...including small, medium and big hotels employing 250,000 employees. The Prospects website, UK (2007) confirms that the hospitality industry has high labour turnover mainly because of students and there is a high proportion of part time staff. It further suggests that recruiting, training and retaining of quality staff is the current priority. According to Ogbonna (2002), the hospitality industry is a dull and low skilled sector which prevents the entry of fresh talent and specialized employees. He further comments that only young people and women are being attracted to the industry. Deery and Iverson (1997) and Wildes (2007) have claimed that the employee turnover has become a critical issue in the hospitality industry because of the other job opportunities in the market. However replacements and retention of the current employees are the two big challenges the industry is currently facing. Wildes (2007) further argues that the hospitality industry has become unattractive to many employees, because of long working hours, low pay, instability, seasonal employment and low job status. The associated costs of replacement and retention, turnover can create severe managerial problems such as managing customers and maintaining quality in the customer service. According to the CIPD survey (2007) average employee turnover in UK is 18.1% where hotel Industry has the highest employee turnover rate of 32.6% annually. In the article on employee turnover CIPD (2007) states that employee...
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...the factors of High Labour Turnover within the Hotel Industry in Johor Bahru 1.0 Introduction The hotel industry in Malaysia was considered the second highest industry that contributed to the national GDP. A report from the Malaysia Insider (2010) stated that 9% of the country’s GDP is contributed by this industry due to the increasing numbers of tourists visiting the nation. This can be seen from a 2010 report by the MTPB which showed 16.4 million tourists arrived in 2005, later the number increased to 23.6 million within 5 years. Thus, an increase in the number of tourist means that there will be more job opportunities for the locals. However according to the report from the Ministry of Human Resource in 2009 it mentioned that the Tourism employee turnover in Malaysia is relatively high at 16% and 8% was contributed by hotel employee turnover. Manpower is crucial to any industry but to the service industry manpower shortage would be the biggest challenge faced by the hotel industry when compounded by the issues of staff retention and job satisfaction. In an increasingly competitive landscape, the hospitality industry must endure upon restructuring especially in aspects of career progression opportunities and matching the industry growth with the talent and service levels as well as monetary and non-monetary reward structures. It has become a necessity to look at the context of labour turnover within the hotel industry and decide on benchmark practices to battle the operational...
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...Employee Retention Research Question - To what extent does job attitudes and work-life balance influence workers towards retention in hospitality industry? Literature Review Introduction Managing a steady labor force is an important factor in retention but still it has become a challenge for the employers to retain talented workers in the hospitality industry. Researchers has done various studies on employee retention. According to Miler and Walker (2010) organizations should keep their employees from leaving the organization. This is further supported by Eskildesen and Hammer (2000) employers have to manage workers from leaving the organization to other work places as it involves high overheads in employing and retaining fresh employees. The objective of this literature review is to determine the factors that lead for employee intention to remain in the organization and also the reasons for leaving an organization in the hospitality industry using various models and methods using different journals, reviews and internet. In this review the focus is on 2 themes they are in the part of job attitudes such as job satisfaction and organizational commitment, the aspect of work life balance in employees intention to stay in the the organization and also the factors that influence turnover. Theme 1: Job attitudes Job satisfaction is a significant requirement for an employee to be happy, prosperous and productive, it is a sense of fulfillment that is...
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...Tasmanian Hospitality Industry Skills Plan June 2012 Contents Foreword Skills Plan Overview Background & Consultation Hospitality Industry Skills Plan Focus Area #1 Recruitment Induction & Retention Focus Area #2 Customer Service Focus Area #3 Career Pathways Focus Area #4 Fostering a Training Culture Detailed Action Plan 3 4 6 9 10 11 12 13 15 Definitions THA VET Tasmanian Hospitality Association Vocational Education and Training RTOs Registered Training Organisations AACs Australian Apprenticeship Centres 2 Hospitality Industry Skills Plan – June 2012 Foreword The hospitality industry employs approximately 20 000 people1, which is equal to approximately 11% of the Tasmanian workforce. The industry is heavily reliant on casual labour with part-time and casual employees making up almost three quarters of the hospitality workforce in Tasmania2. The role and contribution of the industry to both the economy and community is largely unrecognised. This is reflected in the fact that only a small proportion of employees perceive hospitality as a long term career choice. As hospitality is a service based industry, a skilled workforce is a key requirement to ensure quality service delivery to both local and visitor markets. In order to provide quality service employees require access to training which delivers the essential skills and knowledge. Access to training is only one element of the equation. Also essential is venue owners and operators placing more value...
