Journal of Management and Business Solutions 3092-7226 2 Serial Number 8 2024 10 01 Exploring the Causes of Employee Turnover in the Hospitality Industry Exploring the Causes of Employee Turnover in the Hospitality Industry 1 9 EN Journal Article 2025 08 09 <p>This study aims to explore the underlying causes of employee turnover in the hospitality industry by examining the lived experiences of former and current hospitality workers in Tehran. A qualitative research design was employed using semi-structured interviews to gather in-depth insights from 24 participants working across hotels, restaurants, and catering businesses in Tehran. Participants were selected through purposive sampling to ensure diversity in role, experience, and gender. Data collection continued until theoretical saturation was reached. Interviews lasted between 45 and 75 minutes and were transcribed verbatim. Thematic analysis was conducted using Braun and Clarke’s six-phase framework, and NVivo software was utilized for data management, coding, and theme development. Trustworthiness of the data was ensured through member checking and peer debriefing. Three major themes emerged: (1) Organizational Factors such as ineffective leadership, inadequate compensation, lack of career development, job insecurity, and poor work-life balance; (2) Interpersonal and Social Factors including managerial conflict, poor colleague relations, customer misconduct, and workplace discrimination; and (3) Personal and Psychological Factors such as burnout, job dissatisfaction, mismatch with career goals, psychological distress, and lack of motivation. Participant quotations highlighted the emotional and contextual complexities behind turnover decisions. These findings were aligned with prior research, emphasizing both universal and region-specific causes of turnover in the hospitality sector. Employee turnover in the hospitality industry is a multifactorial issue rooted in structural, social, and psychological dynamics. To improve retention, hospitality organizations must adopt holistic strategies that address compensation, leadership, work culture, and employee well-being. The study contributes to the literature by offering culturally contextualized insights from the Iranian hospitality workforce and suggests targeted interventions for long-term workforce stability.</p> https://www.journalmbs.com/index.php/jmbs/article/download/51/46