Minimizing Staff Turnover in Hilton Hotel

This report discusses the issue of high staff turnover rates in the front office department of Hilton Hotel and suggests strategies to minimize it. The report concludes that providing psychological benefits can increase job satisfaction and employee retention. The report includes a literature review, methodology, findings and analysis, and recommendations for future research and practical implementation.

Running head: MINIMIZING STAFF TURNOVER IN HILTON HOTEL
MINIMIZING STAFF TURNOVER IN HILTON HOTEL
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1MINIMIZING STAFF TURNOVER IN HILTON HOTEL
Abstract
Hilton Hotel, Sydney has faced the problem of high employee turnover rates in the
recent past. Although the new front office manager has been able to reduce the rates in the
recent years, the issue still persists. The purpose of this report is to identify how the issue
could be minimized by the manager. The report concludes that providing psychological
benefits, can increase job satisfaction by significant levels and can make employees overlook
the other issues, resulting in maximum employee retention. For this, a range of employee
benefits can be provided to employees, such that their psychological profit from the
workplace is maximized.

2MINIMIZING STAFF TURNOVER IN HILTON HOTEL
Table of Contents
Introduction................................................................................................................................4
Discussion..................................................................................................................................5
Literature review....................................................................................................................5
Methodology........................................................................................................................13
Findings and Analysis..........................................................................................................15
Recommendations for future research.................................................................................18
Practical recommendations for the front office manager, Hilton Hotel, Sydney, James
Cleansby...............................................................................................................................18
Summary..................................................................................................................................19
Limitations of the study...........................................................................................................19
References................................................................................................................................20
Appendices...............................................................................................................................23
Transcript of interview.........................................................................................................23
Findings and Methodology..................................................................................................24

3MINIMIZING STAFF TURNOVER IN HILTON HOTEL
List of Tables and Figures
Fig. 1
Table 1

4MINIMIZING STAFF TURNOVER IN HILTON HOTEL
Introduction
This research has been conducted on the backdrop of the revelation that the staff
turnover rate in the front office department of Hilton Hotel has been high in the recent years.
James Cleansby, the front office manager in the hotel has listed several problems upon being
interviewed, pertaining to the high staff turnover in his department. These include lack of
coaching and recognition, poor work-life balance and lack of growth opportunities amongst
other issues. However, Cleansby claims that the turnover rate has decreased significantly
since he has implemented some strategies like providing competitive wages and maximizing
work-life balance.
The problem which this report will be aiming at resolving is the existing staff turnover
rates in the front office department of the hotel. The objective which this report will be
aiming at is minimizing or possibly even eliminating issues related to high staff turnover in
the department. High staff turnover rates can cost the company in multiple ways such as
incurring higher costs as a result of frequent expenditure on staff training according to Al
Mamun and Hasan (2017), and bringing in inexperienced employees to fill the gaps created
by the departure of existing employees (Li et al., 2016). Therefore, it is important that a
management strategy is adopted so that the issue is combatted effectively.
To be more precise, the question which the report will be answering as its conclusion
is how the staff turnover rates in the front office department of the hotel can be minimized by
adopting appropriate management and leadership theories.
This research is significant in a sense that it will be outlining the various strategies
and theories, which could be referred to by any organizational setting, due to the universal
nature of the management theories. The issue of high staff turnover has been significantly
prominent in the recent times according to Hom et al. (2017), with hotels such as The

5MINIMIZING STAFF TURNOVER IN HILTON HOTEL
Imperial Hotel, London, facing similar issues(Huang, Wu & Zhang, 2018). This report will
be important in figuring out the reasons and loopholes which organizations must fill in order
to avoid the issue of staff turnover, and also be able to attain a sustainable development and
growth as a result of employee retention.
The discussion in the report will be focusing on literature review of how many
organizations in the past have been able to combat the issue of high staff turnover, as well as
research papers prioritizing the same, followed by research methodologies adopted for the
report, findings and analysis from the research data and finally recommendations and
implementation based on the same.
Discussion
Literature review
Mitigation strategies
In an article published by The Journal of Hotel and Business Management, Olfa
Moussa Skhiri, the author takes the hotel industry of Tunisia in account to determine and
evaluate what managers in the industry do in order to minimize crisis situations in their
hotels. The article mainly talks about the various mitigation strategies which managers tend
to use to mitigate common crisis situations in the hotel industry. Amongst this, is the issue of
high staff turnover rates. Skhiri points out that the most common way in which managers
have been combatting the issue of employee turnover is by adopting a mitigation strategy, in
which managers monitor the trends in the employee turnovers. Every feedback of exiting
employees are recorded, and when one particular issue gets highlighted more than once,
managers immediately look into the matter and aim at resolving them so that further turnover
pertaining to the same issue does not occur. According to Skhiri, this has been one of the

