An Investigation into the Causes of High Employee Turnover and Low Retention in the UK Cleaning Industry

High employee turnover and low retention is a well-known problem in the United Kingdom (UK) cleaning industry. However, investigations into the root causes have been somewhat shallow and tepid. The industry has continued to grow exponentially and is a key economic contributor of over £55.5 billion, employing around 1.4 million people. Furthermore, in 2019, the UK came fifth globally in having employees working as cleaners with 66,420 cleaning companies (BCC, 2021). Likewise, the last global pandemic (Covid-19) finally sealed the argument for the cleaning industry remaining inseparable, and the most important life-saving industry that serves as an enabler to other critical industries such as the National Health Service (NHS).

Consequently, the importance of medical doctors and cleaners during the pandemic was symmetric. This stems from the fact that both professions were integral to saving lives. For instance, while scientists worldwide were busy developing vaccine against Covid-19, social distancing and constant cleaning was the only plausible solution to preventing the spread of the disease. Amongst other key workers, cleaners were nationally appreciated with people coming out to clap weekly to acknowledge their pivotal role in saving lives and preventing the entire society from a complete shutdown. Despite the fiscal and social contributions to society, cleaning remains a ‘Touch’ and ‘Go’ profession, given the persistent high staff turnover level entrenched in the industry’s fabric for decades. Identifying the root causes will enable the industry to advance remedial solutions that would support the industry in the long run.

Aim

To explore the reasons why the cleaning industry in the UK experiences high employee turnover.

Objectives

• To identify employment policies in the UK cleaning industry that are associated with high employee turnover.
• To investigate employee management strategies that contribute to high turnover rates.
• To explore best practices that can address the high rate of employee turnover in the UK cleaning industry.

Significance of the Study

The main significance of this paper is to illuminate the shadow covering the salient issues impacting the cleaning industry, namely, high staff turnover. Also, to provide practical and rational solutions for the cleaning industry professionals and employers to address the longstanding turnover problem engulfing the cleaning industry. Further significance includes identifying employment policies that are associated with high employee turnover. In addition, the best strategies and practices can be implemented to support sustainability and reduce high employee turnover.

Literature Review

Several studies relating to the subject matter by the researcher in 2014 focused on contributing factors to turnover issues. The outcome revealed several factors: job dissatisfaction, lack of motivation, and poor working conditions. Onadeko(2022) attributed the causes of high employee turnover to pay incentives, poor recruitment, negative management culture, and the physical intensity of cleaning. Further expansion of the study by Maxwell (2021) centered around employee retention and understanding why people leave organizations. Similarly, Bergfeld et al. (2022) looked at labor shortages and turnover in industrial cleaning and found low pay to be the key factor causing high employee turnover. Contrarily, cleaners in London currently working 48 hours a week earn an average of £29,827 per annum (£11.95/hour). Also, free travel passes worth £3,480 annually are issued to all transport cleaning contractors in London (Strauss, 2022). This contrasted with a qualified Band 5 NHS nurse earning £28,407 without free travel (Farrah, 2023). Despite these incentives available to cleaners, the high turnover issues persist to the extent that the lack of government intervention has been strongly criticized (Donati, 2023). The study by Bergfeld et al. (2022) revealed that the human resources approach was noted to reinforce the causes of high staff turnover. For instance, negative workplace culture, poor leadership, and management approach to people’s problems. Furthermore, a theory-based intervention study by Michie (2004) focused on reducing absenteeism among hospital cleaning staff. The use of zero-hour contract staff, image, and perception of being a cleaner was directly linked to the cause of people leaving the cleaning role.

A subsequent British Cleaning Council (2021) study revealed over 1,917 vacancies in eleven participating cleaning companies, with one company confirming to have over 267 percent of employee turnover. Study shows 37 percent of cleaners across the UK were from oversee, and 67 percent alone were from London. However, their study highlights factors contributing to staff turnover but did not advance solutions to the issues concerning low staff retention or high turnover. In the study by Holston-Okae and Mushi (2018), the persistent high staff turnover was investigated in the hospitality sector. The study’s findings indicated employee compensation, motivation, job satisfaction, and work environment are significant factors impacting employee turnover in the hospitality sector. The research suggested further studies to develop solutions for the problem. The review of literature by Dwesini (2019) found similar outcomes on the causes and prevention of employee turnover in the hospitality industry. Improved Human Resources Management (HRM) practices were recommended as a solution to addressing the turnover problem.

