The Employee Retention Management in Gasoline

Business in Mandaue city

Rationale

Retaining employees, especially the most successful, efficient, and resourceful ones, is one of

the biggest challenges managers face in today's cutthroat corporate environment. Due to the fact that

keeping the most valuable and crucial personnel has become a top concern for many organizations

reasons including a lack of qualified/reliable workers, greater competition, possibilities abroad, and staff

turnover are just a few (Bandana and John; 2019). Employee retention is crucial to any organization's

survival and performance in this respect, thus it should be taken into account when designing strategies

and business plans to guarantee a competent, skilled staff that will meet the organization's aims and

goals. So, the only means through which an industrial organization or site can increase the productivity

of its workforce and by using thorough HRP programs, organizations can optimize their employees and

increase retention (Chepkosgey, Namusonge, and Makokha; 2019). Managing employee retention in the

gasoline business is important because it helps to ensure a stable and reliable workforce, which can lead

to increased productivity, quality, and customer satisfaction. High employee turnover can be a major

challenge in this industry, as it can lead to decreased productivity, increased costs associated with

recruiting and training new staff, and ultimately lower customer satisfaction. By implementing a solid

employee retention management system, gasoline businesses can reduce turnover, increase employee

loyalty and engagement, and improve overall organizational performance. Experienced employees can

also help to train new hires, ensuring that new employees are properly trained and able to perform their

job duties effectively

 Employee retention has undoubtedly always been a concern in many firms in Gasoline Business

today. As a result, organizations must devise strategies like effective and efficient human resources

planning to deal with this persistent issue. Gasoline businesses rely heavily on their employees to

provide excellent customer service, ensure safety at the gas station, and maintain the gas station

equipment’s. Gasoline Business in Mandaue City Find it hard on creating a positive work environment,

providing competitive compensation and benefits packages, offering opportunities for career growth,

and recognizing employee achievements and contributions. By investing in employee retention, gasoline

businesses can create a workplace culture that attracts and retains top talent, ultimately improving their

bottom line. In the gasoline industry, employee retention can have a significant impact on the business's

profitability and success. Gasoline businesses require employees with specialized skills and knowledge,

such as knowledge of fuel types, handling and storage, and safety regulations. Employee turnover can

be costly for businesses, particularly in the gasoline industry. When employees leave, businesses must

spend time and money recruiting and training new employees. This can be particularly challenging in the

gasoline industry, where employees require specialized training and knowledge. In addition, high

turnover rates can create instability and lead to inconsistent service for customers. Employee retention

management is crucial in the gasoline industry to ensure that the business operates efficiently,

effectively, and profitably. This can be achieved by offering competitive salaries and benefits, providing

opportunities for career advancement, creating a positive work culture, and providing ongoing training

and development for employees. By focusing on employee retention, gasoline businesses can increase

employee satisfaction, reduce turnover rates, and ultimately improve their bottom line. Retaining

employees can help to create a positive work culture. When employees feel valued and supported, they

are more likely to be engaged and productive. In addition, a positive work culture can help to attract

new employees and customers, as people want to work for and do business with companies that have a
good reputation. Therefore, retaining experienced and knowledgeable employees can ensure that the

business runs smoothly and efficiently.

This study is to be conducted by the HRDM Students during the second semester of the school

year 2022-2023 in Gasoline Stations of Mandaue City. The researchers decided to conduct this study to

determine the employee retention management of the Gasoline Stations in Mandaue City.

Statement of the Problem

This study aims to determine the employee retention management in Gasoline Stations in Mandaue
City. Specifically , the study attempts to answer the following questions:

1. What is the profile of the employees in terms of;

1.1 Age

1.2 Gender

1.3 Civil Status

1.4 Educational Attainment

1.5 Length of Service

2. What strategies can gasoline stations use to foster employee engagement and improve retention of
employees?

3. How did a positive work culture have an impact on employee retention in the gasoline stations?

4. How satisfied were the HR in the performance of the gasoline employees?

5. How satisfied were the gasoline employees by the efforts of HR department?

6. What are the challenges that gasoline businesses face in retaining employees?

7. Based upon the findings of the study, what are the proposed solutions to help improve the employee
retention management in Gasoline stations?