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...within the hospitality industry for many reasons, including: examining job satisfaction of general managers (Frye & Mount, 2007), determining factors on a resume that may lead to being contacted for an interview (Countryman & Horton, 2006), and determining the causes of management turnover and what could be done to increase retention (Stalcup & Pearson, 2001; Walsh & Taylor, 2007). In addition, research has been done examining graduates from specific institutions (Walsh & Taylor, 2007) as well as perceptions of current students and what they expect when they graduate (Richardson, 2009). Blomme, Van Rheede, and Tromp (2009) found differences between pre- and post-entry expectations of hospitality management graduates in the hospitality industry. However, no past research has examined differences in hospitality graduates with respect to experiences, importance, and turnover in the hospitality industry. Researchers have found many hospitality graduates either never entered the industry, or left the industry with no intent to return (Blomme et al., 2009; King, McKercher, & Waryszak, 2003; Stalcup & Pearson, 2001; Walsh & Taylor, 2007). In addition, Blomme et al. found significant differences in pre- and post-entry expectations of hospitality graduates. If hospitality graduates are entering the industry without an accurate understanding of the industry, this could be the cause of many leaving the hospitality industry. With hospitality management...
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...HUMAN RESOURCE MANAGEMENT MGT 201 – ANALYTICAL ESSAY 28/07/2013 TOPIC: Analysing Staff Turnover, its Cost and Effects on the Business and Developing Strategies to Improve Staff Retention: Student Name: Fabio De Souza Lima Student Number: 0053455T Lecturer: Nathalie Hudson Sunday, 28 July 2013, 11:55pm In comparison with other types of industry, excess of labour turnover has become a chronic problem for Tourism related enterprises, especially in the Hospitality sector. It has the potential to cause (directly or indirectly) serious issues and generate a multitude of costs to a business. For example, the whole process of recruitment and training can be very expensive and, even costlier can be the potential decline in the levels of service quality and productivity, which can culminate in customer dissatisfaction and consequential weakening of the business. This paper seeks to analyse such scenario by investigating staff turnover cases occurred throughout a variety of corporations in the hospitality industry. It discusses how such situation will affect businesses and, at the same time, suggests how Human Resource Departments should approach the issue, in order to help companies retain its most valuable asset, the employees. The difference between staff turnover rates amongst managerial positions and other more peripheral positions became evident after research and so did the notion that staff turnover rates will vary depending on the size of corporations. But, above...
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...strategy than other industries because attitude of employee in hospitality industry would directly affect customer relationships. According to Ivanovic & Blazevic (2009), “An enterprises human assets or, put more conventionally, its human resources tend to be one the most significant costs for most hospitality enterprises (p. 1). In most hotels the payroll is the single biggest cost item, which in restaurants and bars is usually second material cost. Furthermore, human resources are usually the first point of contact between an enterprise and its customers.” According to Hospitality Ireland, “Getting properly trained staff in 'for the long-haul' is more difficult (p. 1). As chef Derry Clarke told us in an interview last May, ‘the main challenge the restaurant industry faces is increasing labor costs and maintaining a good work force. Unfortunately, this is the type of business where a large amount of chefs remain employed for six months and then move on.’ Restaurants aren't alone; staff shortages affect all areas of the hospitality trade.” An effective recruitment strategy for the organization is essential to the success of the enterprise. Before selecting detailed recruitment plans, it is important to consider what managers do so that the development plans meet the needs of the organization and of the individual. If the organization employs an individual who does not correspond with organizational values the company will be unproductive. In the hospitality industry a major responsibility...