Applying Herzberg’s Motivation and Hygiene Factors

Herzberg et al. (1959) conceptualized the motivation and hygiene theory in two distinctive categories that influence motivation at work. The extrinsic element found in the hygiene factors, namely physical work environment, job security, self-actualization, and company policies, only ensures employees are unhappy with their jobs. On the other hand, Herzberg described the motivation factors to be intrinsic, which contribute to employee motivation and performance. This consists of non-financial initiatives such as employee recognition, company achievements, and job enrichment. This proves that non-financial initiatives are more of a psychological phenomenon that reinforces employees’ cognitive behavior and relationship with the company via internal and external factors (Crabbe, 2007).

Internal Factors (Non-Financial Incentives)

Transformational Leadership

The dynamic challenge in addressing the high persistent employee turnover in the cleaning industry meant that leadership strategies need reviewing to mitigate the various issues their workforce faces. Also, they can use a non-financial incentive through a transformational leadership approach to improve staff retention and reduce high turnover. According to Bryman et al. (2011), there should be a process by which leaders foster organization to drive performance beyond expectation through collective and moral cause. This shows that their employees need the absence of regular pay and a moral and human touch to boost their mental well-being and performance at work.

Job Design

Determining a well-designed job and responsibilities is critical, particularly in sectors facing uncertainties in the labor market globally (Connor, 2016). Hence, designing work duties in line with employee roles will support performing at maximum while staying motivated. It will also add essential value to the organization and increase productivity (Morgeson et al., 2007). Additionally, a distinctive job design would set aside non-skilled tasks to prevent job dissatisfaction, often resulting in demotivation and employees leaving the job.

Developmental Initiatives

Adopting and promoting organic growth in the cleaning industry is essential to achieving high performance in the workforce. Employees having prospects to progress in the industry over time will amplify their motivation intrinsically as they feel valued and appreciated and will undeniably boost performance. As well, organizations demonstrate ethically that employees are their most valued asset.

Flexible Working

With the ongoing economic challenges globally, it is undoubtedly difficult for employees to avoid the impact as they struggle to balance work and life. This social-economic phenomenon implies that organizations in the cleaning industry should adopt a more flexible working policy that helps existing and new employees have a better balance between work and life. This will create a good employee experience, work culture, and employee value proposition.

External Factors (Non-Financial Incentives)

Cleaning Perception and Image

The stigma attached to the cleaning profession has been a longstanding factor discouraging retention. The perception of the cleaning profession remains a job for the less privileged in society. Improving the negative image associated with the profession will likely elevate employee confidence and productivity.

Key Worker Status

The cleaning profession has proven to deserve a key worker status following their role in combating Covid-19 throughout the pandemic. However, cleaners were temporarily recognized as key workers during the pandemic but later relegated to their default position post-pandemic. Recognizing the worth and contribution of the cleaning industry will elevate its status, creating a natural attraction for people to pursue a career in the industry. This non-fiscal initiative will help break the stigma and factors contributing to high turnover impacting the cleaning industry.

Literature Review Summary

The researcher investigated the causes of high employee turnover and low retention. The review of various literature suggests several factors to be responsible for internally and externally. These include fiscal and non-fiscal factors; these factors were extensively discussed in line with motivational theories by Herzberg. However, the researcher found gaps between various studies and pieces of literature. The emphasis from previous studies on the causes of high turnover was skeletal, and none was in-depth regarding the UK perspective. Also, there was no empirical or contemporary study of the cleaners currently in the UK industry to address the turnover issues. As such, this has made the case for the researcher to embark on an empirical study through qualitative research.

Methodology

The researcher adopted a qualitative interview approach to collect data. Interviewed participants included cleaning employees and supervisors in the UK cleaning industry to determine the key factors causing high employee turnover and low retention. Participants received open-ended questions as they were more receptive to responding more naturally (Denzin, 2011). A thematic analysis was used to generate insights into the topic based on the participants’ responses.

