CHAPTER TWO

LITERATURE REVIEW
2.1 Preamble

This chapter seeks to present Conceptual Review, Empirical Review, Theoretical Review of the
related literature, Theoretical Framework, Conceptual Framework and, Research gap.

2.2 Conceptual Review

2.2.1 Employee Attrition

The concept of Employee attrition is one of the important concepts that will be discussed in this
chapter. According to Mabindisa, (2013) Employee Attrition refers to the rate of change in the
workforce of an enterprise during a given period. It has been defined as the time-to-time changes
in the composition of the workforce that result from hiring, release and replacement of
employees (Armstrong, 2006). Gupta (2003) defined Employee attrition as a measure of the
extent to which employees leave and new employees enter the service of concern. Brown, et al,
(2007) narrates narrate labour job turnover as the access to enter new employees into the
organizations and the departure of current employees of the organizations. The departure term of
existing employees used by the researchers interchangeably with controlled exit or separation.
Hashim, et al, (2006) explained the turnover rate as replacing resigned employees with hiring
new recruitments. By explaining these, employees, turnover occurs when a substitute is hired
successfully. Chiang, et al, (2005) asserts assert that employee attrition means controlled ending
of a partnership with the organization by the employees of that organization. Dwomoh et al,
(2012) viewed employee attrition as the rotation of workers around the labour market between
jobs and occupations, and between the states of employment and unemployment. In another
assertion, Kombo, et al, (2011) defined employee turnover as the ratio of the number of workers
who left the organization during a certain given period, to the average number of workers
employed during the same period. Employee turnover is often referred to, as the number of
permanent employees leaving the company within the reported period versus the actual active
permanent employees on the last day of the previous reported period (Asamoah et al, 2014).
Employee attrition can be broken down into internal and external types. Internal staff turnover
strategies involve promoting current employees, adding new responsibilities to job titles and
bringing in entry-level employees due to company growth. External staff turnover implies that
employees are leaving the company to seek new jobs, raise families or enter retirement (Brown,
et al, 2007).

Employee attrition can be related to the firm in a positive manner if it is well orchestrated
however, turnover becomes a problem to the firm if the firms employees decide to leave their
jobs for other jobs due to certain factors that are deemed unfavorable by them without giving the
firm due notice. Firms that are characterized by increased poor work situation, instability and
low pay level tend to have and increased number of turnover in a year, this situation tends to
affect the performance of the organization negatively because of the cost that the firm incurs in
terms of recruiting and filling up the available positions. These impromptu exits of employees
affect the strategic plan of the firm which then affects all the functional areas of the business.
This situation therefore affects the performance of the organization negatively, due to the
alteration in the plans of the firm. Employee attrition and organizational performance are related
in quite a number of ways as employee attrition can be seen in the positive perspective if planned
and on the negative if not prepared for. The latter however is also related to the expectation of the
employee as regards to the input he/she puts and expectation on the output. Though the
expectations of employees might differ in terms of magnitude and number, firms can to some
extent reduce the level of turnover by trying to reduce some of the factors that affect the
employees and cause the turnover rate to be on the increase. These therefore make employee
attrition to be a major determinant of the performance of the employees of the firm and then the
performance of the firm. This is because an increase in the level of performance of the
employees will lead to an increase in the level of performance of the firm. Organizations have
come to the realization that the turnover level of the firm affects its employee’s performance as
well as the organizational performance Akinruwa et al, (2014). This is because as the employees
get satisfied with the training and development programs , career growth opportunities and
salary, then the employee is bound to become loyal to the Company and then give his/her best to
see that the Company meets its corporate objectives.

2.2.2 Training and Development

Training and development are crucial in today's competitive business landscape, helping
companies stay ahead by enhancing employee skills and performance. (Akerele, 2011)This is
increasingly important as technology advances and customer expectations rise. (Anthony, 2010)
emphasis that training and development programs not only equip employees with the skills they
need to excel in their current roles but also pave the way for future career progression within the
organization. This sense of investment in their future fuels job satisfaction and enhances overall
morale.

