Analyzing Employee Turnover & Retention Strategies: Intercontinental

This report investigates employee turnover intention and effective hotel strategies to retain employees at Intercontinental Sydney. The study uses qualitative research methods, including one-to-one interviews, to understand the underlying reasons for employee turnover and identify strategies for improvement. Key findings indicate that increasing employee demand leads to higher turnover rates, which can be mitigated by implementing robust retention strategies. These strategies aim to foster a positive work environment, boost employee motivation, and ultimately reduce turnover, contributing to long-term organizational growth and increased profitability. The report recommends focusing on recruitment and selection processes, training opportunities, and enhancing employee satisfaction to achieve research objectives and develop effective hotel strategies for reducing turnover. Desklib provides access to similar reports and study tools for students.

Running head: INDEPENDENT CRITICAL ANALYSIS PROJECT
Independent Critical Analysis Project: Employee turnover intention and hotel strategies to retain
them for Intercontinental Sydney, 117 Macquarie Street
Name of the Student:
Name of the University:

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Abstract
Purpose of the study: The employee turnover is detrimental to the performance of the
organization along with profitability of the business with financial losses. The purpose of this
study is to find the aspects that help the hotels to keep talented employees for the longer period
for time.
Statement of the problem: Turnover retention is a problem in which the employee is leaving the
organization. It is organization’s workers plan to leave the job or to fire the workers. The
problem which is addressed in this research study is that the employee turnover rate is
detrimental to competiveness as well as profitability of the organization in hotel industry.
Research methods: The selected research design for this research study is qualitative research,
which helps to understand underlying reasons and motivations of the employee. It develops of
insights of the research problems and help to develop of ideas for the potential qualitative study.
One-to-one interview is conducted to gather information related to employee turnover retention
and hotel strategies to retain them.
Main findings: The research findings are that increase in demand of employee, higher turnover
rate is considered as main issues related to employee turnover retention. The hotel can
implement of employee retention strategies to create a positive outcome and motivate the
employees to work.
Conclusion: It is concluded that employee turnover is a problem into the hotel industry and the
employees are optimized of cost by retention of the talented staffs. Retaining employees can help
the organization to long term growth and increase its profitability.

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Recommendations: It is recommended that the organization should implement of recruitment and
selection process, training opportunities and increase in employee satisfaction to meet with the
selected research objectives. There should be developing of hotel strategies to reduce the rate of
turnover so that the employees are most satisfied with the hotel services.

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Table of Contents
1.0 Introduction................................................................................................................................5
1.1 Background to the research...................................................................................................5
1.2 Problem statement.................................................................................................................5
1.3 Research aim, questions and objectives.................................................................................6
1.4 Significance of the research...................................................................................................6
1.5 Scope of the report.................................................................................................................7
2.0 Literature Review......................................................................................................................8
2.1 Introduction............................................................................................................................8
2.2 Turnover Intention.................................................................................................................8
2.3 Factors to Retain Talent.........................................................................................................9
2.4 Benefits of Employee Retention..........................................................................................11
2.5 Employee Satisfaction.........................................................................................................12
2.6 Hotel Strategies to retain the employees.............................................................................14
2.7 Summary..............................................................................................................................16
3.0 Methodology............................................................................................................................17
3.1 Research design...................................................................................................................17
3.2 Data collection methods......................................................................................................17
3.3 Sampling procedures...........................................................................................................18
3.4 Data analysis techniques......................................................................................................18

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3.5 Ethical considerations..........................................................................................................18
4.0 Findings and discussion...........................................................................................................19
4.1 Findings...............................................................................................................................19
4.2 Discussion............................................................................................................................20
5.0 Recommendations and Implementation..................................................................................21
5.1 Recommendations for future research.................................................................................21
5.2 Summary of research project...............................................................................................22
5.3 Responses to aims and objectives........................................................................................22
5.4 Limitations of study.............................................................................................................22
References......................................................................................................................................23
Appendix........................................................................................................................................27
1. Transcript of the interview.....................................................................................................27