Research Design       

The qualitative descriptive design was adopted to address the three research questions. Additionally, the researcher chose the qualitative descriptive design as it facilitated the description of the participant’s responses to the interview questions based on their experiences in the cleaning industry. The interview approach was chosen as it allowed the investigator to create a rapport with the participants while collecting data.

Data Analysis Method

The main approach used to analyze the primary data involved a thematic analysis technique. Braun and Clarke’s (2006) six-step approach was employed to conduct the thematic analysis. These steps involved becoming familiar with the data, identifying initial codes, categorizing specific codes into categories and themes, and reviewing, defining, and writing the report.

Data Familiarization 

The researcher transcribed the data from the seven interviews, capturing the participants’ critical thoughts and ideas. Repeated readings thoroughly examined the interview transcripts (Braun & Clarke, 2006). The researcher diligently read and reread the transcripts to improve their comprehension and recognition of the information.

Codes Identification

The researcher systematically organized the interview transcripts’ data by employing coding techniques. Coding is crucial in condensing the data into meaningful and concise categories (Braun & Clarke, 2006). After completing the coding process, the researcher arranged these codes into main themes and categories.

Codes to Categories to Themes

During this stage, the focus was on identifying themes and categories by grouping related codes. All initial codes relevant to the research questions were used to establish themes and categories. Braun and Clarke (2006) suggest no fixed guidelines for generating themes in qualitative data.

Reviewing Themes

Braun and Clarke (2006) emphasized that the fourth stage of the process is an essential and critical step that entails thoroughly examining, adjusting, and enhancing the initial themes identified in the third stage. In this stage, the researcher carefully assesses the consistency of the preliminary themes and collects all relevant information associated with each theme. Themes that lack substantial supporting data are discarded during this stage, ensuring that only solid and meaningful themes are retained.

Defining Themes

Five primary themes were developed from the analysis: Low wage pay, negative perception and job identity, limited opportunities for advancement, lack of recognition and respect, and disruption to operational efficiency. Each theme had categories that focused on addressing the research questions of this article.

Writing the Report

Once the themes and their interconnections were identified, the evaluation progressed to the sixth final phase, which involved composing the report for the thematic analysis. Each theme was presented clearly and organized, accompanied by a comprehensive analysis.

Results

Thematic analysis yielded five themes: Low wage pay, negative perception and job identity, limited benefits and lack of policies, lack of recognition and respect, and disruption to operational efficiency. Table 1 shows the coordination of how the codes became categorized into themes. 

Table 1

Codes to Categories to Themes

Theme 1: Low Wage Pay

Many cleaning companies in the UK industry pay low wages leading to high employee turnover rates. Therefore, it becomes challenging for cleaning companies to retain employees. Most participants indicated that low wages contributed to high employee turnover rates, especially employees paid the same amount for the day and night shifts. Participant 4 stated that “As to the pay rates, they pay wages is flat. So, days and nights staff are getting the same weight of money. So, I believe there should be a pay difference between days and nights shifts.” Participant 7 also indicated that ” pay is not good and they shift up pay for the night shifts. Paying the same rate is not fair, the night shifts should be paid a bit more than the day shift.”

Low wages lead to job dissatisfaction and lack of motivation. The study participants indicated that low wages create a lack of motivation to attend work every day. Participant 5 indicated that “Low motivation is affecting people and causing them to leave the job because they have no motivation.” Participant 7 indicated that low motivation led to less desire to be productive. “It causes low motivation and less desire to be productive.” When people work in an environment that makes them feel inadequate, they tend to be more disengaged, dissatisfied, and demotivated. Participant 3 stated that “once someone gets comfortable, they start to feel unsatisfied as there are no more challenges and feel like they know everything.”

Additionally, Participant 6 stated that “There is no incentive and motivation to remain in this cleaning industry.” Disengaged, dissatisfied, and demotivated employees result in poor work quality, boredom, and decreased productivity. Participant 4 indicated that “it will lead to low productivity, which will resort to poor quality of the job.” Additionally, Participant 7 stated, “This leads to poor quality of work and makes the job even harder.” Therefore, low wages lead to poor work quality affecting the customers, and the cleaning companies.