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...Worldwide Hospitality Industry Hospitality and Travel FdA Hospitality and Travel Management The Worldwide Hospitality Industry Module Code: YCUT400006 Learner Name/Number: Aleena Iqbal/10451742 Tutor Name: Clare Dodsley Date: 9th April 2014 Introduction What is the Hospitality Industry? Hospitality in itself means kindness in welcoming guests or strangers and Barrows and Powers (2008, p5) suggest it is an industry that is broad and varies ranging from single-person organisations such as Restaurants and Bars to worldwide corporations. The Industry includes many different sectors within it including Food & Beverage, Accommodation as well as the Travel and Tourism sector. According to People1st State of The Nation Report (2013, pp.24-25) the industry has more than 80 different jobs to offer and as a whole currently employs 2,076,000 people, where Restaurants remain the largest employed sector. Unfortunately, over the recent years, some issues have been encountered within the hospitality Industry including Customer Loyalty, Information Technology (IT) and Recruitment and Retention, which have had a negative impact within the industry as a whole. Hence, this review will attempt to identify and analyse these current issues, developments and potential trends in the Hospitality Industry, exploring possible ways to overcome these. One important issue that has been identified within the Hospitality Industry...
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...Current skill gaps in the Hospitality Industry The main objectives of the assignment is directed towards determining impact of skill gaps on the UK hospitality industry and on the services provided by the entire industry. To be able to address this objective, the researcher would recognize the present recruitment strategies of the hotel, as literature shows that hospitality industry is having a lot of problems in their internal and external recruitment strategies. Also, the assignment shall discuss the skills requirement by the hospitality industry. The study shall also analyze the skill gaps and shortfalls and how these affect the performance of the hospitality industry. Similarly, it is important to discuss the current practices within the industry with regards to training and development which are supposed to contribute towards the enhancement employee skills and talents. The assignment shall also study the state of services provided within the industry in UK wherein customer satisfaction would be discussed and the researcher shall find out about the needs of the customers within the industry. The three main objectives of this assignment are as given below: To investigate the current needs of hospitality industry in the United Kingdom To analyze the current skill gaps and training requirement within hospitality industry. To recommend suggestions for improving the existing or upcoming skills development issues within the industry. Executive Summary The assignment...
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...Contenporary Contemporary Hospitality Industry Understand the current structure of hospitality industry. Analyse current scale, scope and diversity of hospitality industry. The hospitality industry employs seven percent of the working population. In terms of gross value added (GVA) the sector contributed £40.6bn to the UK economy in 2011 or 4.2 percent of the country’s total GVA. In 2012 there were 181,500 individual business sites operating across UK. Hospitality and tourism is one of the UK’s most diverse sectors all connected to service sector. Besides different size of operations and customers, there are different sub-sectors of the industry: * Pubs, bars and night clubs * Hotels, Hostels and B&B * Restaurants, Bistros, Cafes and Coffee shops * Casinos and Gambling * Take-Always and Mobile catering * Travel services * Tourist Services * Membership clubs * Contract catering * Hospitality services * Events * Visitor attractions According to State of the Nation Report 2013, in 2012 most of the hospitality businesses were private companies (59 %). Following 20 % were sole traders and remaining were mostly partnerships (15 %). Restaurants, hotels, pubs, bars and nightclubs represent the greatest number of businesses and equal 70% GVA. When measured by the number of employees, industry is predominately made up of small businesses; almost half employ less than five people and only one percent of businesses employ 100...
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...The article attempts to explore the work values in the hospitality context and analyze them further through the lens of generational differences on a multi dimensional level. What makes this research unique is the scope, which covers all 3 aspects: multiple dimensions of work values, importance of these work values to people across 3 generations and a focus on Hospitality industry. The author’s approach is to find and shortlist research done on identification of work values, dimensions or factors under which they exist and the importance given to them based on the age of individuals (generation aspect). Post selection of a suitable research covering these criteria, the author attempts to apply these on a sample size from the Hospitality Industry to understand and report the relevance and findings. The sole reason of attempting this study is to analytically approach the challenges faced by human resources in managing a work force that is diverse and consists of different social & demographic profiles. The author believes that understanding of this would lead to better recruitment and retention strategies of managerial workforce in the hospitality industry. Short listing of available research: a) Research on Work Values: Many studies have been conducted on identifying work values in an institution, (Elizur, 1984; Hofstede, 1980; Mok et al., 1998; Pryor, 1987; Rokeach, 1973; Sagie et al., 1996; Super, 1970, 1973; White, 2005; Zytowski, 1970, 1994). Of these, the author chose...
