This chapter discusses ways of dealing with narratives containing sensitive information shared by primary and secondary school students through a research process. The study was informed by participatory action research traditions and was part of a Gender Equity Project that took place in two phases from 2007 to 2016. Guided by Nell Nodding's care theory, narratives shared by the students were analyzed using the collaborative content analysis process (CCAP). Most of
Effect of Employee Engagement on Employee Turnover Intention in Hotels within Eldoret Town, Kenya 1. Introduction The hospitality industry is a vast field of categories that offer numerous services including accommodation, dining, meetings and the bar. The delivery of services from the hotel to the customer are dependent on the employees and must be of a level that satisfies customers (Faldetta, Fasone, and Provenzano, 2013). The hospitality industry must therefore have a client-centered culture whose employees understand the needs of customers and strive to satisfy them. The Tourism Regulatory Authority (2015) estimates that by 2017, the industry will cater for about 628,000 jobs in Kenya and will directly contribute 3.7% to the GDP. Despite these impressive figures of employment, it is one of the industries with a high employee turnover rate. In Kenya, the hotel industry falls short of the industry turnover average worldwide, but still leads locally in employee turnover, (Republic of Kenya 2004). However, Kuria (2011) states that high turnover rate in the hotel industry is not country-specific but rather a worldwide phenomenon.Owners of hotels may cherish this because of low investment they spend on such staff but in the long run their businesses may fail to attract customers due to low quality services. Unskilled or semiskilled staff could be a burden to the hotel because their interaction with customers is low level. Their deficiency in interpersonal skills may lead to loss of business because customers are not encouraged to make return visits.The problem of high staff turnover remains a dark cloud for these investors. Most of the hotels in Eldoret town are non-rated and they hire unskilled or semiskilled employees that cannot give quality services to their customers. Ongori (2007) advises owners and their managers to find ways to mitigate the effects of employee turnover by understanding the contents of psychological contract and avoid breaches of the psychological contract variables to minimize employee turnover at all costs. The lack of quality supervision, inadequate communication from management, unclear terms and conditions of service, lack of clear-cut definition of responsibilities, lack of promotional opportunities and nonexistent occupational safety are some of the reasons for employees to harbor intentions to leave their jobs. These reasons point at the breach of the psychological contract on the part of management of organizations in this industry. It is not surprising, therefore, to find that most employees perceive their jobs as merely transitory as they seek work-life elsewhere. They may see that their jobs lack career structure hence leading them to a dead end. Guerrier (2009) points out that there is assumption that tourism and hospitality jobs are for the unskilled or semiskilled and performed by
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