HRMT20024 T1 2018: Staff Attraction & Retention in Hospitality

This report examines the challenges of attracting and retaining staff within the hospitality industry, highlighting issues such as qualification requirements, Generation Y expectations, lack of management development support, inadequate training, and career perception related to appraisal and rew...Read More

Attracting and Retaining Staff in
Hospitality Industry
Assessment 3
T1 2018
Student Name: Student ID:
Subject Name: Subject ID: HRMT20024

EXECUTIVE SUMMARY
Increasing globalisation has raised demand for new employees within the hospitality sector as
well. But there are certain inherent characteristics of industry that deters workforce presence.
There are some key challenges in attracting and retaining workforce within the industry. Through
literature review certain aspects of this work role have been analysed with building careful
arguments for the same. At the end some recommendations are provided that can allow
hospitality owners and managers to overcome these issues.

Table of Contents
EXECUTIVE SUMMARY.............................................................................................................2
1.0 INTRODUCTION.....................................................................................................................4
2.0 LITERATURE REVIEW..........................................................................................................4
2.1 Contemporary Recruitment Challenges in regards to Qualification......................................5
2.2 Generation Y expectation causing Challenge in Retention...................................................5
2.3 Lack of Management Development Support Systems...........................................................5
2.4 Lack of Training Needs within the industry..........................................................................6
2.5 Career Perception in relation to Appraisal and Reward.........................................................6
3.0 ARGUMENT.............................................................................................................................7
4.0 CONLCUSION AND RECOMMENDATIONS......................................................................9
5.0 REFERENCE LISTS...............................................................................................................11

1.0 INTRODUCTION
Globalisation and technology advent have created immense scopes and prospects for hospitality
industry (D'Annunzio-Green, 2008). Due to rapid development of the hospitality industry,
workforce requirement has increased rapidly. In today's atmosphere it is very important,
attraction and retention activities plays an important role. Human resource manager knows all the
challenges of acquiring intelligence staff along with time, energy and money needed in this
process. Therefore many hospitality companies have begun to focusing more on management
methods and development programs designed to maintain best job. Service within hospitality
sector has become a professional design contributing in attracting customers. Hence, it is
important to strengthen the workforce such service experience and crew along with leading
executives. Hospitality organizations apply varied methods to identify and develop attitudes of
interest. With globally expanding need and requirement in workforce, there need to be adequate
number of employees that are trained and inducted into their job roles. However, there have been
major challenges faced in attracting right type of employees and in retaining them (Barron,
2008). The current scope of analysis deals including literature analysis of various articles along
with relevant arguments to arrive at findings related to the same. In the end several
recommendations are provided for overcoming the current challenge.
2.0 LITERATURE REVIEW
Human resource challenges are far stretched and extend into every other industry with increasing
complexity of job roles. Within current industry analysis exists various challenges with regards
to attracting and retaining workforce. Critical analysis of relevant literature sources is undertaken
whereby past annotated bibliographies along with peer-reviewed articles have been taken into
consideration.
2.1 Contemporary Recruitment Challenges in regards to Qualification
Management of career dispositions must be encouraged in the current age of hospitality sector.
Saad (2013) in his article Contemporary Challenges of Human Resource Planning in Tourism
and Hospitality Organizations: A Conceptual Model proposes various contemporary challenges.
According to him not everyone can be qualified for a job. The hotel industry will encourage

workforce for their efforts. Recognizing its ambition in this regard is the integrated first step in
any conservation program. CG Davidson, McPhail and Barry (2011) in their article also
evaluates the possibility of drawing a talented hotel employees in management positions in
corporate companies appear to be great from the perspective of employment (Kramar & De
Cieri, 2005). Perspectives in the traditional hospitality industry and those in contemporary
hospitality industry are varied in nature.
2.2 Generation Y expectation causing Challenge in Retention
The current generation in the hospitality sector has too much expectation which is causing
retention challenge within the sector. Bharwani and Butt (2012) article Challenges for the global
hospitality industry: An HR perspective. The scope of this article evaluates career advancement
expectations existing amongst most surveyed employees believed that there are opportunities for
their development. When employees are career in their current organization or a competitive
hotel company is present they are faced with immense career opportunities. Most of new
generation employees did not show special loyalty to their current organization.
Solnet and Hood (2008) in their article evaluate Generation Y as hospitality employees: Framing
a research agenda. Current situation across organizations allowed them to develop managerial
skills necessary to advance their progress. There was a significant expectation of progress with
managerial and junior management personnel, and most of them believed that they would get
such opportunities somewhere hotel industry.
2.3 Lack of Management Development Support Systems
Management development support systems are lacking which has further deteriorated capability
to attract new and potential talents. Benders, Schouteten and Aoulad El Kadi (2009) proposes
ERP-systems and job content: A case study of HR-assistants. While developing management
programs are recognized as such valuable tools to improve the management of the hotel. It is
recognized managing development training can spur self-confidence, to promote professionalism
and increase working time. AlBattat and Som (2013) evaluates it is not unusual for companies to
focus on management primarily the informal administrative system connected to networking,

