Employee Turnover and Organisational Performance

The assignment provided is a qualitative research study that examines the relationship between employee turnover and organisational performance at Sofitel Hotel. It includes a survey with 10 questions that gather data from employees to understand their perceptions of employee turnover and its causes. The study also explores strategies for improving organisational performance, including employee engagement, training and development, and recognition and rewards. The assignment aims to provide insights into the key factors driving employee turnover at Sofitel Hotel and identify potential solutions to improve staff retention and organisational performance.

Running head: MANAGEMENT RESEARCH PROJECT
Management Research Project
Impact of high staff turnover on organisational performance: Study based on Hotel Sofitel
Auckland
The Course name and number:
Student’s name and number:
Name of the university:
The name of the tutor:
Author’s note:

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Acknowledgement
I am extremely grateful to all the individuals who have been a constant support to complete my
report based on the topic of the impact of high staff turnover on organisational performance. The
subject of the topic is based on hospitality organisation Sofitel hotel in Auckland. I am obliged to
my friends and family who provided me support and help. I also want to acknowledge the help of
my professor who shared us knowledge regarding the subject area. I am extremely grateful to all
the staff who agreed to provide the responses to the survey questionnaire. I am pleased to
complete this report.
Thank you.

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Table of Contents
Section 1: Abstract and Introduction...............................................................................................4
Introduction......................................................................................................................................4
1.1 Background of the study........................................................................................................4
1.2 Problem statement.................................................................................................................5
1.3 Aim and objectives................................................................................................................5
1.4 Research questions.................................................................................................................6
1.5 Scope of the study..................................................................................................................6
1.6 Theoretical framework...........................................................................................................6
Section 2: Literature review.............................................................................................................6
2.1 Concept of high staff turnover and organisational performance...........................................6
2.2 Theoretical concept of staff turnover and organisational performance within the
organisations................................................................................................................................7
2.3 Impact of high staff turnover on organisational performance...............................................8
Section 3: Method and Findings and Results..................................................................................8
3.1 Method...................................................................................................................................8
3.1.1. Data collection procedure..............................................................................................8
3.1.2 Sampling.........................................................................................................................9
3.1.3 Data analysis...................................................................................................................9
3.2 Findings and results...............................................................................................................9
Section 4: Discussion.....................................................................................................................17
Section 5: Conclusions..................................................................................................................19
Section 6: Recommendations........................................................................................................19
Reference List................................................................................................................................22
Appendix........................................................................................................................................24

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Section 1: Abstract and Introduction
Abstract
This report highlights the high staff turnover on organisational performance on the
hospitality sector. In New Zealand, the staff turnover touched the figure of 18% in the hospitality
sector. Therefore, the employees in the hospitality industry are leaving the organisation as they
do not feel enough urge to work for a long time. In this report, the main focus has been set on the
Sofitel Hotel and Resorts in Auckland. The theoretical understanding of this staff turnover and
organisational performance has been reviewed in the literature review section. In addition,
Herzberg's Two Factor theory and Join Stay and Leave model of employee turnover have been
discussed. To conduct the research, the researcher has conducted the survey to the staff of Sofitel
hotel. The survey data has been analysed using the quantitative data analysis. It is proved that the
employees do not wish to work in the Sofitel hotel as the work stress is higher and payment, as
well as motivation, is less. Therefore, the recommendations have been made in the hiring
process, flexible working hours, fringe benefits of the employees and employee engagement.
Introduction
1.1 Background of the study
The ultimate result of high staff turnover is disastrous for the organisations and the
performance of the organisation can be affected by the staff turnover. As stated by Au & Tse
(2015), today's organisations mostly focus on the high organisational performance that can meet
the objectives of the organisations in a highly competitive environment. The organisations are
taking the strategies that could improve the performance of the organisations reducing the staff
turnover. Brown, Thomas & Bosselman (2015), supported this by saying staff turnover and
organisational performance are intertwined and it is evident that high staff turnover negatively
impacts on organisational financial performance. The productivity, efficiency and effectiveness
of the firms are influenced by well experienced and competent workforce. In the hospitality
industry, the staff turnover is high as the employees leave the organisations for lack of job
security and job satisfaction (Guilding, Lamminmaki & McManus, 2016). The employees who

