AN ASSESSMENT OF  POOR STAFF WELFARE, AND ITS EFFECTS ON EMPLOYEE TURNOVER IN CORPORATE ORGANIZATIONS IN CAMEROON(A CASE STUDY OF GAROUA DISTRICT COUNCIL, CAMEROON)

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

An individual's welfare refers to their condition in relation to their efforts to adapt to their surroundings. However, human resources professionals play a pivotal role in this scenario, as emphasized by Armstrong (2018), who asserts that attracting, retaining, and appropriately rewarding talented employees is vital for organizational success. Compensation, particularly for outstanding performers or those possessing unique skills, is a crucial factor in this equation, according to Lawler (2018) and Willis (2020). Research by Hope and Mackin (2019) suggests that larger establishments tend to retain employees longer than smaller ones, with benefits playing a key role in reducing turnover.While larger firms typically offer higher salaries and a broader range of benefits, small businesses often struggle to compete in this regard (Hope & Mackin, 2019). Additionally, the challenge lies in the increasingly competitive landscape for talent, making it difficult for organizations to hire and retain qualified individuals (Cotton and Tuttle, 2019). Welfare packages encompasses total compensation strategies, which includes both monetary and non-monetary benefits, are essential for attracting and retaining staff. The phenomenon of "Brain Drain," characterized by skilled employees frequently switching employers, particularly in the corporate sector, underscores the detrimental effects of poor staff welfare. This continual turnover not only incurs high recruitment and training costs for organizations but also undermines productivity in the short term. Certain individuals resign due to their dissatisfaction with their salary. Furthermore, it is a fact that individuals frequently resign from their current positions in order to pursue more lucrative employment opportunities elsewhere. The expenses related to staff turnover, including the recruitment, selection, and training of new personnel, frequently surpass 100% of the yearly salary for the post. Apart from the explicit monetary expenses, the departure of employees can result in work interruptions, the depletion of organizational memory as well as implicit or strategic knowledge, declines in productivity or customer service, the absence of mentors, reduced diversity, and even a domino effect of turnover where other highly regarded employees leave as well (Ernest, 2020). Despite challenging labour markets, there is still the potential for "pent-up" turnover among employees. As job markets strengthen, numerous employees may begin seeking other choices. Nevertheless, prioritizing staff welfare through comprehensive adequate welfare, compensation packages and opportunities for employee participation and influence is crucial for mitigating turnover and sustaining talent in corporate organizations in Cameroon. Therefore, a survey will be conducted in order to assess the effects of poor staff welfare on employee turnover in corporate organizations in Cameroon.

1.2 Statement of the Problem

Staff welfare is a powerful factor that impacts employees' job performance, satisfaction, morale and retention. However, not all organizations have the necessary resources to implement a comprehensive staff welfare programme. Insufficient funding or organizational policies may hinder the implementation of an employee programme in an organization. Consequently, this results in a rise in employee dissatisfaction and turnover. However, majority of employees have the intention to resign, possibly due to inadequate welfare packages and other incentives, which subsequently leads to a higher rate of employee turnover in a corporate organization. Furthermore,  Grobler et al. (2019) argue that a certain level of turnover is anticipated, inevitable, and seen as advantageous for the organization. Although, employing new staff members can infuse the company with novel perspectives, as they bring forth unique ideas, strategies, and more efficient approaches to tasks (Cotton & Tuttle, 2018). Additionally, turnover can be essential in addressing and correcting inadequate hiring and placement choices. Similarly, according to Hogan (2019), a high rate of employee turnover leads to an unsteady workforce and raises the expenses associated with human resources (HR). It is in the light of these that the study seeks to assess the effects of poor staff welfare on employee turnover in corporate organizations in Cameroon.

1.3 Objectives of the Study

The main purpose of this study is to assess the effects of poor staff welfare on employee turnover in corporate organizations in Cameroon (A case study of Garoua district council, Cameroon). Specifically, the study will;

Assess the extent to which poor staff welfare practice affects retention in  corporate organizations in Cameroon.

Examine the levels of employee turnover in corporate organizations in Cameroon.

Examine the consequences of high employee turnover on the performance of  corporate organizations in Cameroon.

Investigate the relationship between poor staff welfare and employee turnover in corporate organizations in Cameroon.

1.4 Research Questions

The following questions have been prepared for the study:

What is the extent to which poor staff welfare practice affects retention in  corporate organizations in Cameroon?

What are the levels of employee turnover within corporate organizations in Cameroon?

What are the consequences of high employee turnover on the performance of corporate organizations in Cameroon?

What is the relationship between poor staff welfare and employee turnover in corporate organizations in Cameroon?

1.5 Research Hypotheses

Ho: There is no significant relationship between poor staff welfare and employee turnover in corporate organizations in Cameroon.

Ha: There is a significant relationship between poor staff welfare and employee turnover in corporate organizations in Cameroon.

1.6 Significance of the Study

The study will help corporate leaders to identify areas for improvement and implement strategies to enhance staff welfare. Also, it will enables HR professionals to formulate and execute strategies and initiatives with the goal of enhancing employee welfare and contentment. This include activities such as wellness programmes, flexible work arrangements, and employee assistance programmes specifically targeted to tackle the underlying causes of poor staff welfare and decrease turnover rates. 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 effects of poor staff welfare on employee turnover in corporate organizations in Cameroon. 

1.6 Scope of the study

The scope of this study is boarded on the effects of poor staff welfare on employee turnover in corporate organizations in Cameroon.  Empirically, this study will assess the extent to which poor staff welfare practice affects retention, examine the level of employee turnover within corporate organizations, examine the consequences of high employee turnover on the performance of corporate organization and investigate the relationship between poor staff welfare and employee turnover in corporate organizations.

Geographically, the study will be delimited to staff in corporate organizations, 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. 

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

Staff welfare: refers to the well-being, happiness, and overall quality of life of employees in an organization.

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