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1.0 Introduction
1.1 Background to the research
The research report is based on the employee turnover intention and hotel strategies to
retain them for Intercontinental Sydney, 117 Macquarie Street. Each of the hotel organization is
facing turnover of the employees as some of them are leaving the organization while some of the
organizations are discharging the employees from the business. The turnover is included of cost
of replacement, recruitment and selection (Tongchaiprasit & Ariyabuddhiphongs, 2016). The
hotel industry can reduce the turnover rate but they are not reducing it to 0% as higher turnover
rate is not good for the hotel organization, therefore the organization are tried to retain them for
Intercontinental Sydney, 117 Macquarie Street and save the cost.
1.2 Problem statement
The results of the workers leaving the organization leads to an increase in hire of number
as well as cost of the training. There is also an increase in cost of the employee’s training and
decline into the quality of the services and talent losses. It creates huge impact on the business
efficiency as well as productivity of the hotel that can affect the competitive advantage of the
hotel into the market. Hence, there is success of the hotel business employee retention is required
as the customer retention.

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1.3 Research aim, questions and objectives
Research aim
The aim of this study is to find the aspects that help the hotels to keep talented employees
for the longer period for time and its significance.
Research questions
The implementation of employee turnover rate and hotel strategies by the hotel leaders is
required for the industrial survival. The research questions for this research study based on
selected research topic are:
1. What are the advantages of employee retainment?
2. Does providing greater empowerment, challenge and fascinating work environment has
encouraging impact on staff retention?
3. Among a few methodologies to keep talented workers, which one yield more positive
outcome for your organization?
Research objectives
 To analyze the benefits of employee turnover rate in the organization
 To analyze relationship between employee turnover and job satisfaction
 To analyze the hotel strategies used to retain the employees
1.4 Significance of the research
The importance of this qualitative research is to analyze relationships between employee
compensation, employee turnover as well as job satisfaction. The findings of this study are

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valuable to organizational leadership concerned with higher turnover rate of the employee by
implementation of hotel strategies to retain skilled workers while increase into profitability of the
organization (Abbas et al., 2016). The significance of this study is to contribute existing
knowledge of the employee turnover.
1.5 Scope of the report
Introduction: This section describes extensive learning on the worker turnover
expectations as well as advantages of the holding staffs. It describes relationship between staff
fulfillment as well as staff turnover goals.
Literature review: In this particular section, various research studies are conducted about
the factors related to retainmnet and importance of the employee retention is being discussed.
Methodology: In this report section, qualitative methodology is used for gathering of data
related to selected research topic, information investigating strategies, examining the methods.
Moral contemplations are to be considered to avoid of misinformed to other exploration territory
of this research study.
Findings and discussion: In this section, the findings are analyzed followed by the
discussion.
Conclusion: The entire research study is provided the summary of entire study.
Recommendations are also provided based on the results.

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2.0 Literature Review
2.1 Introduction
Literature review over a subject is done to identify the status of knowledge that is
available over the subject (Hart, 2018). The review of the literary works reveal several
knowledge that may be unknown to the author. Furthermore, the identification of knowledge
even assists the readers to develop an improved understanding of the readers. The review of the
literary work in the discussed paper have been done to establish the base of the research study
along with ensuring that the findings from the study are reliable. The review has been done over
“turnover intention” which is a measurement for the plan of the employee to leave their position
or the organization is planning to terminate the employees from their respective position (Li,
Kim & Zhao, 2017). The subject of the paper is employee turnover intention and the discussion
have been pursued over the subject and the factors associated with it.
2.2 Turnover Intention
Turnover intention as discussed above is the measurement for the plan of the employee to
leave their position or the organization is planning to terminate the employees from their
respective position. The discussed factor can be involuntary or voluntary and both of them have
their prominence (Harris, Lavelle & McMahan, 2018). The voluntary turnover refers to the
scenario when the employee decides to vacate the position on his or her own and is derived by a
better opportunity. The better opportunity here is referred to different aspects that includes better
pay, travelling convenience, more recognition or any other aspect that the employee deems
worthy. On the contrary, involuntary turnover refers to the scenario where the firm decides to