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...submission of assignments Please complete all of the following details and then make this sheet the first page of each file of your assignment – do not send it as a separate document. Your assignments must be submitted as either Word documents, text documents with .rtf extension or as .pdf documents. If you wish to submit in any other file format please discuss this with your lecturer well before the assignment submission date. |Student Name: |Samara James | |Student ID No.: |22078393 | |Unit Name: |Tourism and Hospitality Research and Analysis | |Unit Code: |MNG00415 | |Tutor’s name: |Martin Young | |Assignment No.: |2 | |Assignment Title: |Research Proposal and Literature Review | |Due date: |April 11th 2014 | |Date submitted: ...
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...UNLV Theses/Dissertations/Professional Papers/Capstones 5-1-2007 Manager retention and the Steamboat Ski Resort Michael D. Gumbiner University of Nevada, Las Vegas Follow this and additional works at: http://digitalscholarship.unlv.edu/thesesdissertations Part of the Hospitality Administration and Management Commons, and the Work, Economy and Organizations Commons Repository Citation Gumbiner, Michael D., "Manager retention and the Steamboat Ski Resort" (2007). UNLV Theses/Dissertations/Professional Papers/ Capstones. Paper 481. This Professional Paper is brought to you for free and open access by Digital Scholarship@UNLV. It has been accepted for inclusion in UNLV Theses/ Dissertations/Professional Papers/Capstones by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact marianne.buehler@unlv.edu. MANAGER RETENTION AND THE STEAMBOAT SKI RESORT by Michael D. Gumbiner Bachelor of Arts California State University Fullerton 1987 A professional paper submitted in partial fulfillment of the requirements for the Master of Hospitality Administration William F. Harrah College of Hotel Administration Graduate College University of Nevada, Las Vegas May 2007 1 PART ONE Introduction The material for this paper centers on the Steamboat Ski Resort Corp. The ski resort was chosen for this study because of its need for a management retention plan. Steamboat was ranked as a top 10 international ski resort in North America...
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...WITHIN THE HOSPITALITY INDUSTRY The hospitality industry is a category of the service industry which offers a product-service mix to guests, including lodging accommodation, food service operations, event planning, visitor attractions, transportation and cruise lines and other operations aimed at hosting or catering to guest needs. While the hospitality industry provides immense benefits to worldwide economy, lifestyle and culture, researchers suggest that the hospitality industry suffers from negative effects associated with turnover rates as this industry is amongst the highest in employee turnover rates. (Lewis, 2012). The high employee turnover in the hospitality industry is believed to be due to the nature of the work, lack of job satisfaction and lack of motivators delivered to employees by employers or organizations (Carver, 2011). While the industry struggles to establish to understand employees and keep them satisfied with their jobs, understanding the industry in necessary in understand the behavior of employees. The exceptionally high turnover rate in the hospitality industry is approximately 20 times the national average for the Unites States of America in employee turnover. The hospitality industry turnover rate sits over 60 percent while the United States of America has an average 3-percent rate in annual turnover of employers, within all industry, excluding hospitality. (Lewis, 2012). One of the primary challenges that the hospitality industry continues...
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...The Effective Managerial Leadership Style that Sustains Middle Management Job Satisfaction and Job Retention for Organizational Success Vivienne Huang Author Note Correspondence concerning this article should be addressed to Vivienne Huang, E-mail: Vivienne.huang@gmail.com Abstract Managerial leadership styles greatly determine how organizations deal with challenges and capitalize opportunities in the hospitality industry, especially for organizations with multi-level operational structures and numerous geographic locations. Changes of managerial leadership style of senior corporate management can significantly impact job satisfaction and retention of middle managers which ultimately affect a firm’s ability to maintain customer satisfaction, enhance competitive advantage in the marketplace, and sustain profitability. While traditional management approaches supply standards and processes, direct and control people, work in the system to deal with status-quo, effective managerial leadership provides leaders the integrating capacity to significantly impact on the life of their followers and the future of the organization. Interactions between top management and middle management are critical for meeting organizational objectives and executing strategic development. Top executives must carefully examine and determine the most appropriate managerial leadership style that inspire, motivate, guide and support middle managers to achieve higher performance, commitment, trust and...
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