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work within the organisation face the low morale and poor performance. Therefore, the
increasing pressure on firms to gain the high levels of performance to meet the changing
consumer needs necessitates special focus on the role played by the human workforce to
facilitate the high performance.
1.2 Problem statement
In New Zealand, hospitality industry gives almost 5% of GDP and in the year 2017,
approximately 3.7 million travellers visited New Zealand (Kelsey, 2017). The hospitality
industry is mainly based on a guest-service industry where the service to the guests is the main
factor. The staffs can play the major role to provide satisfaction to the guests. However, in the
hospitality industry, the employee turnover in New Zealand reached 18% in the year 2017
(Kelsey, 2017). The management has been failing to fill the gap by recruiting new staffs. The
lack of staffs within the Sofitel leads to low employee morale and low customer service. The HR
department of the Sofitel Hotel cannot ensure the employee retention and the management is
facing the issue of high attrition are and turnover of talents (Sofitel.com, 2017).
This research has strived to identify the possible reasons behind the high staff turnover at
Sofitel Auckland and poor organisational performance due to the high staff turnover.
1.3 Aim and objectives
The aim of the research is to explore the impact of high staff turnover on organisational
performance in Sofitel Hotel, Auckland.
The objectives of the research are:
 To find out the reasons behind high staff turnover rate in the hospitality industry in New
Zealand
 To identify the strategies taken by Sofitel hotel in Auckland to accelerate organisational
performance
 To establish a relationship between high staff turnover and organisational performance
 To recommend some possible solutions to Sofitel hotel in Auckland to reduce high staff
turnover rate

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1.4 Research questions
Primary research question
What is the impact of high staff turnover on organisational performance in the hospitality
industry in New Zealand?
Secondary research questions
 What are the reasons behind high staff turnover rate in the hospitality industry in New
Zealand?
 What are the strategies taken by the management of Sofitel hotel in Auckland to
accelerate organisational performance?
 What could be the possible recommendations for possible solutions of Sofitel hotel in
Auckland to reduce high staff turnover rate and increase organisational performance?
1.5 Scope of the study
This study would try to highlight the hospitality management practice that can contribute
the staffs’ development and employees’ retention in New Zealand. In the hospitality industry, the
management must identify the employees who like to work in hospitality sector. The research is
based on primary data. The research has highlighted the theoretical framework of the research.
The limitation of the study is to lack of funds to continue the research as credible secondary data
cost high, lack of time and lack of participants in the research.

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1.6 Theoretical framework
Figure 1: Theoretical framework
(Source: Self-developed)
Section 2: Literature review
2.1 Concept of high staff turnover and organisational performance
Staff turnover is the rate at which the staffs leave the organisation voluntarily; layoff and
termination do not have any relation to this. (Zin-Zhao & Jing Wang, 2014) pointed out that
employee turnover is the measurement of employees’ staying within the organisation. Staff
turnover can be calculated dividing number of separations with the average numbers of
employees. The employees leave the organisations when team members of a team are treated in
a different way. As stated by Kandampully & Suhartanto (2016), the employees leave the
organisations only because of the immediate supervisors. If the company culture is very toxic
and employees do not find enough career development opportunity, the employees leave the
organisation. The employers in hospitality sector need to recognise the hard work of the staffs.
Organisational performance can be divided into three basic parts; financial performance is about
return on investment or assets. The market performance can be defined as the company’s gain of

