Addressing High Staff Turnover at the Imperial Hotel, London: A Report

This report provides a comprehensive analysis of high staff turnover at the Imperial Hotel in London. It begins by identifying key issues such as unclear job expectations, poor communication, lack of flexibility, unhealthy work environments, inefficient communication, lack of recognition, limited growth opportunities, and mismatches between employees and jobs. The report then delves into a detailed justification of potential solutions, including assigning jobs based on skills, implementing effective training programs, optimizing scheduling, creating a positive work environment, improving communication channels, recognizing employee needs, developing growth plans, and matching personal traits to job requirements. The report emphasizes the importance of these strategies in reducing turnover and improving employee retention within the hospitality industry. Finally, it reviews relevant management theories to support the proposed 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

producers who invest strong energy, he can seriously consider the connection of all things
under consideration. You must mainly stay away from communication at all levels.
Furthermore, it is essential to ensure that the communication path is a two-way street. In
addition, employees should be allowed to provide analysis or voice weights to the senior
group.
 Lack of recognition: The hospitality industry wants problematic work and occasionally
long flight hours, with little regard for your career (Mathieu, Lacoursière and Raymond,
2016). Unfortunately, many experts do not believe that their efforts have been seen by
major agencies and authorities. Just when producers are always at the beginning and end
of a career and have the feeling that their troubled work has been laid off, it can start a
fire. They may begin to admit that it has no effect on how hard they work and instead of
trying to give more, they will start taking less. In the case of workers who cut corners, it
is usually the customers who follow. Only when customers' needs and needs are not met
can they choose to compete.
 Restricted growth opportunity: Perhaps the best reason behind the turnaround of
representatives in the housing sector is the lack of progress openings. Although many
people start living when they are young, moderately few choose to stay in business for
work. When someone moves on to another job, the movement is at the very beginning of
their reflections - and the neighborhood is no exception. Surprisingly, different cordial
connections simply study their representatives as low-support or low-maintenance agents.
Just when employees feel the board sees them as a mobile agent, they don't want to stay.
If they do not feel like the links are being turned at events, they will no longer be
included in society.
 No matching of employees and jobs: Hospitality is a typical activity for youngsters to go
into. Surprisingly, it is far from a perfect decision for everyone - and they will see it after
they have been selected (Sparrow, Brewster and Chung, 2016). Few of all weirdoes’ are
well-furnished to meet the customer who meets requests that typically go to
accommodation jobs. If a late recording role does not organize his character, he may
become dissatisfied with the activity and eventually leave. In some cases, you can get
people ready to develop ideas that should be productive in their particular industry.

Nonetheless, it is essential to gradually look for the right character traits during the
recruitment system.
The above elements cause a high reversal rate in the Imperial Hotel. The staff examines all issues
raised and wishes to leave the association when they agree to receive basic funding to secure
another job. As a result, the hotel must lay off 35% of its booking contracts and the option to
hide the street . This is a misfortune both for the rallies and for the producers because they do not
get the staple they were thinking about and for the society because they have to pay a lot for the
registration and maintenance forms of the staff.

A justification of resolution to the problems stated above.
There are a range of solutions which can be applied in order to overcome issues of higher
turnover in the above mentioned hotel. Herein, below detailed analysis of possible solution has
been mentioned in such manner: In order to solve this issue, following solutions can be adopted
by the Imperial hotel:
 Assigning jobs in accordance of skills of employees- By making transparency on all the
tasks' positive and negative implications and ensure staff recognize precisely what they
will do as they will get a responsibility (Al Mamun and Hasan, 2017). Regularly
consulting with staff to see if they have any issues or if any queries are unclear can boost
morale of employees.
 By starting effective training and induction programs- By providing proper training and
development to employees can be useful for above company in order to overcome from
the issues of higher turnover. It is so because training enhances employees’ skills and
capabilities which satisfy need of managers and owners.
 Scheduling system- Be honest regarding the good and negative consequences of the
behavior to insure that staff learn what to expect during each step appropriately can be
helpful for companies (Carnahan, Kryscynski and Olson, 2017). Consulting with
employees to typically test whether they want order or whether they want request to
complete a task. Such as in the above hotel, it can be useful for them to deal with higher
employee turnover if they follow scheduling system.
 Creating effective working environment- By creating a positive and friendly environment
can be helpful for companies in order to reduce level of employees’ turnover. Looking
constantly for new means of enhancing the staff's working climate can be useful. In
addition to this, consulting with employees at various stages and then to see how they talk
regarding the work load. As well as seeking comments or suggestions about how to
develop a positive environment and considering realistic ways to adapt can be useful for
above hotel to reduce level of turnover of employees.
 Opportunity to listen- By pushing members at both aspects in order to create a bit of
communication as they feel that it needs to be discussed, but in turn, how they can
support. This may be used by broader organizations that do not have a clear way to