Significance of the study

The study on employee retention management in gasoline business is significant for various
stakeholders, including:
Employees: The study can help employees in the gasoline business understand the factors that influence
employee retention and identify ways to improve job satisfaction and engagement. This can lead to
increased motivation, productivity, and overall job satisfaction.

Gasoline Businesses: The study can provide gasoline businesses with insights into effective employee
retention strategies, leading to reduced turnover rates, improved financial performance, and a positive
employer reputation.

HR Departments: The study can help HR departments in gasoline businesses develop effective employee
retention policies and practices that address the specific needs and concerns of their workforce.

Researchers: The study can contribute to the existing body of knowledge on employee retention
management in gasoline business, providing insights and recommendations for future research in this
area.

Future Researchers: The study can inspire future researchers to investigate further on the topic of
employee retention management in gasoline business, leading to a better understanding of the factors
that influence employee retention in this industry.

Expectancy theory is that posits that employees are motivated to remain with a company when
they perceive a positive relationship between their efforts, performance, and rewards (Victor Vroom
1964). In the context of the gasoline business, this theory suggests that employees are more likely to
stay with a company when they feel that their efforts are recognized and rewarded appropriately, such
as through competitive salaries and benefits, opportunities for career advancement, and a positive work
culture.

Expectancy theory proposes that motivation is influenced by an individual’s belief in

their ability to perform a task (expectancy), the belief that their performance will lead to a
desired outcome (instrumentality) and the value they place on that outcome (valence). In the
context of a gasoline employee, several factors may influence these three components and,
ultimately, their motivation.

Older workers had lower expectancy and instrumentality beliefs than younger workers, possibly
due to declining physical abilities and career plateauing (Lee, Locke, and Latham (1989). Gender can also
impact expectancy and instrumentality, as societal gender roles and expectations may affect an
individual’s beliefs about their ability to perform certain tasks (Searle & Ward, 1990). Civil status, such as
being married or single, can affect valence, or the value an individual places on work outcomes. For
example, a study by Pederzini and colleagues (2015) found that married employees reported higher job
satisfaction than single employees, possibly because they perceived their work as contributing more to
their family’s well-being. Education affiliation can also impact expectancy, as individuals with higher
levels of education may have more confidence in their abilities to perform certain tasks (Luthans &
Peterson, 2002). Length of service can impact all three components of expectancy theory. Research has
shown that employees with longer tenure have higher levels of expectancy and instrumentality, as they
have more experience and knowledge of the job (Ng & Feldman, 2010). Additionally, employees with
longer tenure may have different valence beliefs than newer employees, as they may value different
outcomes (Lee, Gerhart, Weller, & Trevor, 2008). These factors can interact to influence the motivation
and job performance of a gasoline boy. By understanding these factors and how they relate to
expectancy theory, employers can better tailor their management practices to improve employee
motivation and job satisfaction.