According to (Pynes, 2014), training and development is a function of human resource

management concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been known by several names, including
"human resource development", and "learning and development. New-hire Induction and staff
development are two essential requirements for job preparation which are mandatory from the
employers. Research done by (Dwomoh et al, 2012) depicted that there is a significant
correlation between labour turnover in the Organizational sector and Training and development
opportunities.

Therefore, companies should invest on training and development to a comparative advantage

than their competitive. According to (Ayalew, 2017), training and development is a function of
human resource management concerned with organizational activity aimed at bettering the
performance of individuals and groups in organizational settings. The research of (Griffeth, and
Hom, 2002), revealed that the respondent depicted that the most reasons for the labour turnover
were the inadequate of training and development in the organization. There exist a high-
involvement of employees in training directly and positively correlates to decrease in labour
turnover in the Organizational sector, as argued by (Batt, 2002). As present by (Woodruffe 2010)
on his research on impact of training on employee’s turnover in the organizational sector i
depicted career goals are being addressed by an organization, the more their commitment and
loyalty to the organization found that training, education and development are critical to the
career development of an employee. Organization who spend in the training and development of
their employees would have acquire strong employee base and bring out their commitment.
(Noe, Holleneck, Gerhart, & Wright), defined Training as the systematic planned attempt to
facilitate employees’ achievement of job- Factors Affecting Employees Turnover in related
knowledge and skills so as to advance productivity. (Wan, 2007) states that comprehensive
training and development is the only strategy the companies can increases an employee’s
commitment of workforce productivity and trim down employee turnover. But (shama, 2006)
argues that by creating opportunities for employee training and development, organization
should increase the chances of their employees’ ability to succeed in the market. Similarly,
(Testa, 2008), repeat the same opinions that employees’ skills development through training
increases their competitive advantage in the labor market hence their self-confidence of their job
security. (Batt, 2002) argues that in the Organizational sector high-involvementhigh involvement
of employees in training and development directly and positively associated to cutback in
employee turnover.

2.2.3 Career growth opportunity

Career growth opportunity is an upward mobility that the availability of chances are provided by
the organization that employee employees wish to come across as stated by (Mayrhofer, 2007).
Salary and other related remuneration cost are the one that hinder the organizations to not
provide the career growth opportunities. According to (Zhou, 2013)) there is a strong correlation
between career growth opportunities and employee turnover. (Armstrong, 2009) argued that lack
a contingency plan in managing their employees’ career growth in an organization brings leads
toa high employee turnover. (Agarwal, 2006) also portrayed that failure to meet employee’s
expectation expectations in career growth opportunities results in high turnover with employees’
seeking these opportunities elsewhere. (Duffy, 2011) claims that organizations that place
obstacles in employee’s career development stand a greater chance of focusing dissatisfied
employees who would quit the organization at any the best available opportunity for growth.
(Samuel 2010) associates moving up the organization to moving out of the organization and
counts for basic career growth that can cause turnover. Opportunity for advancement or
promotion outside the organization enforced the inside organization labour turnover as (Feldman
& Nigel, 2008) extrapolates extrapolate their argument.

As indicated by (Mayangdarastri & Khulna,2020), career growth opportunities lead to higher job
satisfaction and job performance, therefore increasing the Organizational commitment, loyalty
and intention to stay with the Organization. In relation to this, the following sub-sections
addressed address the effect of career growth on employee turnover intention by adopting the
dimensions of career growth proposed by (Weng & Hu, 2009), which include career goal
progress, professional ability development, promotion speed, and remuneration growth.
A supportive organizational culture and helpful co-workers will also increase the motivation of
the employees to pursue their career growth opportunities (Zhou, 2013). Personalized career
discussions can encourage a defined growth strategy so that there are consistencies between
personal development goals and the organizational strategies (Song & Zhu, 2022). (Al Balushi,
2022) asserted that employees will have a clear vision for their future if they believe that their
employers are committed in helping them progress through their career, and in return,
enhances the employee’s commitment towards the Organization. (Holtschlag, 2020) highlights
the significance of work goal progress, whereby allowing people to move closer to their
personally important goals could be a key aspect in tying them with the Organization.
Managers and supervisors must communicate with their subordinates to discuss their
performance and self-assessment reports for future improvement, assist them in setting goals and
performance targets, and ensure that they have a clear understanding of the career ladder, as this
will ultimately increase the organization’s employee retention rate (Famakin et al, 2016).