6MINIMIZING STAFF TURNOVER IN HILTON HOTEL
main reasons why the employee retention and satisfaction rates have been so much high in
the hotel industry of Tunisia (Moussa Skhiri, 2019).
Addressing needs of millennial employees
An article published by renowned journal, International Journal of Hospitality
Management, outlines the various reasons why employee turnover is a problem in the hotel
industry across the world. If McCann (2017) is to be believed, this is primarily because
millennials have an openness to experience and also the desire for fixed working schedules,
which the hotel industry does not provide them with abundance. The article specifically
points out that strategies like employee well-being and expenditure on providing the best
quality infrastructure, which has been adopted by none other than Hilton Hotel itself, has
been effective in reducing staff turnover rates by six percent over the last years. However, the
existing number of staff turnover continues to be high enough for the hotel. The article also
points out that the issue of staff turnover has immense costs to pay for the hotel, including
staff training, recruitment, orientation and productivity loss. The article concludes by pointing
out that employee benefit and addressing employee needs are the ways in which the issue of
high staff turnover can be minimized. It points that according to a study conducted by
Paychex, the one benefit that has been sought after by numerous organizations, is daily pay.
The study suggests that organizations who offer the benefit experience a 42% employee
retention rate than organizations that do not offer the same (Bonn & Forbringer 1992).
Spending to keep staffs content
The very popular Journal of Indian Management & Strategy published a research
paper by Parag Aryn Narkhede, which outlines the various issues basing the major issue of
staff turnover in the hospitality industry. Narkhede points out that the reasons like work
culture, work environment, low wages and lack of other benefits lead to employees leaving
the organization after a certain period of time. The paper however concludes that if sufficient

7MINIMIZING STAFF TURNOVER IN HILTON HOTEL
benefits are given to employees, the need for external experience and low wages are
overlooked by employees, which lead to high employee-retention rates. This, according to
Narkhede (2014), benefits the company in the long run. Buchan et al. (2015) suggest that
although expenditure is required to some extent to resolve the issue, a much of the finances
are saved too as a result of the resolution of the issue. This is because organizations save
more finances as a result of decreased expenditure on orientation and training of new staffs,
alongside putting an end to low productivity as a result of an inexperienced workforce. The
author concludes that the establishment of a healthy work environment for staffs is the basic
necessity for organizations of any kind to combat high staff turnover rates.
Incorporating feedback systems
The Aorn Journal has also published a paper by David Johnson, in which the author
lays out the various questions which a manager must ask the employees of the organization in
order to make sure that they are satisfied and also have perfect technical knowledge about
their work. The author points out that not only do the questions help in making the employees
efficient in their work, but also makes sure that the managers end up making the employees
believe that they are valued and cared by the organization, which gives high amount of job
satisfaction to the employees (Johnson, 2004). The paper outlines various psychological as
well as technical questions which must be asked to the employees to get their feedbacks and
queries known. These include their work related problems, their personal problems and also
their issues with the management. The author lays out the fact that these sessions when
conducted under controlled circumstances relating to adult learning, can yield valuable
insights into the employees. These can be then assessed to find out the areas in the
management which must be improved, in order to ensure employee satisfaction and retention.

