Employee Retention in Australian Hotel Industry: Reasons, Solutions and Impact of Rewards

This professional project explores the reasons behind employee turnover in the Australian hotel industry and suggests solutions to retain employees. The research questions focus on turnover rates, possible reasons, and solutions. The paper also discusses the impact of rewards on job satisfaction and retention. The sources of secondary data include government websites and scholarly articles. The field of research is employee retention in the hotel industry of Australia.

Running head: PROFESSIONAL PROJECT
Professional Project
Name of the Student
Name of the University
Author Note

1PROFESSIONAL PROJECT
Field of Research:
I am a student of Masters of Business Administration and that is the reason behind my
choice of employee retention as a field of research. It is well known that the impact of the
employees in an organization is unmatched. The productivity of the organization is observed
to be significantly dependent on the employees. The selection of the topic is significantly
influenced with the fact that the many of the modern organizations are affected by the
incapability of the quality employees and the vacancy of the skilled employees. The reason
behind the vacancy or the job turnover is a major factor that has the potential to meet the
concerns of the modern day managers. Hence being a student of the mentioned course, the
topic or the evaluation of the concerns is significantly triggering for me. The research will be
based on the Hotel industry of Australia.
Source of Secondary Data:
The information on the labour market of Australia will be collected from http://lmip.gov.au/.
The information on the evolution of the Australian labour market will be collected from the
https://www.rba.gov.au/speeches/2018/sp-so-2018-10-05.html.
The information on the employment prospect in the Australian labour market will be
collected from https://joboutlook.gov.au/.
The information on the compensation of the employees will be collected from the
https://www.dss.gov.au/about-the-department/labour-market-and-related-payments-monthly-
profile-publications.
Apart from this several scholarly articles on the mentioned topic will be taken as a
reference of the paper.

2PROFESSIONAL PROJECT
Research Questions:
RQ1. What are the employee turnover rates in the Australian hotel industry?
RQ2. What are the possible reasons behind the employee turnover in the Australian hotel
industry?
RQ3. What are the possible solutions and the mode of implementation of them in in the
Australian hotel industry?
Key Search Terms:
Employee turnover in Australian hotel industry, Reasons for the turnover in the Australian
hotel industry, Factors affecting the Employee motivation, Factors responsible for the
creation of the job stress among the employees of Australian hotel industry, Solutions for the
employee turnover, Factors responsible for the increment in the job satisfaction of the
employees.
Variable:
In the Australian hotel industry, the absence of the required soft skills is a significant
barrier for the employees in performing to the desired level of expectation (Weber et al.,
2013). Apart from this, the organizational culture and the work environment of many of the
Australian hotels are observed to be a significant reason behind the creation of the job stress
for the employees (Subramanian & Shin, 2013). In response to these causes of employee
turnover in the Australian hotel industry, the impact of the rewards is significant (Terera &
Ngirande, 2014)

3PROFESSIONAL PROJECT
References:
Subramanian, I. D., & Shin, Y. N. (2013). Perceived organizational climate and turnover
intention of employees in the hotel industry. World Applied Sciences Journal, 22(12),
1751-1759.
Terera, S. R., & Ngirande, H. (2014). The impact of rewards on job satisfaction and
employee retention. Mediterranean Journal of Social Sciences, 5(1), 481.
Weber, M. R., Crawford, A., Lee, J., & Dennison, D. (2013). An exploratory analysis of soft
skill competencies needed for the hospitality industry. Journal of Human Resources
in Hospitality & Tourism, 12(4), 313-332.