2.2.4 Salary

To fulfill their basic survival needs such as food, clothing and shelter, people work to have an
income. This income can be in the form of monthly basis which is called salary. According to
(Walia, 2012) employee turnover is influenced by salary and associated benefits. Satisfaction
through income gets further direct to employee retention. There is competitive advantage for the
company to restrict any salary related turnover because they offered attractive salaries than the
market (Babakus et al, 2003). Further, Researchers like (Walia, 2012, Campbell, 1993 and
Greenberg and Baron 2008), argue that the tendency of turnover are increased highly when an
employee is paid lesser than the going market rate and they constantly searching and seeking
other company who could offer better pay package. Conversely, (Choi,2012) argued that even if
there is a high turnover in the lower paid employee the turnover cost to the company is negligible
than employees in higher paying units.

He further argued that regardless of salaries, company should concentrate on employee retention
strategies. On the other hand (Franken 2012), viewed that employee turnover is as a result of
salary scale; because they search for jobs that are better than the one they are currently paid for.
Franken reasoned that inequalities in wage structures leads to demotivation, poor performance
and employee turnover. Employees performing the same jobs and responsibilities but with
different salary rates get into turnover and discontent. As (Donald et al, 2006) maintained,
Salaries are usually determined by comparing what other people in similar positions are paid in
the same telecommunication industry. Most large employers have levels of pay rates and salary
ranges that are linked to hierarchy and time served. To eliminate contentions and office politics,
salary compensation must be designed properly through standardization or professionally
designed grades.

Since, the provision of good remuneration system such as the payment of good salary serves as a
good employee retention strategy. Organization must therefore ensure the provision of such in
order to minimize or reduce the rate of employee attrition.

2.3 Empirical Review

Idris (2019) conducted a study on A huge concern to most companies is that labour turnover is a
costly undertaking especially in organizations that thrives and values viability of the business.
Employees’ wages, company benefits, employee attendance, and job performance are all factors
that contribute to employee turnover. The company take a deep interest in their labour turnover
rate because turnover affect the running of the business by creating disruptions which results to
reduced production and profits of the organization. The researcher initiated to investigate this
study was the existence of high rate of labour turnover in Angolela and Tera wereda. The main
objective of this research was identifying factors that affect labour turnover in Angolela and Tera
wereda. Descriptive and explanatory research design was used for this study. The data collection
instruments were structured closed and open-ended questionnaire, and semi structured interview
were used. A sample size of study population was 182 employees of the wereda office out 1998
from the total population of employees. Stratified sampling was used for this study. To analyses
the data descriptive statics and inferential statistics were used by using SPSS software version
20. Overwork load, lack of tanning and development, lack of reward and recognition and all of
the organizational factors, social factors and personal factors were affected labour turnover in
Angolela and Tera wereda. The positive correlation of organizational, social and personal factor
of turnover was founded in the study. The marital status and qualification of employee have a
negative effect on turnover in Angolela and Tera wereda.