facilitate communication for all employees. In this aspect, the communication program
can allow workers to convey speculations and ideas to others. As in the context of above
hotel, better communication between employees and managers can lead to lower turnover
ratio because employees will share their issues.
 Identifying needs to workers- In addition, tiny statements or issues could go further at
times of turnover (Ajit, 2016). A leader may appreciate the work they've accomplished
with a clear thank you or acknowledgment at a meeting. Rewards or extra time off will
drive employees to do better things for greater achievement. Building a system for
accountability can encourages members to work harder. Such as in the above hotel, they
can reduce turnover of employees if they recognize need of employees.
 Starting effective growth plans- By making higher ranks to make sure the staff realizes
what they have to do a particular task can reduce the staff turnover. If companies have
available places of growth, they can expect to join more number of employees. Basically,
companies do have to pick people beyond their inner circle, so eligible persons within the
organization are informed that they will choose to fill a vacancy role. This will surely
lead to reduce employee turnover in the context of above mentioned hotel.
 By making clear personal traits- Considering other attributes, like various assignments
and resistance to tension when company hires to employees can be useful to reduce
turnover. When an upcoming applicant doesn't have the skills to be successful for a
particular position, he/she certainly isn't the right individual to enroll. Throughout the
conference process, hold character surveys and recreations. Upon entering these extra
measures will help companies to guarantee that they have the best applicants in the
available roles. As in the above company, this can be helpful for reducing the turnover of
employees.
A review of management theory to the problems stated above.
Scientific philosophy of management supports the proposed strategies to plan and create
a healthy working atmosphere in partnership to improve workplace productivity and motivation
(Li, Kim and Zhao, 2017). It is a normal and ancient management approach that is not routinely

utilized by company managers today but suitable for change in The Imperial Hotel and its
employees.
Fredrick Taylor, the first physicist to understand research exhibits and administration
scientifically, was the first to resolve the idea of science management. This philosophy of
management is regarded as the law of the Taylor which notes that research can be carried out in
the operating atmosphere by empirical methods and procedures. Pioneers or troughs can
objectively build and conduct research rather than their own peers' judgments.
However, as mentioned in the Taylor Management Guideline, excluding workers from their own
would extend enforcement for certain duration could also be the duty of the supervisors of The
Imperial Hotel to boost companies with members and classes such that their shows are speeded
up. It is critical that the new General Manager Peter Farnsworth will identify and educate diverse
skill sets of personnel and numerous departments in order to ensure their productivity and
efficient performance standards (Sun and Wang, 2017).
CONCLUSION
The Hotel Imperial faced the problems of high turnaround from the study mentioned
above, which obliges them to hire and pick roughly 35 percent of their revenue. Many of the
challenges are vague task demands, weak management contact, and lack of autonomy,
inadequate working environments, and bad connectivity and so on. In order to address this issue,
the hotel should follow an approach that involves clarifying the position of staff in the initial
stage only, appropriate growth and education schemes, scheduling structure, a supportive
climate, communication opportunities etc.

REFERENCES
Books and Journal
Hom, P.W., Lee, T.W., Shaw, J.D. and Hausknecht, J.P., 2017. One hundred years of employee
turnover theory and research. Journal of applied psychology, 102(3), p.530.
Kim, S., Tam, L., Kim, J.N. and Rhee, Y., 2017. Determinants of employee turnover
intention. Corporate Communications: An International Journal.
Mathieu, C., Fabi, B., Lacoursière, R. and Raymond, L., 2016. The role of supervisory behavior,
job satisfaction and organizational commitment on employee turnover. Journal of
Management and Organization, 22(1), p.113.
Al Mamun, C.A. and Hasan, M.N., 2017. Factors affecting employee turnover and sound
retention strategies in business organization: A conceptual view. Problems and
Perspectives in Management, (15, Iss. 1), pp.63-71.
Li, J.J., Kim, W.G. and Zhao, X.R., 2017. Multilevel model of management support and casino
employee turnover intention. Tourism Management, 59, pp.193-204.
Sun, R. and Wang, W., 2017. Transformational leadership, employee turnover intention, and
actual voluntary turnover in public organizations. Public Management Review, 19(8),
pp.1124-1141.
Ajit, P., 2016. Prediction of employee turnover in organizations using machine learning
algorithms. algorithms, 4(5), p.C5.

Carnahan, S., Kryscynski, D. and Olson, D., 2017. When does corporate social responsibility
reduce employee turnover? Evidence from attorneys before and after 9/11. Academy of
Management Journal, 60(5), pp.1932-1962.