Employee Turnover in Hotel Industry

This article discusses the high employee turnover in the hotel industry and its impact on the tourism industry. It explores strategies to manage turnover and retain talented staff.

Running head: EMPLOYEE TURNOVER IN HOTEL INDUSTRY
Employee Turnover in Hotel Industry
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1EMPLOYEE TURNOVER IN HOTEL INDUSTRY
Davidson, M.C. and Wang, Y., 2011. Sustainable labor practices? Hotel human resource
managers views on turnover and skill shortages. Journal of Human Resources in
Hospitality & Tourism, 10(3), pp.235-253.
This article throws light on how the hospitality jobs have high level pertaining to
employee turnover and its detrimental effect on the hotel industry. Skill shortage is the top
issue that is being faced by the hospitality industry and this is seriously affecting the tourism
industry of Australia. This article states that empowering the workers, changing the
management style and organizational support can help in creating a strong relationship
between the employees and an organisation. The article states that retention programs like
internal promotion along with training can play a crucial role in the hotel industry in
managing the employee turnover. This article made use of survey that was presented to
reference groups which included the hotel executives along with HR managers of some hotels
like Accor Asia Pacific and Hamilton Island Resort for carrying out the research. The article
has brought out the fact that training costs and productivity loss occurs owing to the turnovers
taking place in the hotel industry.
Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and
retention strategies. International Journal of Contemporary Hospitality
Management, 27(3), pp.453-472.
This article throws light on how the negative attributes in the hospitality industry like
long working hours along with contingent labour are responsible for the increasing turnover
of the hotel industry. The article states that contingent employment within hospitality
industry has a negative impact on the aspect of organisational identification. It increases the
intention of the employees of leaving the organisation. The physical along with the stress that
exist in the hospitality industry pave the path for work overload that disturbs the work-life

2EMPLOYEE TURNOVER IN HOTEL INDUSTRY
balance of the employees. Stress that is a personal employee dimension has an impact on
quality of the life of the hotel employees. The article states that an organisation should retain
the talented staff that can help in retaining the employees in the hotel industry. The article
makes use of secondary research for underpinning discussion on that of successful talent
management. This article states that strategies pertaining to work-life balance can provide
healthier lifestyle for the employees.
O’neill, J.W. and Davis, K., 2011. Work stress and well-being in the hotel
industry. International journal of hospitality management, 30(2), pp.385-390.
This article discusses that work stress is faced by the employees in that of customer-
oriented fields as the employees have to face the conflicting demands of company. The
psychological strain is experienced by the employees of the hospitality sector owing to the
demands of the job. Job strain results into poor mental health and the employees have to face
problems relating to physical health. The article talks about that the stress of the hospitality
industry makes the workers exhausted along with cynical. The employees in the hospitality
industry have to face physiological symptoms like headaches, fatigue along with digestion.
The article made use of the primary method of sampling that helped in gathering important
information about employee turnover within that of the hospitality industry. The article points
out to the fact that there exist negative correlation in between that of job stress and that of
delivery of customer service. The article discusses that the managers have to face work stress
owing to higher level of the responsibility.
Yang, J.T., Wan, C.S. and Fu, Y.J., 2012. Qualitative examination of employee turnover
and retention strategies in international tourist hotels in Taiwan. International Journal of
Hospitality Management, 31(3), pp.837-848.

3EMPLOYEE TURNOVER IN HOTEL INDUSTRY
This article states that in the event of senior executives of the company failing to
select the right mid-level manager it can pave the path for poor management of the
employees within the hotel industry. The article discusses that the executives who are
responsible for the aspect of recruiting should have understanding of the operations of a
company like the compensation policies along with the corporate culture which plays a
significant role in avoiding the selection of inappropriate individuals. The article talks about
the fact that employees in the hotel industry need job knowledge along with time
management skill. In the event of employees lacking the motivation, the employee ceases to
continue the career. The research method used is primary as interviews with the hotel
workers of Taiwan helped in revealing important aspect pertaining to employee turnover in
hospitality industry. The article brings out the fact that managers should be able to understand
needs of the subordinates that can help in retaining the employees in the hotel industry.

4EMPLOYEE TURNOVER IN HOTEL INDUSTRY
Bibliography
Davidson, M.C. and Wang, Y., 2011. Sustainable labor practices? Hotel human resource
managers views on turnover and skill shortages. Journal of Human Resources in Hospitality
& Tourism, 10(3), pp.235-253.
Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3), pp.453-
472.
O’neill, J.W. and Davis, K., 2011. Work stress and well-being in the hotel
industry. International journal of hospitality management, 30(2), pp.385-390.
Yang, J.T., Wan, C.S. and Fu, Y.J., 2012. Qualitative examination of employee turnover and
retention strategies in international tourist hotels in Taiwan. International Journal of
Hospitality Management, 31(3), pp.837-848.