Kanteh L, et al (2019) conducted a study On the factors that influence employees' attrition in
public and private sector institutions in The Gambia from year 2007 to 2017. The institutions
targeted were mainly located in the Kanifing Local Government Area (LGA) which consists of
only urban settlements. The survey a n a g population was 120 employees from 7 institutions.
The sample size was 87 employees of whom 83 were involved which means 95.4% of the
targeted employees. In this study, the researchers use the descriptive survey design, random and
convenience sampling techniques. The data was collected using structured questionnaires. The
data was analyzed using descriptive statistics, simple cross-tabulations, tables and figures, and
percentages. The study has revealed eight main reasons for attrition in the public and private
institutions in The Gambia from 2007 to 2017. Among these, the most important are the lack of
career growth and advancement and inadequate remuneration packages. These were identified as
major factors influencing employees’ attrition in private and public institutions in The Gambia. It
has looked at the main factors that trigger employees' attrition in selected public and private
sectors institutions in The Gambia in a ten year period. The problems are more evident in the
public institutions than the private. The study shows the level of dissatisfaction among
employees in these institutions. The management should improve remuneration and
compensation packages, and employees' welfare schemes. There is a need to improve working
conditions geared to attracting new employees and retaining them. This requires reinforcing staff
benefits, incentives and welfare schemes, good working environment and working tools. It can
raise the motivational level and commitment of the staff to their work, which in essence can
boost productivity. Training policies should be reviewed, and career development opportunities
and training should be fairly allocated to staff. Providing further training for career development
is essential for both organizational and personal growth of the employees. This can encourage the
young and enthusiastic employees to remain with the organization.

Otieno (2020) conducted a study on factors influencing high employee turnover: A case study of
Oxfam international. The purpose of this study was to determine the factors influencing high
labour turnover in Oxfam International. This study was guided by four research questions,
namely: What is the influence of career development on labour turnover at Oxfam International?
What is the influence of reward system on labour turnover at Oxfam International? What is the
influence of leadership style on labour turnover at Oxfam International? What is the influence of
employee relations on labour turnover at Oxfam International? The study used descriptive
research design. The target population was based on the Oxfam international distribution
programmed staffs who were 115. The stratified random sampling technique sampling technique
was used to select 53 respondents. The tool for data collection was a questionnaire. Data was
analyzed using mean and standard deviation scores, spearman‟s rank correlation analysis and
logistic regression in SPSS.The results showed that in terms of the influence of career
development on labour turnover at Oxfam International, career development explained 22.3% of
the variance in labour turnover (Nagelkerke R2=.223). However, only career planning was
significantly associated with a decreased likelihood of labour turnover (B=1.733, p<.05,
OR= .177; 95% C.I.: .034, .928). Concerning the influence of reward system on labour turnover
at Oxfam International, reward system explained 20.2% of the variance in employee turnover.
However, none of reward system was independently significantly associated with likelihood of
labour turnover (p>.05).As pertains the influence of leadership style on labour turnover at Oxfam
International, leadership style explained 10.2% of the variance in employee turnover. However,
none of leadership style dimensions was independently significantly associated with likelihood
of labour turnover (p>.05).Regarding the influence of employee relations on labour turnover at
Oxfam International employee relations explained 15.5% of the variance in employee turnover.
However, none of employee relations dimensions were independently significantly associated
with likelihood of labour turnover (p>.05).The study concluded that career development had the
most influence on labour turnover at Oxfam International. Career planning, training and
development and growth opportunities all played a significant role in determining the level of
employee satisfaction which is a necessary precondition for effective management of labour
turnover at the organization. The reward system also positively influenced employee turnover.
On this respect, the rewards that were salient in terms of their influence on employee satisfaction
were bonuses and recognition. Employee relations practices moderately influenced employee
turnover. This was attributable to the way employer-employee relations, relationship
management and communication was managed, with direct implications on the level of
employee satisfaction. Leadership style was perceived to have an influence on the rate of
employee turnover. The leadership practice at the organization was more achievement oriented
but comparatively less supportive or participative

Kushoka (2021) conducted a study on Factors Influencing the Employee Turn Over at Tanzania
Telecommunication Corporation. Employee retention is among the important factors for business
sustainability. The purpose of the study is to examine the factors influencing the labour turnover
by using Tanzania Telecommunication Corporation Limited (TTCL) as a case study. Specifically,
the study examined the impact of Training and Promotion on employee turnover, the effects of
working environment on labour turnover and it identified the strategies for reducing labour
turnover in Tanzania. This study was conducted in Dar Es Salaam city in its five municipals
(Ilala, Ubungo, Temeke, Kinondoni and Kigamboni). The study used Primary data which was
collected using questionnaire and interview. Quantitative data was analyzed using Correlation
and Regression while the qualitative data was analyzed by content analysis. The findings
revealed that Training and Promotion positively influence the Employee turnover. Also working
environment positively influences the Employee turnover.