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remove an employee from their position (Jang & Kandampully, 2018). It can happen due to ‘n’
number of factors that includes employee performance, work ethics, firm’s financial condition
and others.
The impact of the turnover is crucial for the firm especially in case of the voluntary
turnover. Voluntary turnover can develop structural and monetary stress on the firm, which is
undesirable for the sustainability of the firm (Li, Kim & Zhao, 2017). On the contrary,
involuntary turnover does not have such prominent impact on the firm because the firm has
prepared for the situation before making the decision. Therefore, as the summary of the
discussion it would be adequate to state that the voluntary turnover or employee turnover can
develop certain undesirable situations for the organization and should be mitigated by retaining
employee.
2.3 Factors to Retain Talent
The factors for retention satisfy the employee’s needs that enhance the companies’
ability of adapting more effectively. The trends have defined the modern strategies of retention,
which has benefits package and traditional salary and compensation to motivate the employee
Khandelwal & Shekhawat, 2018). Some of the factors that retain the talent of in an organisation
are provided below:
1. Skill recognition: At any age the employees have effective retention strategy for the
accomplishments of personal job that could recognize the skill as provided (Aguenza &
Som, 2018). Recognizing the skill of an individual is restricted for the age, and it
motivates the positive behavior, teamwork, ethics, confidence and the employees’

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growth. Therefore, it provides with opportunities to learn and recognize the skill to
enhance the performance of the individual, retention and effectiveness.
2. The Climate for Working and Learning: It becomes crucial for learning and
developing the opportunities where the talented employees get retain to have a working
climate and supportive learning (Johara, Yahya & Tehseen, 2018). The concept
specifically could be describing when there have work pressure; empowerment in the
amount and responsibility which the employees could experience. The job tasks have a
choice for the development; it has a meaningful and challenging work for provision and
has opportunities for advancement and development (Allouzi, Suifan & Alnuaimi, 2018).
The learning is appreciative as it is operationalized for learning and working climate. The
employee retention is positively influenced.
3. Job Flexibility: Flexibility in the job is vital as it could retain the employees with any
age. The employment flexibility could be describing for scheduling variations to
accommodate the working times of an individual, having workloads, locations and
responsibilities along with the responsibilities of the families (Jenab et al., 2019). The
individuals get empowers through flexibility for all ages of employees were the
employees have flexibility options in job that could report to have higher levels of
individual commitment, satisfaction, concentration, loyalty, mental capacity and
productivity with any age (Sareen, 2018).
4. Cost Effectiveness: For the flexibility of the job there are options needed to promote
retention of the employee and cost-effectively fulfill the needs (Einarsen et al. 2018). The
cost-effective “flexibility is critical for the employees having retention in spite of there is
age disparity, level for skill/knowledge, position and employment duration.

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5. Training: For the employees training is the key factor for retention of any age. The job
training needs statistical evidence which is critical for the development for the personal
and professional need (Pandita & Ray, 2018). The employees are available to train and
develop the programs that could facilitate the organizational growth.
2.4 Benefits of Employee Retention
The aspects of benefits for the retention of the employee make people stay with the
organization (Dechawatanapaisal, 2018). It is identified that the employees have a satisfactory
job and the pay, which benefits them to work productively. With employee retention, certain
benefits have been provided to the organization.
 The organization get to know about the values, skills and the talent that their employees
have.
 The organization judged the performance, attitude, cultural fit of the existing employees’.
 The expectations and aspirations are clear about the employees that are existing in the
environment.
 The environment and climate of the companies have been adjusted with the employees.
 The training and recruitment cost are not incurable.
 The family members of the employees could get adjust with the environment of the
company.
 It provides a welfare programs for the family.
There are many more advantages provided with employees’ retention. In some
organization, the recruitment fees are expensive and it require some time to find and interview
some new staff (Veenstra et al. 2018). For instance, it may take longer hours to conduct multi-