Employees feel undervalued and unappreciated when they often receive or are near minimum wage. Participant 6 indicated that “from experience, we are seen as unskilled as I said we are not appreciated” According to Participant 6, most employees are seen to be unskilled, leading to no appreciation. Participant 2 indicated that “lack of motivation because employees are not being motivated that they can progress from one level to another.” According to Participant 2, when employees are motivated, they can progress to any level. Participant 7 also stated that “cleaners are never appreciated enough by customers or the management” The high turnover rates due to low wages results in employees seeking better-paying opportunities elsewhere. Participant 3 stated that “they are just going to get by and keep looking for a better job opportunity” Additionally, Participant 5 stated that “Then I can go if I find somewhere else is better where I can work more hours get more money or work less for similar money.” Most employees seek better opportunities because they want to feel valued and appreciated through the wages they receive and the work they do.”

Theme 2: Negative Perception and Job Identity

A negative perception of cleaning has led to a poor image of the industry. The participants indicated that poor image discourages the employees, and they do not feel respected. Participant 4 “One will be the image of the cleaning industry because the image is not encouraging people to have interest in the job. They see the cleaning industry as an industry that has no value.” Additionally, Participant 7 indicated that “The image of the profession is poor and not respected.” According to the participants, people see the cleaning industry to be of no value, thus leading to high employee turnover. Stigmatization has led to a wrong perception of the industry participant 1 indicated that “It is when people come into it knowing very well that in the back of their mind, the industry is stigmatized.”The cleaning industry has limited opportunities and career advancement, leading to a lack of job identity. The participants indicated that there should be more opportunities for the cleaning employees to advance their careers. Participant 3 stated, “So they need to see that there are opportunities out there with access to these areas.” According to Participant 3, opportunities should be readily available to employees who want to career development. Participant 6 stated, “Why no career development.” The participants indicated that creating awareness of opportunities in the cleaning industry was important. Lack of awareness of the opportunities in the cleaning industry leads to high employee turnover due to high resignations.

Theme 3: Limited benefits and lack of policies

Limited benefits and a lack of clearly defined policies have resulted in high employee turnover in the cleaning industry. According to the participants, the UK cleaning industry does not provide sick pay benefits, and stakeholders in the industry have not formulated policies that allow employees to be paid during their sick days. Participant 1 indicated that “The benefits that people get, you know, what they might get when they compare with other businesses, maybe they have got sick pay when off sick.” The participants also indicated that the lack of benefits and policies leads to employees leaving their job. Participant 5 indicated that “The policies are affecting the way employees are treated in the company, for example, holiday or sick pay is no good.”

Policies on pension schemes for employees in the cleaning industry need to be implemented. Pension benefits are essential later in life when employees retire. Participant 2 indicated that a “Good pension is what the employee will rely on later in their life. “Participants stated that the lack of reasonable pension scheme policies influences employees to leave their jobs since they may feel unrecognized by the cleaning industry. Participant 6 stated that “Pension scheme and sick pay are another reason for people leaving their jobs and also with not enough recognition” Policies on stipends should be upgraded from minimum wage in the UK to an adequate living wage to encourage more cleaners to be motivated to work.

Participant 4 indicated that “The increment of pay and the upgrading.” A reasonable wage policy will motivate employees to work in the cleaning company. Participant 5 stated that “They need to pay bonuses especially when a cleaner goes the extra mile such as during the pandemic period.” Companies need to negotiate better pay for their employees to ensure job satisfaction because low wages are the main factor that makes employees resign from the cleaning industry. Participant 7 stated that “The actions I think the company can take could be to negotiate better pay for cleaners when bidding for new contracts.”

Participants in the study indicated that health insurance was important for employees as a policy and benefit to ensure low turnover rates. Participant 2 stated that “Insurance should be another thing that they should consider they should have a look at okay….” According to Participant 5, private health insurance is important when an individual has health issues because they can be treated easily. Participant 5 indicated that “If you have private health insurance, it will speed up any treatment you may need and return to work quicker.” According to Participant 6, health insurance helps recognize employees’ safety and provides a better working environment.