Employee engagement is a critical factor in retaining employees in any business,

including gasoline businesses. Engaged employees are more likely to be motivated, productive,
and committed to their work, resulting in improved job performance and reduced turnover rates.
Expectancy theory can help explain the underlying mechanisms of employee engagement, as it
suggests that individuals are motivated by the belief that their effort will lead to good
performance, and good performance will lead to desired outcomes. To foster employee
engagement and retention in the gasoline business, there are several strategies that can be
implemented. One strategy is to provide employees with opportunities for growth and
development. This can be achieved by offering training and development programs that enhance
employees' skills and knowledge, making them feel more competent and confident in their
abilities, which can increase their expectancy beliefs (Luthans & Peterson, 2002). The use of
recognition and rewards is also an effective strategy for fostering engagement and retention.
Employees who feel valued and appreciated are more likely to be motivated to perform well and
remain committed to their work (Gómez-Mejía et al., 2007). Recognition and rewards can be in
the form of monetary or non-monetary incentives, such as bonuses, promotions, or public
recognition. Creating a positive work environment that promotes a sense of community and
belonging can also enhance employee engagement and retention. This can be achieved by
encouraging teamwork, communication, and collaboration, which can foster a sense of
camaraderie among employees and increase their valence beliefs (Kanfer & Ackerman, 2004).
These strategies can be effective in improving employee engagement and retention in the
gasoline business, leading to better job performance and business success.

A positive work culture can have a significant impact on employee retention in the
gasoline business. Positive work cultures are characterized by open communication,
collaboration, and a focus on employee well-being. Expectancy theory can help explain the
underlying mechanisms of how positive work culture affects employee retention, as it suggests
that individuals are motivated by the belief that their effort will lead to good performance, and
good performance will lead to desired outcomes. One way that a positive work culture can
impact employee retention is by increasing employees' expectancy beliefs. When employees
believe that their effort will lead to good performance, and good performance will lead to
desirable outcomes such as recognition, promotions, and pay raises, they are more likely to be
motivated to perform well and remain committed to their work (Luthans & Peterson, 2002). A
positive work culture can also increase employees' valence beliefs, which refer to the subjective
value employees place on the outcomes that they expect to receive. When employees feel valued
and appreciated by their colleagues and supervisors, they are more likely to have a positive
perception of their work environment and feel more committed to their work (Kanfer &
Ackerman, 2004). A positive work culture can increase employees' sense of instrumentality,
which refers to their belief that good performance will lead to desired outcomes. When
employees feel that their work is valued and that they have a clear understanding of how their
efforts contribute to the success of the business, they are more likely to be motivated to perform
well and remain committed to their work (Locke & Latham, 2002). Positive work culture can
have a significant impact on employee retention in the gasoline business. By increasing
employees' expectancy beliefs, valence beliefs, and sense of instrumentality, positive work
cultures can motivate employees to perform well and remain committed to their work, leading to
improved retention rates.

The HR department plays a critical role in managing employee performance and ensuring
that employees are motivated to perform their best. Expectancy theory can help explain the
underlying mechanisms of how HR department satisfaction with employee performance is
related to employee motivation and performance, as it suggests that individuals are motivated by
the belief that their effort will lead to good performance, and good performance will lead to
desired outcomes. When HR departments are satisfied with the performance of gasoline
employees, it suggests that employees are meeting or exceeding expectations, which can increase
HR departments' expectancy beliefs. HR departments may believe that the employees' efforts are
leading to good performance, which can motivate them to continue performing well (Latham &
Pinder, 2005). Moreover, when HR departments are satisfied with employee performance, it can
increase employees' sense of instrumentality, which refers to their belief that good performance
will lead to desired outcomes. When employees feel that their performance is being recognized
and appreciated by HR departments, they are more likely to be motivated to perform well and
remain committed to their work (Locke & Latham, 2002). Research has shown that HR
department satisfaction with employee performance is positively related to employee motivation
and performance in various industries, including the gasoline business. For instance, a study by
Al-Gharaibeh and Farah (2017) found that HR department satisfaction with employee
performance was positively related to employee job satisfaction in the gasoline. HR department
satisfaction with employee performance is an important factor in motivating and retaining
gasoline employees. By increasing HR departments' expectancy beliefs and employees' sense of
instrumentality, HR department satisfaction can motivate employees to perform well and remain
committed to their work, leading to improved performance and job satisfaction.