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market share and lastly, shareholder’s value is about the company’s measurement of the
company’s success. As stated by Guilding, Lamminmaki & McManus (2016), organisational
performance is about effectiveness, efficiency, relevance and financial viability of the
organisation.
2.2 Theoretical concept of staff turnover and organisational performance within the
organisations
Herzberg’s Two Factor Theory:
This theory talks about two important factors of an organisation. First one is motivator
that can motivate; however, a lack of motivators does not cause dissatisfaction. Motivator
factors in the work are recognition, achievement, responsibility, recognition; work itself,
advancement and personal growth (Hur, 2017). Hygiene factors can influence hygiene factors
can cause dissatisfaction but cannot motivate. Hygiene factors in workplace are working
condition, co-worker relations, basic wage, salary and supervisor quality.
Join-Stay and Leave model
The employees join in an organisation as they get attracted to the position and the
employees have their expectations. High performing employees are retained within the
organisation. As stated by Qin et al. (2015), employees participate in the professional life, the
employees participate in the community life and they develop the professional and community
life as well. The relationships help to become more embedded to stay on the job. The employers
need to provide motivation both extrinsic and intrinsic in order to stay within the organisation.
The employees leave the organisation when because of lower job satisfaction. The employees
can leave the organisation because of better pay, better opportunity and better hours. In this
regard, as opined by Kerney (2018), retention diagnostic is a process of benchmarking that can
recognise the costs and uncover the effects of performance, engagement and employee loyalty
process.
2.3 Impact of high staff turnover on organisational performance
The loss of the employees can be very harmful to the firms as it relates the output of the
organisation. The key performance of the organisation can be financial performance and replace
the employees’ costs three times more value for the organisation. When old employees leave,

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new employees are needed to provide training Limarev et al., 2015). Lower job tenure can
hamper the production goal of the organisation. In the hospitality sector, if the employees leave
at a relatively high rate from an organisation, the organisational performance will eventually
decrease. In theoretical perspective, staffs join in an organisation if they find something enticing
and high-performing employees are motivated to look for better work. Employees stay within an
organisation if the organisation can provide enough motivation. Motivation can come from
extrinsic factors like a bonus, reward and recognition and motivation can also come from
intrinsic factors like interest and job responsibilities. As opined by Selden & Sowa (2015), in the
hospitality organisations quality attributes can play the determining role in customer satisfaction.
Quality can play both tangible and non-tangible for the brand organisation; companies want the
experienced employees’ mutts be retained.
Section 3: Method and Findings and Results
3.1 Method
3.1.1. Data collection procedure
There are mainly two types of data collection procedures, primary data collection and
secondary data collection. Primary data are raw data, on the other side; secondary data are
collected from secondary sources. In this research, the researcher has collected primary data. As
stated by Taylor, Bogdan & DeVault (2015), primary data are helpful to do the research as they
are directly collected from respondents. In order to collect the primary data, the researcher has
conducted a survey. The researcher has prepared 10 close-ended multiple-type questions to ask
the respondents. The questionnaire contained two types of questions, demographic questions and
subjective questions. Some of the questions were also in the form of Likert scale. The researcher
has collected the email ids of the respondents and sent the questionnaire to the respondents.
3.1.2 Sampling
The sample population of the study was the staffs of Sofitel Hotel and Resort in
Auckland. The sample size of the study was 35. In Sofitel Hotel and Resort in Auckland,
numbers of the staffs were more than 75. The researcher has selected the sample size based on
Simple Random Sampling technique. According to Lewis (2015), simple random sampling can
be defined as a subset of the statistical population through which each of the individuals of the

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subset has the same opportunity of getting selected. The researcher took the permission before
sending the questionnaire to the respondents and ensured that confidentiality would be
maintained. The researcher asked the respondents revert within 7 days of the period.
Sample population Sample size Sampling technique Sample frame
The staff of Sofitel
Hotel and Resort
35 Simple random
sampling
Soft copy of the
questionnaire using
email ids
Table 1: Sampling of the survey
(Source: Self-developed)
3.1.3 Data analysis
In this research report, quantitative data analysis technique has been used. Quantitative
data are numerical data that are collected from the survey (Flick, 2015). The researcher has used
the tables to show the data findings. The researcher has also used Excel software to analyse the
data findings and to present the data findings in a visual way. Data findings have been analysed
linking with the literature review.
3.2 Findings and results
Survey responses findings have been shown as follows:
1. Specify your gender.
Options Number of
respondents
Response percentage
(%)
Total respondents
Male 20 57.14% 35
Female 15 42.85% 35

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Male Female
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
57.14%
42.85%
Gender of the respondents
2. How long have you been working in Sofitel Hotel?
Options Number of
respondents
Response percentage
(%)
Total respondents
Less than 3 months 08 22.85% 35
3-6 months 12 34.28% 35
7-12 months 09 25.71% 35
More than 12 months 06 17.14% 35
Less than 3 months
3-6 months
7-12 months
More than 12 months
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00%
22.85%
34.28%
25.71%
17.14%
Tenure of the respondents in Sofitel

