AN EVALUATION OF  THE INFLUENCE OF WORK OVERLOAD ON EMPLOYEES TURNOVER INTENTIONS IN HOTEL INDUSTRY OF CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

In the competitive landscape of the hotel industry, employees often face significant strain due to heightened competition and the professionalization of their roles. From meeting tight deadlines to handling excessive workloads and resolving conflicts, employees encounter various stressors that can profoundly impact their performance.  The workload can manifest as either task or job demands, as well as factors related to the organization and work environment. Workload refers to the situation when employees are either assigned an excessive amount of work within a given timeframe or are given tasks that are too challenging for them to handle (Gabraiel, 2019). However, perceptions of workload vary among individuals or employees, thereby influencing the workload experienced by each individual. An excessive workload can lead to both physical and mental fatigue, as well as emotional responses like headaches, dyspepsia, and aggravation. In contrast, insufficient workforce combined with repetitive routines will lead to boredom. The lack of challenging tasks or responsibilities in routine work can result in boredom, leading to a decrease in concentration and enhancing turnover intentions (Bates, 2019). Job turnover intention pertains to the inclination or extent to which an employee might willingly or deliberately depart from the organization because their current job is unappealing and there are other job opportunities available. However, employee turnover intentions are assessed using several influencing criteria worldwide. The pressure to maintain profitability and meet high responsibilities within tight timeframes exacerbates stress levels for hotel employees. The relentless nature of the workload poses a considerable challenge, impacting both the psychological well-being of employees and the overall performance of the organization (Collins, 2020). This stress not only affects employees' physical and mental health but can also have repercussions for the hotel's performance as a whole. Furthermore, Bliese & Castro (2020) assert that work overload is the result of the combined effect of the actual work demands and the psychological strain that arises from achieving those demands. Psychological strain occurs when employees think that the expectations placed on them surpass their capacity. Stress stemming from these sources can manifest differently in each individual, leading to decreased concentration and performance. Symptoms of stress range from mild issues like dizziness and anxiety to more severe conditions like insomnia and depression, all of which can hinder employees from performing at their best. According to Andriani et al.(2021) , employee turnover intentions are considered to be the main indicators of actual turnover in hotel industries of Cameroon. Organizations remain in existence and maintaining good health due to reducing staff turnover, which is caused by employees' intents to leave. Employees meet the organization's expectations by demonstrating commitment and passion to their jobs (Chen & Wu, 2017). The organization enhances productivity and profitability as a result of its personnel. The evidence indicates that organizations have low or moderate performance when employees have plans to leave (Mimura & Griffith, 2023). Nevertheless, the organisation attains elevated profitability and productivity by the active involvement and dedication of its employees (Jhatial, Mangi & Ghumro, 2022). The productive aspect of an organisation serves as a source of inspiration and motivation for employees, encouraging them to perform well. Conversely, the non-productive aspect places excessive mental and physical strain on the health of employees. A study conducted by Ahuja et al. (2018) establishes that the perception of having too much work has a substantial impact on the balance between work and personal life, as well as the intention to leave one's job, among hotel workers. According to Qureshi et al. (2022), it is stated that when individuals think that they have too much work to handle, it results in higher levels of stress and decreased satisfaction with their employment. Additionally, factors such as technological advancements, production demands, information overload, and fierce competition contribute to the heavy workload experienced by hotel employees, further exacerbating stress levels. As stress mounts, employee performance inevitably declines, posing a significant challenge to the organization's overall effectiveness. Thus, managing workload and implementing strategies to mitigate stress are crucial for maintaining employee well-being and optimizing performance within the hotel industry. Nevertheless, companies must effectively manage human resources (HR) in order to mitigate turnover intention, given the difficulty of acquiring competent and skilled employees or potential candidates. (Robbins and Judge, 2019). Therefore, a survey will be conducted in order to examine  the influence of work overload on employees turnover intentions in hotel industry of Cameroon.

1.2 Statement of the Problem

In the hotel industry, high turnover rates are a common challenge, ranking third globally (Bares, 2018), and one of the significant factors behind this is work overload. The availability of skilled human resources, such as front desk staff, housekeepers, and chefs, is crucial for delivering quality service to guests. When staff face excessive workloads, their performance suffers, leading to job dissatisfaction and ultimately turnover. Furthermore, excessive workload negatively impacts employee performance in the hotel industry. Employees may experience emotional exhaustion and struggle to balance work with personal life, impacting their overall effectiveness. It's vital for hotel management to recognize signs of excessive workload and ensure that employees' workload aligns with their abilities and the defined job objectives. By maintaining a balanced workload and addressing employees' needs, hotels can maximize employee performance and reduce turnover rates (Andriani et al., 2021; Adnan Bataineh, 2019).  It is in the light of these that the study seeks to critically analyze the impact of job insecurity on employee turnover in private organizations in Cameroon.

1.3 Objectives of the Study

The main purpose of this study is to examine the influence of work overload on employees turnover intentions in hotel industry of Cameroon. Specifically, the study will;

Determine the impact of work overload on the employees’ well-being.

Investigate the influence of work overload on employees turnover intentions in hotel industry of Cameroon.  

Examine the relationship between work stress and employees turnover intentions in hotel industry of Cameroon.

Examine if there is relationship between work-life balance and employee turnover. 

1.4 Research Questions

The following questions have been prepared for the study:

How does work overload affect the well-being of employees?

What is the influence of work overload on employees' turnover intentions within the hotel industry of Cameroon?

Is there a relationship between work stress and employees' turnover intentions within the hotel industry of Cameroon?

Does work-life balance have an impact on employee turnover?

1.5 Research Hypotheses

Ho: There is no significant relationship between work overload and employees' turnover intentions in the hotel industry of Cameroon.

Ha: Work overload significantly influences employees' turnover intentions in the hotel industry of Cameroon.

1.6 Significance of the Study

The study findings will help hotel managers to prioritize staffing and workload management strategies that ensure consistent service quality and guest satisfaction, thereby enhancing the hotel's reputation and competitiveness in the market. Also, managers implement measures to reduce workload pressures, such as optimizing staffing levels, implementing efficient work processes, and providing adequate training and support to employees. Furthermore, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to the influence of work overload on employees turnover intentions in hotel industry of Cameroon.

1.6 Scope of the study

The scope of this study is boarded on the influence of work overload on employees turnover intentions in hotel industry of Cameroon. Empirically, this study will determine the impact of work overload on the employees’ well-being, investigate the influence of work overload on employees turnover intentions, examine the relationship between work stress and employees turnover intentions and if there is relationship between work-life balance and employee turnover. 

Geographically, the study will be delimited to staff of some selected hotel in Bafoussam, Cameroon.

1.7 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.9 Definition of Terms

Employee turnover: the rate at which employees leave an organization and need to be replaced. 

Work overload: the amount of work or targets that each employee must complete following the position or organizational unit, which is also sometimes limited in completion time.

Organizational performance: the extent to which a company achieves its strategic objectives, fulfills its mission, and meets stakeholder expectations.