Employee satisfaction with the HR department is an important aspect of employee

motivation and performance in the gasoline business. Expectancy theory can help explain the
underlying mechanisms of how employee satisfaction with HR department efforts is related to
employee motivation and performance, as it suggests that individuals are motivated by the belief
that their effort will lead to good performance, and good performance will lead to desired
outcomes. When gasoline employees are satisfied with the efforts of the HR department, it
suggests that employees perceive the HR department as effective and supportive, which can
increase their expectancy beliefs. Employees may believe that their efforts to perform well and
seek HR support will lead to good performance and desired outcomes, such as promotions or
salary increases (Latham & Pinder, 2005). When gasoline employees are satisfied with HR
department efforts, it can increase their sense of instrumentality, which refers to their belief that
good performance will lead to desired outcomes. When employees feel that HR department
efforts are aligned with their needs and expectations, they are more likely to be motivated to
perform well and remain committed to their work (Locke & Latham, 2002). Employee
satisfaction with the efforts of the HR department is an important factor in motivating and
retaining gasoline employees. By increasing employees' expectancy beliefs and sense of
instrumentality, HR department efforts can motivate employees to perform well and remain
committed to their work, leading to improved performance and job satisfaction.

The challenges of retaining employees in the gasoline business can be explained using
expectancy theory, which suggests that individuals are motivated by the belief that their effort
will lead to good performance, and good performance will lead to desired outcomes. When
employees do not perceive a positive relationship between their efforts and outcomes, they may
become less motivated and more likely to leave their job. Challenge in retaining gasoline
employees is the physical and often dangerous nature of the work, which can result in high
turnover rates and difficulty in finding and retaining qualified employees. Additionally, the
industry is highly competitive, which can lead to turnover as employees may leave for higher pay
or better benefits. Lack of opportunities for career growth and development can also lead to
employee turnover. When employees perceive a lack of opportunity for advancement or career
growth, they may become less motivated and more likely to seek employment elsewhere. Lack
of fairness in compensation and rewards can also lead to employee turnover. When employees
perceive that their compensation and rewards are not aligned with their effort and performance,
they may become demotivated and more likely to leave their job (Folger & Cropanzano, 1998).
In order to address these challenges and retain employees, gasoline businesses can use
expectancy theory to create a positive work environment that fosters employee motivation and
performance. This can include providing opportunities for career growth and development,
ensuring fair compensation and rewards, and creating a culture of support and respect for
employees.

Expectancy theory provides a useful framework for understanding employee retention in

the gasoline business. By recognizing that employees are motivated by the belief that their effort
will lead to good performance, and good performance will lead to desired outcomes, gasoline
businesses can develop strategies to increase employee motivation and improve retention. One
key strategy is to create a positive work environment that supports employee motivation and
performance. This can include offering opportunities for career growth and development,
ensuring fair compensation and rewards, and creating a culture of support and respect for
employees. Research has shown that employee satisfaction with HR department efforts is
positively related to employee motivation and performance. By aligning HR department efforts
with employee needs and expectations, gasoline businesses can increase employee expectancy
beliefs and sense of instrumentality, which can further motivate employees to perform well and
remain committed to their work. To successfully retain employees in the gasoline business, it is
important for businesses to recognize and address the challenges that may lead to turnover, such
as the physical nature of the work, competition for qualified employees, and a lack of
opportunities for career growth and development.

In conclusion, by understanding the underlying mechanisms of employee motivation and

retention, and using expectancy theory to inform management strategies, gasoline businesses can
create a positive work environment that fosters employee engagement, motivation, and retention.
Definition of terms

Gasoline Employee – is a person who works in a full-service gas station and provides services
such as monitoring the oil level in vehicles, wiping windshields, and pumping gas.

Retention Management – it is a proactive and ongoing process aimed at keeping your employees
engaged and motivated.

Gasoline station – means an establishment at which gasoline is sold or offered for sale to the
public for use in motor vehicles.

HR department – is the department that supports the entire employee lifecycle and assists your
team in their day-to-day tasks.