8MINIMIZING STAFF TURNOVER IN HILTON HOTEL
Health and productivity
The Wall Street Journal published an essay in February earlier this year, titled “The
Hidden Costs of Stressed-Out Workers”, written by Jeffery Pfeffer. Pfeffer in his essay points
out that that the most amount of costs which a company incurs on its human resources is due
to stressed out workers. Amongst expenditures on particulars such as health and benefits
costs and sacrificing maximum profit by ensuring flexible working hours, Pfeffer briefly
states that one of the biggest prices which an organization can pay as a result of a stressed out
workforce, is high staff turnover. According to Tongchaiprasit and Ariyabuddhiphongs
(2017), like most of the other authors mentioned earlier, organizations who face high staff
turnover rates as a result of stress, incur costs on frequent recruitment and low profit due to
an ever changing inexperience workforce. Pfeffer humorously states that every organization
is a healthcare business, pertaining to the fact that most of them spend more on employee
health than on actual business, like General Motors spends more on employee health than
steel purchase. But Pfeffer points out that this is the reason why these companies have been
able to sustain itself as a result of a happy and healthy workforce, and subsequently high
employee retention.
Resignation protocols
Ray Elbo got his article published in the popular business journal, Business World.
According to the author, management protocols for resigning employees play a bigger factor
than managers realise. He lists down five protocols which managers must follow in order to
make sure that an employee leaves a company on good terms. Elbo (2019) states that being
rude to resigning employees might directly imply burning bridges, because one may never
know what implications that would have on the other aspects of the management or the
organization as a whole. For example, Klotz and Bolino (2016) state that if an employee
leaves on good terms with the company, he or she might consider returning to the company

9MINIMIZING STAFF TURNOVER IN HILTON HOTEL
sometime in the future more probably than not if the employee does not leave on good terms.
Furthermore, he states that good relations with employees until the day the employee actually
leaves the organization is essential in making sure that the other employees perceive the
company as having a good work culture. This in turn is significant in employee retention. As
Narkhede had pointed out in his article, a positive work culture and proper and adequate
attention to employees can be sufficient in making employees compromise with the
materialistic things at work.
Holistic HR investments
In a research article published by the journal of Tourism Management in the year
2015, the authors take a mathematical approach towards establishing the reasons relating to
why employees leave their jobs, especially in the Hotel Industry. The authors aim at finding
out whether the relationship between wanting to leave an organization and its antecedents are
linear or quadratic. The study concluded that although two of the antecedents proved to be
linear, the other two proved to be quadratic (Mohsin, Lengler, & Aguzzoli, 2015). On a more
qualitative analysis, Tam, Zeng and Wong (2016) state that managers can spend all they want
on a specific aspect of the workforce, and it might still prove to be ineffective in making the
employees not want to leave their jobs. The authors therefore state that the objective should
be to take a more holistic approach towards investments on the human resources. By this, it is
meant that every aspect of the workforce should be invested upon, like benefits, healthcare,
incentives and ensuring work-life balance to ensure that the workforce stays satisfied with the
management of the company and does not intend on leaving. What the authors aim at
establishing through this study is the fact that managers must adopt a more employee-
oriented management style in order to make sure that staff turnover is reduced to minimum in
their organizations.

10MINIMIZING STAFF TURNOVER IN HILTON HOTEL
Avoiding Millennial Employees
Gary Carbaugh got his article published in the Central Penn Business Journal, in
which he states the problem of millennial employees having the urge to change jobs quicker
than the earlier generation, and terms them as a threat (Carabaugh, 2019). The author does
not clearly state a solution to the problem of millennial employees wanting to quit companies
in quick succession, but warns organizations against hiring new recruits with insufficient
work experience and reliable educational background. He says that the only way in which
organizations can make millennial employees stay in their organizations is by hiring selective
millennial employees. Coffey et al. (2018) say that mitigation strategies must be formulated
in a simple format, which would outline the process of determining the tendencies of turnover
in employees during the process of recruitment itself.
Psychological well-being
The Journal of Management, which is a very popular academic journal, published an
article in the year 2007, which lays down the relationship between job satisfaction,
psychological well-being and employee turnover. Conducting a field study for over two years
and involving over a hundred managers as samples for the field study, the research found out
that well being moderated the relationship between job satisfaction and job separation, in
such a way that job satisfaction strongly and negatively impacted employee turnover when
well-being was found to be low. The research was conducted under controlled circumstances,
which made for interviews as well as surveys into the internal data of various organizations,
which was not restricted to the hotel industry. The research report did not aim at providing
recommendations to the managers or evaluate the ways in which the reasons or mediators in
the issue of employee turnover could be minimized. However, the clear relationship which
the research provided comes to show that psychological well-being is a big factor in the
development of job satisfaction for employees, overlooking which can cost the company with