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3. How far do you agree that employees leave the Sofitel hotel frequently?
Options Number of
respondents
Response percentage
(%)
Total respondents
Strongly agree 13 37.14% 35
Agree 08 22.85% 35
Neutral 03 8.57% 35
Disagree 07 20% 35
Strongly disagree 04 11.42%
37.14%
22.85%8.57%
20.00%
11.42%
Reasons of employees' leaving the
organisation
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
4. Are fringe benefits offered by the organisations necessary to retain the employees?
Options Number of
respondents
Response percentage
(%)
Total respondents
Yes 19 54.28% 35
No 10 28.57% 35
Sometimes 06 17.14% 35

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Yes No Sometimes
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
54.28%
28.57%
17.14%
Fringe benefits
5. What is the most important reason behind the high staff turnover at Sofitel Hotel?
Options Number of
respondents
Response percentage
(%)
Total respondents
Work stress 13 37.14% 35
Immediate supervisor 06 17.14% 35
Poor teamwork 03 8.57% 35
Inflexible working
hours
06 17.14% 35
Unfair pay 08 22.85% 35

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Work stress
Immediate supervisor
Poor team work
Inflexible working hours
Unfair pay
0.00% 10.00% 20.00% 30.00% 40.00%
37.14%
17.14%
8.57%
17.14%
22.85%
Reasons of high staff turnover in
Sofitel
6. What is the most useful strategy taken by Sofitel hotel to increase the organisational
performance?
Options Number of
respondents
Response percentage
(%)
Total respondents
Engaging the
employees
07 20% 35
Strong leadership
practice
09 25.71% 35
Training and
development of the
employees
11 31.42% 35
Changing business
strategy
08 22.85% 35

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20.00%
25.71%
31.42%
22.85%
Strategies to increase organisational
performance
Engaging the employees
Strong leadership practice
Training and development
of the employees
Changing business strategy
7. How far do you agree that employee leaving can lead to lower guests’ satisfaction?
Options Number of
respondents
Response percentage
(%)
Total respondents
Strongly agree 11 31.42% 35
Agree 13 37.14% 35
Neutral 02 5.71% 35
Disagree 04 11.42% 35
Strongly disagree 05 14.28%

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Strongly
agree Agree Neutral Disagree Strongly
disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
31.42% 37.14%
5.71% 11.42% 14.28%
Employee leaving can lead to lower
guests’ satisfaction
8. Does Sofitel hotel put emphasis on employee recognition that can help to do employee
retention?
Options Number of
respondents
Response percentage
(%)
Total respondents
Yes 10 28.52% 35
No 21 60% 35
No Comments 04 11.42% 35
29%
60%
11%
Employee recognition can help to do
employee retention
Yes
No
No Comments

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9. How likely do you want to work at the Sofitel hotel?
Options Number of
respondents
Response percentage
(%)
Total respondents
Extremely likely 07 20% 35
Very Likely 03 8.57% 35
Neutral 04 11.42% 35
Slightly 12 34.28% 35
Not at all likely 09 25.71% 35
Extremely
likely Very Likely Neutral Slightly Not at all
likely
0%
5%
10%
15%
20%
25%
30%
35%
20.00%
8.57% 11.42%
34.28%
25.71%
Interest of respondents to work at
Sofitel
10. What could the Sofitel hotel do in order to increase the organisational performance?
Options Number of
respondents
Response percentage
(%)
Total respondents
Right payment 06 17.42% 35
Employee
engagement
08 22.85% 35
Flexible working
hours
05 14.28% 35
Recognition and 10 28.57% 35