Hussain (2019) conducted a study on Factors Affecting Employees’ Turnover Intention. This
research is about factors affecting employees’ turnover intention in construction companies.
Employees’ turnover intention is known as the organization’s workers’ intent or plan to leave
their current working place’s position, Malaysia has scored third highest voluntary turnover rate,
which is 9.5% in Southeast Asia year 2015. Most of the construction projects are difficult and
complex to manage it. High employees’ turnover rate may influence the construction companies’
productivity and performances. There are many factors that will affect employees’ turnover
intention, such as colleague relations, organizational commitment, organizational justice,
organizational reputation, communication, and organizational politics. In order to address the
issues above, this research was aims to identify the factors affecting employees’ turnover
intention and to determine the relationship between the factors and employees’ turnover
intention. Therefore, in order to achieve these objectives, a questionnaire survey involving 160
employees conducted to Grade 7 Construction Company in Klang, Selangor. There was 73
companies’ worker who responded to the survey. The data analysis conducted using SPSS and
SmartPLS, and the results showed that organizational politics were mostly caused employees’
turnover intention in construction companies. The findings also showed that communication and
organizational politics had a negative relationship with employees’ turnover intention. Results
from this research can provide the evidence and bring convince for the construction companies in
Malaysia to reduce employee’s turnover rate. In the future, the scope of the study can be
expanded to other states of Malaysia to improve the reliability of this study.

Basnet (2021) conducted a study on Employee job satisfaction and turnover intention. The aim of
this thesis is to investigate the level of employee’s job satisfaction and employee’s intention to
leave their work with respect to 4Service offshore AS. In addition, this thesis tests the influence
of demography (age, gender, relationship state and experience) on turnover intention. This thesis
used Herzberg’s hygiene and motivator factor theory as a theoretical framework and email
questionnaire was used as a primary source of data. The questionnaire was sent to all 176
employees and 85 employees responded accordingly. Furthermore, to analyze the information
that were collected through questionnaire and to provide meaningful evidence, STATA software
was used as a statistical tool. The result was analyzed and presented with respect to descriptive
and inferential analysis to provide clear information and to send valuable information for the
reader. The result supports our theoretical framework and it evidently shows job satisfaction as a
single independent variable and hygiene and motivator factors as a separate predictor variable
and they have a significant effect on turnover intention (dependent variable) with a p value =
0.000, which means it is significant at all significant level 0.1, 0.05 and 0.01.

Mboya (2019) research on investigation of the impact of labour turnover in Public organizations,
in his case study research design, sampled 250 respondents in Ilala Municipal. He concluded that
differences in payment of salaries and provision of fringe benefits forced those who are lowly
paid to seek for greener pastures in other organizations, also lack of working facilities and
equipment leads to turnover, for example, lack of teaching and learning facilities in school forced
teachers to seek for alternative jobs. He recommended that work environment in all municipal’s
sections should be improved and also improved management styles in all sections, training on
better management practice should be done to management staffs.

