High Turnover in Imperial Hotel: Causes and Solutions

INTRODUCTION TO
MANAGEMENT

Contents
MAIN BODY..............................................................................................................................................3
The analysis and Identification of problems............................................................................................3
A justification of resolution to the problems stated above.......................................................................7
A review of management theory to the problems stated above................................................................8
CONCLUSION...........................................................................................................................................9
REFERENCES..........................................................................................................................................10

INTRODUCTION
The human resources department is concerned with keeping the required number of
employees in the association. They are responsible for listing, selecting, persuading, and
providing the necessary preparation and promotion programs, and so on (Hom, Lee, Shaw and
Hausknecht, 2017). In this role there is another responsibility that the human resources office
takes care of dealing with the large number of human resources issues. Friendship is such a
sector where there is an extraordinary level of staff turnover. For informational purposes, this
report raised the issue of accommodation, the Imperial Hotel, London. The Imperial Hotel is a
London-based guesthouse. The pub has 500 rooms. This pension has a total of 25 pub networks
in the UK itself. The pub also offers a community swimming pool, bars and cafés, 12 meeting
rooms and a staff of 450 people. This report examines the problem behind the high turnaround
rate in the pub. The real parts of such a case and the solution that the association will find to
alleviate this problem.
MAIN BODY
The analysis and Identification of problems
Below are some of the reasons which increase the problems of staff turnover in the hotel:
 Unclear job expectations: Some staff may not see what they get or should get at work. If
it is clear that the desire to move has not shifted, employees may choose the perfect
opportunity to find another job that is also rewarding. Similarly, producers can be
depressed if they feel that the move they are making does not agree with what they think
has been drafted. This qualification could push good substitutes to find another position
elsewhere. Through the selection process, it may be a shame to highlight the positive
aspects of the work or effort and clean up the production to make it look more engaging.
While this may take some preparation, it may not take long.
 Improper communication with manager: In specific efforts, a product leader only needs
to monitor strategies or structures. There are no implications if they are unwilling to
engage with the staff below. However, most convenience jobs are people-centered,

including management (Kim, Tam and Rhee, 2017). Just when the boss can't speak to his
employees, he can stop the representatives. Unfortunately, a truly exceptional operator
can deliver results in terms of satisfying your best experts and can be one of the reasons
to turn manufacturers into a convenience. Motel workers, food workers and other
assistant representatives should have another option to monitor both strategies and
people. They must accept the way they manage difficulties, leave their owners behind
and conduct a clear investigation of both collection and customers.
 Lack of flexibility: Representatives in the heating sector work from time to time on a pre-
established schedule, and this is an important favorable situation for a large part of them.
The flexibility that comes with the action is a big draw for some people who need a little
space in their program. Unfortunately, this flexibility can mean that from time to time
employees may not think more clearly about what is available each week. If they are
unsure of their hours, the activity could lead to additional stress. The delegates tended not
to wait until the last second to get their plans. They also have to deal with the days they
have, the times when they are not ready for work and in case they have to work long
hours or more.
 Unhealthy working environment: The hospitality industry always needs high-pressure
work environments that allow even peaceful and reunited producers to be centrally based.
Few of any variables can control this situation, causing high levels of turnover. In any
case, this is not the basic clarification that the work environment can be destructive or
catastrophic. Indeed, 63% of cordiality employees said they had misbehaved at work.
This is reason enough to make someone leave. In addition, 9% of reps report that they are
currently tortured in the workplace. It’s fundamental to creating a work environment that
your reps should have a little. Establish clear procedures that employees can follow in the
event of an incident and ensure that they are protected and reassured in case they choose
to be upset.
 Inefficient communication: Transparency is absolutely essential, with little attention paid
to businesses. However, in the field of friendliness, it is particularly gratifying that the
prerequisites and aspirations are shared between a superior group and their employees.
Just when assembly authorities and pioneers do not adequately fill employees with new
rules or procedures, they can feel slow and impassive. If this client does not object to