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rewards to the
employees
Taking right
leadership
06 17.14% 35
Right payment
Employee engagement
Flexible working hours
Recognition and rewards to the
employees
Taking right leadership
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%
17.42%
22.85%
14.28%
28.57%
17.14%
Improvement of organistional
performance
Section 4: Discussion
From the above findings, it has been noted that in Sofitel Hotel and Resorts, numbers of
male staffs are more than the female staffs. One more important factor is that the maximum
staffs are just one year old in the organisation and this factor proves that the employee retention
rate is very low. The employees leave the organisation and almost 37.14% of the respondents
strongly agreed with the fact. The survey proved the fact that employees want to have the fringe
benefits that the organisations offered to them as approximately 54% said that fringe benefits can
provide a positive impact on employee retention. Employers need to motivate the employees
using two factors hygiene factor and motivator factors. Motivators in the workplace provide
positive satisfaction and these arise from the intrinsic condition, on the other side, hygiene
factors are maintenance factors that the employers should maintain (Lee, 2017). According to the
Sofitel, the reasons behind the high staff turnover are work stress (37.14%), immediate
supervisor (17%), poor teamwork (8.5%), inflexible working hours (17.14%) and unfair pay
(22.85%). Therefore, the major reasons for high staff turnover are clear and maximum staffs put

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stress on work stress and unfair pay of the organisation Sofitel. Supplanting employees can cost
organisations thrice the esteem that the representatives will add to the organisations inside a year.
Therefore, this is on account of new representatives must be prepared as the active workers
likewise should be repaid in light of the motivation behind why the worker left the organisation.
In spite of the fact that the capability and viability of the approaching worker is a key
determinant of the size of the money related misfortune caused by the organisation if there
should arise an occurrence of a representative turnover. Most of the firms have revealed negative
budgetary exhibitions because of high staff turnover. With unpractised staff individuals because
of high worker turnover inside hospitality organisation, low benefits or, all things considered,
misfortunes in light of the fact that the recently obtained representatives have a tendency to be
less effective in their activity while expending a ton of assets through preparing.
Thus, staff turnover cannot be sound for hospitality organisation monetarily on the
grounds that unpractised workers are described by high wasteful aspects and high costs. All the
more along these lines, high staff turnover additionally prompts burnouts among the
representatives which may to a great extent affect on the adequacy inside the organisation,
prompting the general decreased money related execution inside the organisation. It can in this
way be contended that money related execution is typically contrarily influenced by high
employee turnover in organisations. It normally moves toward becoming trouble for the
organisation to keep up institutionalized quality characteristics in their items and administrations.
While at times staff turnover can carry new abilities into the organisation, and henceforth prompt
enhanced quality inside the organisation, the majority of the past experimental investigations
have uncovered that employee turnover can have a negative effect on quality traits with
hospitality organisations (Boxall, Guthrie & Paauwe, 2016). The Sofitel organisation tried to
solve the issue of staff turnover and they focused on improving organisational performance. The
organisation has been using the strategy of engaging the employees within the organisation,
strong leadership practice that can help the staffs to stay motivated, providing training and
development programmes and the organisation tried to opt for changing business strategy. Sofitel
staffs believed that high staff turnover eventually leads to low guests' satisfaction. Therefore, the
Sofitel hotel needs to put emphasis on employee recognition in order to improve the
organisational performance.

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This shows that staff turnover meddles the item improvement efficiencies and
developments inside organisations. Therefore, as discussed in the article of Singh et al., (2015),
employee turnover on the grounds that unpractised staffs’ battles with imaginative
manifestations not at all like experienced partners who can without much of a stretch think of
new and more inventive models since they are more utilised as a part of their work. Moreover, it
can accordingly be contended that high employee turnover in hospitality antagonistically
influences item advancement and developments inside the organisation. The challenges faced by
the Sofitel for high staff turnover are the high-cost implication as the HR department needs to
give training to the employees, hire new employees and loss of services and low guests'
satisfaction. Overall business performance is getting lower as the new employees take time to be
efficient and the work culture is getting depressed. Turnover is difficult to control; however, the
organisation needs to retain more employees taking some possible strategies as it is difficult to
manage a workforce that is constantly in flux.
Section 5: Conclusions
It has been observed that in the hospitality sector, the staffs leave the organisation
without any prior notice of the employee satisfaction level is very low. The hospitality industry is
service-oriented industry where the staffs play the most important role in providing guests'
satisfaction. Therefore, leaving of the employees provide lack in organisational performance
regarding financial performance, efficiency and productivity and reputational loss. The reason
behind leaving the staffs from the hospitality sector may be the senior employees’ attitude and
leaving the employees would eventually impact on the competitiveness, quality delivery and
efficiency. The organisations in hospitality sector cannot retain the staffs as the job responsibility
is high where the salary is low. Leaving of the staffs from the hospitality sector can reduce the
organisational performance and it would result in the low revenue of the organisation as well as
low customer satisfaction. Sofitel hotel has been facing the negative impact on customer service
and quality attributes. Organisational performance is also associated with the innovations, Sofitel
can opt to take some database management in order to understand the possible retention factor
and inexperienced employees may not understand the innovation. High staff turnover also
adversely affects the innovation and service development of the organisation. The Sofitel has