11MINIMIZING STAFF TURNOVER IN HILTON HOTEL
expenditure pertaining to repetitive recruitments. What the authors concluded was the fact
that organizations which did not show the signs of looking into the psychological well being
of the employees, ended up losing out on numerous employees (Wright & Bonnet, 2007).
Working environments
In a news article published by The BMJ, author Ingrid Torjesen takes the study of
NHS Digital, to look into the company’s work culture and how that affects the organization
as a whole. Bullying and harassment, according to Torjesen (2018), has been a distinct
feature in the work culture of the organization, with several studies discussing about it in the
same journal. Using internal sources and calculations, the study found that bullying and
harassment cost the organization over two billion euros in a year. McManus et al. (2016) find
that employees are harassed and bullied for even taking sick leaves from the company, and
this despicable work culture coupled with the comparatively low wages make employees
leave the organization in quick successions, and the management has done little to intervene
into the matter. The repetitive costs which the company has been incurring due to the high
rates of staff turnover, include recruitment, training and orientation costs, low productivity,
and even lawsuits. What distinguishes this study from the others in the literature review of
this report is the fact that this study provides a clear estimation of how much exactly a
company can lose as a result of high staff turnover.
Unobserved determinants
According to Horny, Mendes and van den Berg (2012), there are unobserved
determinants both at the worker level and the managerial level. The authors assess both of
these determinants with the MCMC model to arrive at their conclusion to find the correlation
between both of the determinants. The study concluded that the correlation is a highly
positive one. It also finds that unobserved firm characteristics lead to 40% of the employee
turnover annually. This is backed by the research which has been conducted by Ruck (2017),

12MINIMIZING STAFF TURNOVER IN HILTON HOTEL
which finds that characteristics like lack of attention to employees, lack of positive
feedbacks, and poor growth opportunities to deserving employees, amongst other unobserved
firm characteristics are responsible for employee turnover. These characteristics affect the
psychological aspects of the employees, which are referred to as the unobserved traits at the
worker level in the research report. The positive correlation implies that these firm
characteristics have a direct impact on the psychological determinants of the employees.
Using employee and firm data and analysing thoroughly using the MCMC model make the
findings a highly reliable one. The authors suggest that what firms should look into are the
unobserved characteristics at the worker level, and attempt at analysing and addressing them
as a mitigation strategy before the resignations come in, and ensure longer job durations of
their employees.
Age diversity
One of the most unique literatures in this collection of literature reviews has been
published by Academy of Management. In this article, published in 2011, the authors focus
on a single factor which causes the intention for employee turnover. This factor is diversity in
age. Communication, according to the authors, is a vital necessity in the workplace("Age
diversity in companies translates into ''anger, fear, and disgust,'' study finds", 2019). Without
the match in mentality and background, communication however, becomes difficult to take
place between two individuals. The article outlines that the main problem arises when these
sets of age groups bring forth their opinions on one another and how they perceive similar
aspects. According to Oliveira and Cabral-Cardoso (2017), the disparity in between these
mentality levels give rise to anger, discomfort and disgust. This is because it creates a bad
working environment where the scope for an effective and positive communication is limited.
As a result, job satisfaction levels diminish, and the intention foe employee turnover
inevitably takes place. This article gives a whole new perspective for the purpose of the

13MINIMIZING STAFF TURNOVER IN HILTON HOTEL
report, since it provides a unique view of how an unobserved determinant at the worker level
itself can be a deciding factor in the rising intentions for turnover in employees. This article
therefore, lays down the idea for managers to keep their workforce at the same age levels, and
if that is not possible, at least to intervene to make sure that the issue does not give rise to
further issues like job dissatisfaction.
What can be inferred from all of the literature work in this section is that each of them
talk about the psychological aspects more than the materialistic aspects. This implies that
managers who look into the psychological aspects of the workforce, tend to lose lesser
number employees over the years, since psychology plays the biggest factor in job
satisfaction. The research on the literature collectively outlines several recommendations for
managers to prevent and implement mitigation strategies to minimize employee turnover
rates, as well as issues and situations which work as catalysts for high employee turnover.
Therefore, this research would be a perfect fit for the employee turnover issue in Hilton
Hotel, since it would be helpful in integrating the issues and recommendations laid out in the
literature, to come up with a proper and compact solution for the minimization of staff
turnover in the front office department of the hotel.
Methodology
The collection of the primary data has been collected by paying a visit to the Hilton
Hotel, Sydney. Every hotel has its own issues related to management which they try to
resolve. James Cleansby, the front office manager of the hotel had been spotted near the
reception desk of the lobby itself and was immediately asked about the struggles which the
hotel has been going through, and was also made clear about the purpose of the interview
(Appendix 1). He stated that the issue which the hotel has been facing was the sole reason for
his transfer to the Sydney branch of Hilton Hotel, which was to tackle the high staff turnover
rates in the front office department of the hotel. Questions had already been designed on the

