling allows the researcher to invite whoever is available to participate in the survey questionnaire. For representation of the population, participants from 20 hotels will be invited to participate and the results of the survey can be generalized. 3.3 Instrument (Questionnaire) A survey questionnaire will be administered to collect the data. The questionnaire will have a demographic section measuring the age, gender, position, and income. The responses of the questionnaire will be measured using a Likert Scale, 1 (Strongly Disagree) – 5 Strongly Agree). There shall be 4 independent variables with 5 items to be measured each, with a total of 20 items to be part of the questionnaire. 3.4 Data Collection Google form or Survey monkey tools for online questionnaire will be administered. The online invitation to participate will be send through the researcher’s network. The survey forms will have to be return to researcher within two weeks. 3.5 Data Analysis SPSS version 26 will be used to analyse and interpret the valid data that has been collected. Descriptive statistics will be used to analyse the participants’ demographic data. In this case Frequency tables will be used to measure the mean, median, mode, skewness, and kurtosis. Inferential statistics will be used to measure the responses for reliability and validity (factor analysis) tests. 3.6 Research Ethics Considerations Research ethics will be considered when collecting data from participants such no physical harm will be caused to participants. Participants’ consent will be sought when engaging in data collection. There shall be no invasion of participants’ privacy. There shall be no deception of the study. The participants will be informed of the purpose of the study and a letter of consent will accompanying the questionnaire. That all information collected shall be strictly used for this study under the Teeside University and it shall not be used for any unauthorized purpose. 3.7 Summary CHAPTER IV: (DATA ANALYSIS) 4.1 Introduction 4.2 Interpretation of Demographic 4.3 Interpretation of Survey Responses 4.4 Summary CHAPTER V: FINDINGS, RECOMMENDATIONS, REFLECTION AND CONCLUSION Introduction Discussion on Findings Recommendations Reflections on Learning Conclusion LIST OF REFERENCE Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employee, SIES Journal of Management, Vol. 10 (1), pp: 69-80. Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment, reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employee, SIES Journal of Management, Vol. 10 (1), pp: 69-80. Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment, reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employee, SIES Journal of Management, Vol. 10 (1), pp: 69-80. Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment, reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employee, SIES Journal of Management, Vol. 10 (1), pp: 69-80. Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment, reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. Lalitha Balakrishnan & Vijayalakshmi.M, (March 2014), A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employee, SIES Journal of Management, Vol. 10 (1), pp: 69-80. Chantal Epie (2014), Improving Talent Retention in an SME in the Nigerian Environment, reflections on a case study, International Journal of Employment Studies Vol. 22 (1), pp: 60-76. APPENDIX: APPENDIX I: GANTT CHART FOR DISSERTATION Research Tasks in Dissertation WritingMar 21Apr 21May 21Jun 21DISSERTATION PROPOSALACKNOWLEDGEMENTSCHAPTER I – INTRODUCTION1.1 Aim of the Study1.2 Objectives of the Study1.3 Rationale of the Study1.4 Theoretical Framework1.5 Hypotheses1.6 KeywordsCHAPTER II – LITERATURE REVIEW2.1 Introduction2.2 Dependent Variable –2.3 Independent Variable 1 –2.4 Independent Variable 2 –2.5 Independent Variable 3 –2.6 Independent Variable 4-2.7 SummaryCHAPTER III – METHODOLOGY3.1 Introduction3.2 Selection of Participants3.3 Instrumentation3.4 Data Collection3.5 Data Analysis3.6 Research Ethics3.7 SummaryCHAPTER IV – DATA ANALYSIS4.1 Introduction4.2 Interpretation of Demographic Data – Frequency Tests4.3 Interpretation of Survey Data – Reliability & Validity Tests4.4 SummaryCHAPTER V – RECOMMENDATIONS & CONCLUSIONS5.1 Introduction5.2 Discussion of the Findings5.3 Recommendations5.4 Reflections on Learning5.5 Conclusions5.6 Submission to TU BBAPPENDIX I1.1 Development Gantt Chart APPENDIX II PARTICIPANT INVITATION AND CONSENT FORM Dear Sir/Mdm/Miss I _________________ (Full Name) is a current student at the Teesside University (UK), undertaking an Undergraduate Business Administration (BA), International Tourism Management. As part of my Undergraduate Business Administration (BA), I am undertaking a research study on [__________________________________________]. I would like to invite you to participate in this study by answering the survey questionnaire. The purpose of the research study is [____________________________________________] Your voluntary participation in this research study will be much appreciated. You may withdraw at any time or refuse to answer any question without any consequences of any kind. All information that you provide for this study will be treated confidentially. By voluntarily answering the questions, it is an indication of your consent to participate in the survey. I wish to thank you for your consent to participate in this survey. Kindly return your completed survey questionnaire before [_____________]. Thank you. __________________ Signature of researcher: Date: _____________ APPENDIX III: TU ETHICS FORM – ONLINE COMPLETION

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