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been facing the issue of low employee morale, high-cost implication, poor team working and
leadership ineffectiveness and resource usage of the organisation.
Section 6: Recommendations
a. Proper hiring and selection
The HR department should hire the right people from the beginning who have a long-
term plan in the hospitality industry. Human resource planning is very important in the
hospitality sector as it is associated with the guests' satisfaction and staffs' engagement. The
proper selection process can lead to the skill set and Sofitel organisation can get the qualified
candidates from the New Zealand labour market. The Sofitel hotel can recruit the staffs using
external recruitment policies with experience. The organisation needs to recruit people who are
organisation-fit and have a long-term plan.
b. Rewards and recognition
The HR department can keep the compensation and benefits currently in order to
motivate the staffs. The employees in hospitality sector do not have proper fringe benefits that
are the addition to the wage of the employees. The management of Sofitel hotel can prepare a
fringe benefit plan for the employees where the staffs would be given to the achievement awards,
accident and health benefits, educational assistance, employee discounts, meals, moving expense
and commuting benefits. These are the extrinsic motivation to work within the Sofitel and the
employees will get interested to work for the organisation for a long-term. Therefore, employee
retention can help the organisation to gain organisational productivity and efficiency.
c. The flexibility of the working hours
The management body of Sofitel hotel can offer flexibility in working hours to the staffs
an opportunity of growth. In the hospitality sector, the employees need to work for long working
hours as the guests need the staff anytime. The roaster plan of the Sofitel hotel needs to be proper
so that the employees are given a flexible working time. Flexible working time leads to work-
life-balance of the employees.
d. Staff engagement to provide guests’ satisfaction

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Paying proper engagement to the staffs can increase guest satisfaction and overall
organisational performance as well. At first, the management needs to do the proper employee
engagement survey and the management can focus on the organisational level. The staffs'
engagement can lead to the good team working and team members can share their views to build
a proper working culture. The managers must show his/her proper leadership skills to hold the
employees to accounting the employee engagement. Right staff engagement can lead to the
guests’ satisfaction that can lead to the organisational better performance and organisation can go
towards revenue generation.

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http://www.sofitel.com/gb/hotel-8577-sofitel-auckland-viaduct-harbour/index.shtml
Taylor, S. J., Bogdan, R., & DeVault, M. (2015). Introduction to qualitative research methods: A
guidebook and resource. New Jersey: John Wiley & Sons.

24MANAGEMENT RESEARCH PROJECT
Appendix
Survey questions transcript
1. Specify your gender.
 Male
 Female
2. How long have you been working in Sofitel Hotel?
 Less than 3 months
 3-6 months
 7-12 months
 More than 12 months
3. How far do you agree that employees leave the Sofitel hotel frequently?
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree
4. Are fringe benefits offered by the organisations necessary to retain the employees?
 Yes
 No
 Sometimes
5. What is the most important reason behind the high staff turnover at Sofitel Hotel?
 Work stress
 Immediate supervisor
 Poor teamwork
 Inflexible working hours

25MANAGEMENT RESEARCH PROJECT
 Unfair pay
6. What is the most useful strategy taken by Sofitel hotel to increase the organisational
performance?
 Engaging the employees
 Strong leadership practice
 Training and development of the employees
 Changing business strategy
7. How far do you agree that employee leaving can lead to lower guests’ satisfaction?
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree
8. Does Sofitel hotel put emphasis on employee recognition that can help to do employee
retention?
 Yes
 No
 No Comments
9. How likely do you want to work at the Sofitel hotel?
 Extremely likely
 Very Likely
 Neutral
 Slightly
 Not at all likely
10. What could the Sofitel hotel do in order to increase the organisational performance?
 Right payment