14MINIMIZING STAFF TURNOVER IN HILTON HOTEL
basis of reasons pertaining to the issue, and the strategies implemented to combat the issues.
On that basis, Cleansby was asked about the reasons for the high staff turnover rates and the
strategies which he has implemented in order to eliminate or minimize the issue. His
responses were audio recorded.Followed by that, the data analysis involved transcribing the
data, analysing the data, drafting the results and revising them for proofreading purposes.
Cleansby reported that the departing staffs have given a range of reasons for leaving the
organization. However, according to his reports, the strategies he implemented helped in
reducing the turnover rates by 50% since the commencement of 2018. This asked for a
secondary research to be conducted in order to fully eliminate the issue of high staff turnover
in his hotel, since half of the issue still remained unresolved.
Fig 1 (Appendix 2).
Source: As created by author
Audio Recording
Organizing and
Transcribing Data
Analysing Data
Drafting Results
Revision

15MINIMIZING STAFF TURNOVER IN HILTON HOTEL
For the secondary data collection, the objective was to obtain a range of data from
academic journals for a comprehensive literature review on what exactly causes employees to
leave an organization and what managers can do to avoid them. For that purpose, internet
browsing had to be done to determine the most reliable academic journals. Online reviews
were used for the purpose, and ratings were noted against each of the journals. Followed by
that, 12 of the best academic journals were selected, with 10 more scholarly articles to back
them. One article relating to the issue had to be reviewed from each of the journals. The key
words were searched up in the journals and the most relevant articles to the topic of this
research were reviewed in the report. Upon reviewing 12 of the articles, data from each
article was noted and with a holistic approach, every recommendation and issue from each of
the articles was integrated to arrive at a comprehensive, yet definite conclusion. The articles
selected did not confine to the hotel industry, since employee turnover is caused by
psychological factors which are universal in nature.
Findings and Analysis
Literature Finding
Moussa Skhiri, O. (2019). Managers’ Behaviour
in Situations of Crisis: The Case of the
Hotel Industry in Tunisia [Ebook] (pp.
28-56). The Journal of Hotel and
Business Management.
Regular intervention to identify problems, to
mitigate the risks of employee turnover.
Bonn, M., & Forbringer, L. (1992). Reducing
turnover in the hospitality industry: an
overview of recruitment, selection and
retention. International Journal Of
Hospitality Management, 11(1), 47-63.
Addressing common needs and benefits to
reduce staff turnover.

16MINIMIZING STAFF TURNOVER IN HILTON HOTEL
doi: 10.1016/0278-4319(92)90035-t
Narkhede, P. (2014). Employee turnover in
hospitality industriesA study of service
staff. JIMS8M: The Journal Of Indian
Management & Strategy, 19(3), 4. doi:
10.5958/0973-9343.2014.01230.7
Expenditure on employee benefits the
organization as a result of high employee
retention and productivity.
JOHNSON, D. (2004). Staff Development
Nursing Secrets. AORN Journal, 79(5),
1073-1074. doi: 10.1016/s0001-
2092(06)60741-2
Taking feedbacks from employees to determine
the areas in which management must improve in
order to mitigate the risks of employee turnover.
Pfeffer, J. (2019). The Hidden Costs of Stressed-
Out Workers.
Expenditure on employee benefits the
organization as a result of high employee
retention and productivity.
Elbo, R. (2019). Management protocols for
employee resignations | BusinessWorld.
Maintaining good employee-relations benefits
the company in the long run.
Mohsin, A., Lengler, J., & Aguzzoli, R. (2015).
Staff turnover in hotels: Exploring the
quadratic and linear relationships.
Tourism Management, 51, 35-48. doi:
10.1016/j.tourman.2015.04.005
Managers must adopt a more employee-oriented
management style in order to make sure that
staff turnover is reduced to minimum in their
organizations.
Carabaugh, G. (2019). Your millennial
employees: Friend or foe? | CPBJ.
Mitigation strategies must be formulated in a
simple format, which would outline the process
of determining the tendencies of turnover in
employees during the process of recruitment
itself