Zelalem (2022) conducted a study on factor that affect employee’s turnover in Ethiopia, Labour
turnover becomes companies massive worry because it costly undertaking the organizations
thrives and values viability of the business. An enormous worry to most companies is that labour
turnover is a costly responsibility especially in organizations that thrives and values feasibility of
the business. The company take a deep interest in their labour turnover rate because turnover
have an effect on the running of the business by making distractions which results to condensed
production and proceeds of the organization. The researcher started to examine by making out
the current factors that affect labour turnover in Hibret S.C. and the statistically researched
preparation, Descriptive research design and Open and Close ended questionnaire, and semi
structured interview were functional to collect data and a sample of population was intended for
this research to currently identifying the causes of labour turnover in the banking industry. A
sample of population was 358 employees of the bank permanent staffs out of 4433 from the total
population of employees. Stratified sampling was designed for the research. SPSS software
version 24 was used to analyze the data descriptive statistics, correlation and regression statistics
and testing the collinearity of the variables. The findings of the study discovered that Career
development product such as Training and development, career planning and growth
opportunities, and mentoring and coaching for instance mentoring, employee relationship with
supervisor and performance evaluation and the rewarding system for example salary and bonus
contribute to the labour turnover in Hibret. Discussion based on the variables result has revealed
that there is a positive correlation with labour turnover and make multiple regression models and
less risk of multicollinearity consequence between the independent variable.

2.4 Theoretical Review

2.4.1 Expectancy Theory
On expectancy theory (Vroom, 1964) argued that employee look forward to take delivery of in
return equivalent to their commitment and the amount of work put forth in the organization.
Employee may put minimal efforts effort in work and can quit the job if they get little
compensation and no growth opportunities in return of their work. According to (Mullins, 2001),
incentive works well when there is a functional relationship between efforts expended, perceived
likely outcomes and expectations that reward will be related to performance. The importance of
this theory in this study however, is on the fact that the spirit of employee turnover in the
telecommunication sector can be examined and evaluated on the base of the workers conditions
in terms of their future and continuing expectations like upgrading of pay as the economy
changes, compensations and other rewards which might increase their working morale.

Moreover, involuntary turnover rates comprise letter of resignation initiated by disappointment

to meet expectations and expired employment agreements Reduction-in-force (RIF) turnover and
downsizing is a different group since no swapping workforce are is intended and the exiting
employees are alleged to have been at least minimally competent. Scholars have often proposed
that voluntary and involuntary turnover have different consequences for example highly
experienced performing workforce may be more likely to quit voluntarily because they have
other employment chances (Tumwet, Chepkilot & Kibet2015). Voluntary turnover is frequently
shocking and uncontrollable. Thus, voluntary turnover rates are expected to be negatively
connected to organizational performance. In contrast, the link between involuntary turnover rates
and organizational performance has long been expected to be positive for the reason that
organizations decide to release staffs staff for individual performance insufficiencies or other
social hitches. Assuming that employees who are poor performers are substituted with better
performers, the elimination of poor performers should be related with better organizational
performance. In addition, this sorting consequence may assist remedy 11 poor recruiting
conclusions and uphold performance-oriented standards among remaining employees. Some
scholars have, however, currently interrogated the presumed positive relationship and have
suggested that the involuntary turnover rates and organizational performance have undesirable
relationship instead. High involuntary turnover rates might have slightly to do with the
workforce association which is the grounds for the voluntary turnover rate hypothesis but may
instead just redirect a low-quality employee and the following poor performance that this group
is anticipated to deliver (Tumwet, Chepkilot, & Kibet, 2015).

2.4.2 Herzberg Two Factor Theory

Herzberg himself proposed this point in his motivation–hygiene theory that reward is largely
motivated by the way to which work is basically challenging and offers chances for appreciation
and reinforcement. Reward signifies the application of hygiene factors, and recognition signifies
the application of motivator factors. Optimistic reinforcement for employees often takes the
system of touchable rewards as well as recognition and praise (Giancola, 2009). A mixture of
reward and recognition, along with unceremonious recommendation is expected to be the most
motivational. Rewards must have a positive effect on organizational performance, and he
established that the most preferred form of reward by employees was oral appreciation or
recommendations by their immediate Managers. The form of reward done by the organization
does a significant part in encouraging employees to execute their roles and responsibility (Beer
and Walton, 2014). According to (Hansen, 2016) this eventually affects the performance of the
organization. It is generally thought that if rewards are used efficiently, they can motivate
employees to perform at higher levels, and the practice of appropriate rewards ends in the salary
at the organizational level. Most organizations have official recognition and reward platforms
and these recognition platforms generally comprise of rewards since good employee performers
are acknowledged with rewards. Amongst the rewards offered are gift cards, jewelry and on the
spot, cash awards More stylish recognition platforms identify morals that support organizational
principles, so the rewards are a notice of what is essential to the organization. Appreciating
employees for super performance is a main kind of informal recognition. Though rewards cost no
cash and only needs a few moments of time, most employees feel that they do not get sufficient
recommendations bosses and Directors therefore have a decent opportunity to raise motivation
by the humble act of praising good behaviour (Kinicki & Kreitner, 2016).

