Understanding Employee Motivation and Turnover Drivers: A Case Study of Company G in Myanmar

Abstract

Employee turnover has become a growing concern for small businesses in Myanmar, particularly for family-owned enterprises operating amid economic and political uncertainty. This study examines the internal factors contributing to high employee turnover at Company G, a small logistics firm. The study aims to identify the primary causes of dissatisfaction and low achievement and to provide practical solutions to strengthen employee retention. Adopting a qualitative case study approach, the study conducted semi-structured interviews with seven internal stakeholders, including management and operational staff. Thematic analysis was applied to interpret qualitative data, guided by Herzberg’s Two-Factor Theory and Maslow’s Hierarchy of Needs as the analytical framework. The findings indicate that deficiencies in hygiene factors such as uncompetitive compensation, unclear administrative procedures, limited job security, and insufficient operational resources are the main causes of dissatisfaction. Furthermore, the lack of motivating factors, such as recognition, structured career development, training opportunities, and supportive leadership, limits employees' ability to meet higher-level needs. These combined weaknesses have resulted in increased workload, employee burnout, and a recurring cycle of turnover, all of which negatively impact operational efficiency. Prior to implementing higher-level motivational strategies, the study suggests improving foundational employment conditions. This study provides empirical insights into employee motivation in a small, family-owned business, offering practical advice for improving retention and organizational stability in similar contexts.