17MINIMIZING STAFF TURNOVER IN HILTON HOTEL
Wright, T., & Bonett, D. (2007). Job
Satisfaction and Psychological Well-
Being as Nonadditive Predictors of
Workplace Turnover. Journal Of
Management, 33(2), 141-160. doi:
10.1177/0149206306297582
Looking into the psychological well-being of
employees is inversely proportional to the
chances of employee turnover.
Torjesen, I. (2018). Bullying and harassment
cost NHS over £2bn a year, study
suggests. BMJ, k4463. doi:
10.1136/bmj.k4463
Poor work culture immensely costs the company
due to high employee turnover.
Horny, G., Mendes, R., & van den Berg, G.
(2012). Job Durations With Worker-
and Firm-Specific Effects: MCMC
Estimation With Longitudinal
Employer–Employee Data. Journal Of
Business & Economic Statistics,
30(3), 468-480. doi:
10.1080/07350015.2012.698142
What firms should look into are the unobserved
characteristics at the worker level, and attempt
at analysing and addressing them as a mitigation
strategy before the resignations come in, and
ensure longer job durations of their employees.
Age diversity in companies translates into
''anger, fear, and disgust,'' study finds. (2019).
Age diversity can lead to employee
dissatisfaction and turnover.
Table 1 (Appendix 2).
Source: As created by author
Interpretation and analysis:

18MINIMIZING STAFF TURNOVER IN HILTON HOTEL
From the above table, it can be inferred that benefits is they key factor which plays
the role in employee turnover. Each of the articles reflect on the psychological issues which
lead to employee turnover. What is surprising is the fact that none of the literature texts talk
about materialistic things such as wages and incentives as the sole reason for the issue. If
psychological aspects are to be dealt with, one has to apply the basic economics, which is
providing utility, which in this case refers to employee benefits. Benefits has a broad range of
interpretations, and is not confined to the simple employee benefits like pension and
healthcare which companies provide to their employees. Benefits refer to profit gained from a
particular activity. Therefore, what employees look for while working for an organization, is
the profit which they are getting in return for their services. The higher the profit, more is the
job satisfaction. Job satisfaction is the sole internal key to employee retention, if external
factors are ignored.
Therefore, the reason why employees leave is because of the lack of psychological
benefits or utility which they get in return for their work. To further cement this
interpretation, study suggests that unnaturally high wages are the key motivating factors for
employees to stay in an organization which does not provide sufficient work culture. This is
because the psychological utility which the employees get from the high wages, far exceeds
the cons of work culture.
Recommendations for future research
Since the interpretation of this research suggests that psychological benefits play the
biggest part in employee retention, future research should be based on this interpretation, to
conduct surveys in order to find out the aspects of psychology which are stimulated by
various sorts of psychological benefits which can be provided by a management team of an
organization to its employees. Research should be conducted across various sectors of
industries in order to make the findings much more representative, and applicable to

19MINIMIZING STAFF TURNOVER IN HILTON HOTEL
numerous types of organizations. Questionnaires should be designed in a way which lets the
respondents address their psychological aspects which get stimulated as a result of each
benefit which they get.
Practical recommendations for the front office manager, Hilton Hotel, Sydney,
James Cleansby
It is important that James Cleansby has a talk with the HR manager of the hotel, to
discuss about hiking the wages of the employees of his department, to offer a wage more than
that of the competitors of the hotel. It should also be noted that he must consider the other
benefits which organizations provide, by conducting a market research. Also, he must
conduct a budgetary forecast calculation to make sure that his recommendations to the HR
manager includes expenditure which yields profit to the organization.
Summary
Hotel Hilton has experienced an issue of high rates of staff turnover in the recent
years, as revealed by James Cleansby, the front office manager of the hotel. To further find
out recommendations of strategies which need to be implemented, a thorough literature
review is conducted to get a glimpse of the scenario related to staff turnover across the world.
The findings suggest that psychological utility must be provided to employees to make sure
that they do not leave the organization despite the other issues. Further research can be
conducted on the same, relating to the psychological aspects which are stimulated by specific
benefits, to recommend organizations with more comprehensive strategies. James Cleansby
should have a talk with the HR manager of the hotel in order to discuss the various benefits
which can be provided to their employees to ensure maximum employee retention. A market
research and budget forecast is necessary for that purpose. The objective of the paper was to