2.4.3 Abraham Maslow Hierarchy of Needs Theory

There are five different levels of Maslow’s hierarchy of need and it is mostly displayed as a
pyramid. The lowest levels of the pyramid are made up of the most 15 basic needs while the
most complex needs are at the top of the pyramid and they include Self-actualization, self-
esteem, love, belonging, safety and physiological. Security and safety needs at this level become
primary, people want control and order in their lives so this need of safety and security
contributes largely to behavior at this level Some of the basic security and safety needs include,
Financial security, Health and wellness, Safety against accidents and injury Finding a job,
obtaining health insurance and health care, contributing money to a savings account, and moving
into a safer neighborhood are all examples of actions motivated by the security and safety needs.
Together, the safety and physiological levels of the hierarchy make up what is often referred to as
the basic needs. The basic physiological needs are probably fairly apparent these include the
things that are vital to our survival. Some examples of the physiological needs include food,
water; breathing In addition to the basic requirements of nutrition, air and temperature
regulation, the physiological needs also include such things as shelter and clothing. Maslow also
included sexual reproduction in this level of the hierarchy of needs since it is essential to the
survival and propagation of the species. Social needs In order to avoid problems such as
loneliness, depression, and anxiety, it is important for people to feel loved and accepted by other
people. Personal relationships with friends, family, and lovers play an important role, as those
involvements in other groups that might include religious groups, sports teams, book clubs, and
other group activities. At the fourth level in Maslow’s hierarchy is the need for appreciation and
respect. When the needs at the bottom three levels have been satisfied, the esteem needs begin to
play a more prominent role in motivating behavior. At this point, it becomes increasingly
important to gain the respect and 16 appreciations of others. People have a need to accomplish
things and then have their efforts recognized. By understanding Maslow’s Hierarchy of Needs,
Companies can develop strategies to address employee needs at each level, potentially reducing
attrition and improving employee retention. This can involve providing competitive
compensation

Figure 2.1 Maslow Hierarchy of Needs

2.5 Theoretical Framework

Maslow’s Hierarchy of Needs can be used as a theoretical framework to understand employee
attrition by suggesting that when basic needs are unmet, employees may be more likely to leave
a job in search of better fulfillment. However, the framework posits that employees are
motivated to fulfill needs sequentially, starting with physiological and safety needs, then moving
on to social, self-esteem, and finally self-actualization needs. If these needs are not adequately
met at work, it can lead to lower motivation, job dissatisfaction, and ultimately higher attrition.

2.6 Existing Gap in Literature

Various studies reviewed have revealed important issues relating to the study of the phenomenon
of employee attritions attrition in organizations. Most of the studies have either focused on
combined private/public institutions, or health and education sectors. So far, none of the studies
reviewed have assessed the nature of employees employee attrition in the aviation industry in the
Gambia. Besides, there is no adequate literature on employees’ employee’ attrition in the country.
However, the available pieces of literature only focused on attrition within the health care system
or teacher attrition. The study is therefore taken to assess the nature of employee attrition in the
Gambia International Airport (GIA). From the researchers' point of view, this study could be
used as a benchmark for a more comprehensive study on attrition in the future.

2.7 Conceptual Framework

Training and Development

Employee Attrition
Career Growth Opportunities

Dependent Variables

Salary

Independent Variables

Figure 2.2: Conceptual framework