The cleaning industry must provide employees with flexible and balanced holiday or leave policies as a care package to help retain workers and reduce employee turnover. According to Participant 4, holiday requirements in the UK for cleaning companies are not admirable since employees are not allowed more than two weeks of annual leave. Participant 4 “One policy that I will talk about is the holiday requirements because, in the cleaning industry, you are not allowed to take more than two weeks of holiday, which I believe is not work-friendly to people.” This makes the working environment less friendly to people seeking jobs and the ones employed in the cleaning industry. Participant 6 indicated, “I know, our annual leave policy entitles us to go on holiday for only two weeks which for some of us it is not enough to travel back home or go on reasonable long-haul holiday.” Therefore, according to Participant 6, two weeks is not enough annually. The annual leave policies should be revisited to ensure employees receive better benefits. 

Theme 4: Lack of Recognition and Respect

Lack of recognition and respect leads to high employee turnover in the cleaning industry. According to the participants, the cleaning industry does not have respect for cleaners, and no recognition is given to encourage and motivate employees. According to Participant 2, employees do not receive meaningful recognition and respect which often leads to job dissatisfaction. Participant 2 indicated that “They know that they have no other choice, and that is why they have no recognition or respect for them in the job that they are doing.” Participant 4 stated, “Lack of respect in the industry, from the clients, management and other stakeholders.” and Participant 7, “Cleaners should be shown respect and appreciation by senior management and members of the public.” According to participants 4 and 7, the cleaning industry does not demonstrate appropriate respect for cleaners. The disrespect comes from management, stakeholders, and customers which is demotivating employees to work. Participant 5 stated, “No respect as well I can say that is why it is costing people leaving the job” Additionally, Participant 6 indicated that “Not enough recognition if we think about the cleaning industry.” Participants 5 and 6 explained that people are leaving the cleaning industry due to a lack of respect and recognition. High turnover rates can be decreased if employees genuinely feel more recognized and respected.

Theme 5: Disruption to Operational Efficiency

This theme explores the significant impact of high employee turnover on the operational effectiveness and productivity of cleaning businesses in the UK, addressing research question three. Three participants argued that employees frequently coming and going disrupts the smooth delivery of cleaning services. Employee turnover leads to delays, inconsistent quality and ultimately leaves clients dissatisfied. In addition, the struggle to retain skilled employees due to high turnover rates means that customer expectations may not be met, putting contracts at risk. This disruption to operational efficiency hinders productivity, as cleaning companies find it challenging to maintain a reliable workforce.

Participant 2 suggested that there is a lack of staff to carry out projects by indicating the lack of enough staff significantly hampers the execution and completion of tasks. This perception aligns with the first category of this theme, where constant turnover negatively impacts the delivery of cleaning services. The continuous need to recruit and train new employees due to high turnover rates creates a shortage of experienced staff, leading to delays in project execution, decreased efficiency, and ultimately affecting productivity.

Participant 3 highlighted the complex nature of the factors contributing to high employee turnover, addressing the second category of this theme by stating: “It is a combination of many things. Maybe the job is getting too much for them. Or the environment can be toxic because some staff just are not happy with themselves. So, they bring their personal frustrations into the job.” The participant mentioned that cleaning jobs may become overwhelming for some employees, leading to dissatisfaction and a higher likelihood of leaving. Additionally, a toxic work environment can contribute to employee turnover, as personal issues can negatively impact job performance. These factors disrupt productivity and hinder the smooth operation of cleaning services.

Participant 5 emphasized the connection between high employee turnover and customer satisfaction by indicating that customers pay for cleaning services. Therefore, if there is a high turnover rate, it can lead to staff shortages and an inability to meet customer demands. This participant’s view aligned with this theme’s second category by indicating that employee turnover can result in customer dissatisfaction and potentially lead to the loss of contracts. The need to constantly recruit and train new employees due to turnover can strain resources and hinder productivity.

Discussions

Most participants stated that low wages contributed to high employee turnover rates. Low wages lead to job dissatisfaction and lack of motivation. Bergfeld et al. (2022) explain that labor shortages and turnover rates in the cleaning industry are high, and this was attributed to low pay. Employee dissatisfaction, lack of compensation, and poor working environment high contribute to high employee turnover. There should be solutions to help reduce high employee turnover in the cleaning industry (Holston-Okae & Mushi, 2018). Morgeson et al. (2007) assert that high motivation maximizes productivity, making employees feel supported. When there is a job design in the company, it is easy to prevent job dissatisfaction and often leads to demotivation; thus, employees leave their jobs. Al-Suraihi et al. (2021) assert that job dissatisfaction and low pay have increased employee turnover. Job dissatisfaction influences employees to leave their workplaces and seek other alternatives. High job dissatisfaction impairs employees’ work capacity, which leads to reduced organizational commitment, and the intention of the employee to leave. Participants in the study also stated that employees feel undervalued and unappreciated when they often receive at or near minimum wage. Employees feel valued and appreciated when they are paid well and given development initiatives that help to boost their performance in the workplace (Bergfeld et al., 2022).