20MINIMIZING STAFF TURNOVER IN HILTON HOTEL
find out the strategies to eliminate the issue of high staff turnover rates in the hotel, which the
report has successfully outlined.
Limitations of the study
 The study does not provide the insights into the utility which should be specifically
provided to maximize the efficiency of the strategic implementation towards
diminishing employee turnover.
 The study lacks adequate primary research.
References
Age diversity in companies translates into ''anger, fear, and disgust,'' study finds. (2019).
Retrieved from http://aom.org/News/Press-Releases/Age-diversity-in-companies-
translates-into---anger,-fear,-and-disgust,---study-finds.aspx?terms=employee
%20turnover
Al Mamun, C. A., & Hasan, M. N. (2017). Factors affecting employee turnover and sound
retention strategies in business organization: A conceptual view. Problems and
Perspectives in Management, 15(1), 63-71.
Bonn, M., & Forbringer, L. (1992). Reducing turnover in the hospitality industry: an
overview of recruitment, selection and retention. International Journal Of Hospitality
Management, 11(1), 47-63. doi: 10.1016/0278-4319(92)90035-t
Buchan, J., Twigg, D., Dussault, G., Duffield, C., & Stone, P. W. (2015). Policies to sustain
the nursing workforce: an international perspective. International nursing
review, 62(2), 162-170.

21MINIMIZING STAFF TURNOVER IN HILTON HOTEL
Carabaugh, G. (2019). Your millennial employees: Friend or foe? | CPBJ. Retrieved from
http://www.cpbj.com/article/20160219/CPBJ01/302189991/your-millennial-
employees-friend-or-foe
Coffey, L., Compton, J., Elkins, D. M., Gilles, E. E., Herbert, S., Jenkins, J. L., ... & Watkins,
B. (2018). Recruitment, Retention, and Engagement of a Millennial Workforce.
Rowman & Littlefield.
Elbo, R. (2019). Management protocols for employee resignations | BusinessWorld.
Retrieved from https://www.bworldonline.com/management-protocols-for-employee-
resignations
Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). One hundred years of
employee turnover theory and research. Journal of Applied Psychology, 102(3), 530.
Horny, G., Mendes, R., & van den Berg, G. (2012). Job Durations With Worker- and Firm-
Specific Effects: MCMC Estimation With Longitudinal Employer–Employee Data.
Journal Of Business & Economic Statistics, 30(3), 468-480. doi:
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1
Appendices
Transcript of interview
(2-6 secs) Interviewer: What is the reason for the high staff turnover in your department?
(9-24 secs) Informant: Resigning employees have complained about feeling devalued,
unrecognized, and even complained about lack of coaching and training. Some say that the

24MINIMIZING STAFF TURNOVER IN HILTON HOTEL
work pressure is too much and it’s hard to keep a work life balance. Some complained of a
mismatch between them and the work roles, and even mistrust in senior employees.
(27-29 secs) Interviewer: What have you done to minimize that?
(32-41 secs) Informant: Well, we have addressed each of those issues specifically. (We now)
hire the right people give positive feedback, let the employees grow, challenge and support
your employees, encourage a healthy work-life balance, offer competitive wages, encourage
feedback from employees and now we also include employees in decision making.
(44-45 secs) Interviewer: Do you think they worked?
(48-56 secs) Informant: Yes, to some extent. Since October 2018, the staff turnover in front
office reduced to half. Staffs can approach their scenarios easily. The employees are more
motivated and productive in the workplace.
(58-60 secs) Interviewer: Thank you for the information, Mr. Cleansby.
2
Findings and Methodology
Table 1 Main conclusion from each of the main
articles in the literature review
Figure 1 Step by step methodology of the primary
research process.

25MINIMIZING STAFF TURNOVER IN HILTON HOTEL