The negative perception of cleaning has led to a poor image of the industry. The participants indicated that a poor image discourages the employees, and they do not feel respected. The stigma attached to the cleaning profession has been a longstanding factor discouraging retention. The perception of the cleaning profession remains a job for the less privileged in society. Improving the negative image associated with the profession will likely elevate employee confidence and productivity (Dwesini, 2019). The cleaning industry has limited opportunities and career advancement, leading to a lack of job identity. The participants indicated that there should be more opportunities for the cleaning employees to advance their careers. Al-Suraihi et al. (2021) state that there should be development initiatives in companies, thus promoting organic growth in the cleaning industry, leading to high performance in the workforce. When employees are given prospects of progress in the cleaning industry, they can feel motivated to work.

Limited benefits and a lack of clearly defined policies have resulted in high employee turnover in the cleaning industry. According to the participants, the UK cleaning industry does not provide sick pay benefits, adequate and reasonable pension schemes, health insurance, and family-friendly leave policies. The stakeholders in the industry have not formulated policies that allow employees to receive better benefits and flexible working hours. Al-Suraihi et al. (2021) explain that the cleaning industry should adopt a more flexible working policy that helps existing and new employees balance work and life. This will create a good employee experience, work culture, and employee value proposition. Policies on wages should be reviewed to ensure a low turnover rate among employees in the cleaning industry.

Lack of recognition and respect leads to high employee turnover in the cleaning industry. Connor (2016) asserts that recognizing the worth and contribution of the cleaning industry will elevate its status, creating a natural attraction for people to pursue a career in the industry. This non-fiscal initiative could help break the stigma and factors contributing to high turnover impacting the cleaning industry. Al-Suraihi et al. (2021) state that when there is work stress due to poor recognition and respect, employees tend to have poor emotions and burnout leading to turnover intentions.

Operational efficiency is a crucial aspect of any cleaning industry, as it directly impacts productivity, cost-effectiveness, and overall performance. High employee turnover and low retention rates in the UK cleaning industry have been identified as significant disruptions to operational efficiency. Bergfeld et al. (2022) and Onadeko (2022) indicated that job dissatisfaction, lack of motivation, poor working conditions, pay incentives, recruitment practices, negative management culture, and physical intensity of cleaning tasks contribute to operational inefficiency. These factors create a hostile work environment, affecting employee morale, increasing turnover, and low retention rates. It is crucial to consider non-financial incentives that can improve employee motivation and job satisfaction to address the disruptions to operational efficiency. Herzberg’s motivation and hygiene theory provides insights into the importance of intrinsic factors (Herzberg et al., 1959). Crabbe (2007) emphasized the significance of non-financial initiatives, such as employee recognition, achievements within the company, and job enrichment play a crucial role in enhancing operational efficiency.

Conclusion and Recommendations

This study constituted an investigation into the causes of high employee turnover and low retention in the UK cleaning industry. The researcher explored various works of literature and previous studies on the causes of high employee turnover. It was evident that a limited study has been completed with the participation of frontline cleaners. However, the available pieces of the literature indicated that HRM practices, compensation, skills development, job satisfaction, organizational culture and commitment, and a work-centered environment influence high staff turnover. The study found that, despite the increase in cleaners‘ pay, the high staff turnover continues to accelerate at a high pace, highlighting the importance of exploring non-fiscal incentives as these are shown to be the critical causes such as employee recognition, career development, demonstration of appreciation and respect It is therefore recommended that cleaning organizations continue to review pay remunerations in line with the social-economic climate. This will eliminate a reactive pay rise which tends to evaporate over a short period of time. Most notable is the adoption of all non-fiscal incentives in a bid to motivate employees and optimize staff retention.

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Author: Eghosa Edo Fred Idehen, student LIGS University
Approved by: Dr Minh Nguyen, lecturer LIGS University