support and advice. The views of administrative staff about the management of the hotel
management industry have become an essential aspect.
2.4 Lack of Training Needs within the industry
Perceived training needs are specific in the industry exists but lack of training causes challenges
to occur. J. Norman, Christodoulidou and Rothenberger (2014) analyses Technology outsourcing
in human resource activities in hospitality. Management research is important and it helps build
positive relationships between people with work skills and quality of work. Training for support
for the purpose of monitoring and sub-management personnel has become critical. Christensen
Hughes and Rog (2008) analyses the ability to communicate with people has grown his weak
management skills. Educational programs negotiation, recruitment and discipline basic training
needs, which are particularly desirable. The traditional administrative training programs have
become priority.
2.5 Career Perception in relation to Appraisal and Reward
Management career perceptions affected by rewards within this industry as need for talent
surges. Dickson and Nusair (2010) analyses An HR perspective: The global hunt for talent in the
digital age. The characteristic aspects of the management work are controversial in the hotel
industry. Despite this feeling of inequality in salary, the work in this industry is more satisfying
compared to other industry and work. Chan and Kuok (2011) define challenge for staff to
consider long-term management work. The extent of work and power is not clearly defined,
along with their ability of successful coverage at the workplace can be seriously violated.
Management staff and senior supervisors have made great progress. Absence of appropriate
succession plan with appraisal techniques has hindered capability of this industry towards
attracting and retaining suitable type of talents.

3.0 ARGUMENT
The hospitality industry is closely linked to the tourism industry. The expansion and the recent
expansion of trade flows create revolutionary growth in this sector. Foreign and Domestic
Tourism as well as Commercial Areas Registered growth in the hotel industry has increased the
demand for highly qualified workers. The fast growing number of guests worldwide provides the
sectors grow to 8%. This section may be included in the hotel industry, tourism and tourism,
restaurants, clubs, bars and clubs, meetings and aviation. The main problem of this sector is the
lack of qualified staff attraction and retention issue. Moreover, employees do not have adequate
training on trade names, humility and business communities. Therefore, the employee shall have
the right attitude, tolerance and listening ability to enter Authority. Some influences hospitality
leads to absence of worker number as per labor standards. This is a problem for the hotel
industry to maintain jobs and education, and failure rates are high. The desire of consumers
along with the demand for customers is rising. Some services are necessary for tourism and
catering, and some services may not be replaced by private service providers. Instead of running
blue circle, the hospitality companies have to focus on jobs on white belts. Lack of blue belts
workers creates a variety of risks for the industry. Many people think that the only way to keep
employees is watching the dollar, but this is not always the case. Many in the workforce today
consider the possibility of professional development. If the manager is interested in the growth
and development of the employee, this can be much greater than the $ 1 increase. Primarily lack
of focus on the workforce of this industry has deterred its capability to attract and retain
workforce.
Increasing demand for staffs and workforce within the hospitality industry has imposed
challenges within the industry participants (Chen and Choi, 2008). Corporations which have
large groups or chain companies are able to find staffs but for smaller operational businesses,
these impose greater amounts of challenges. Hospitality industry requires a number of diversified
staffs including chefs, workers, cleaners, managers, operation staffs and so on. Groups such as
Hilton and Meridian have also been experiencing challenge in recent times, which reflects a
wider presence of challenges experienced at these places. Therefore connecting with literatures
developed, it can be said that challenges within hospitality industry is not secluded or confined to
single hotels or restaurants.

Analysis of information from literature sources reveals that, almost twice the ratio of the current
junior Leaders associated currently showed choices for oversight rather than administrative jobs.
One of the most serious mistakes in business, under development and inadequate management of
new ones employees (Vasquez, 2014). From the employment recruitment and conservation
perspective. These results indicate that the hotel's facilities are getting a closer understanding of
the ambition of their employees from one career development prospects and to work closely with
them achieve these goals. International hospitality industry places emphasis on career
development theory of personal growth and success. Hotel companies can gain a competitive
edge by understanding these features at work had to call the best employees to go to management
status in the long run. In this survey, pleasure, challenge, power, responsibilities and wages
related to the job played a full role in encouraging employees to assess management locations.
However, there were significant differences between mentors and younger managers on what
factors would influence their decisions to conduct leadership. Recognizing this difference in
motivation gives insight into what makes senior recruitment successful or catastrophic (Mehta,
Kurbetti & Dhankhar, 2014). The aim is to develop recruitment a system that provides detailed
career information from an incentive perspective. The training of the cross is important for your
work, not only because it can help with fighting plans, but also because it shows the group with
the hotel's facilities. It allows staff of different departments to work together, understand tasks
and respect each other. Absence of performance appraisals, inappropriate shifts especially for
women workforce and improper recruitment system that attracts employees has led to emergence
of challenge within the industry and its incapability to attract young workfare.
In particular, awareness raising needs, job and career opportunities most workers were aware of
the terms and conditions of the hospitality business. However, there were fewer who clearly
succeeded in understanding. The rankings that workers received through awareness raising and
management however only half of them felt they have received appropriate instructions to "what
was needed" to get the administration an order. The current generation believes in continuously
changing
Less than the smallest managers the supervisory staff were stronger in this regard.
Trainings from the perspective of employee retention moral and pride and improve training stay
with the organization which help people to better understand and control people work condition.

The rotation of jobs is another big concern for the hotel industry. For now at all levels of
employment, especially when it is very important includes key management personnel
(Davidson, Timo & Wang, 2010). Hospitality business strategies and programs that meet the
needs of employees in motivational incentives such as call, power, responsibility, and pay at
work consulting and mentoring in management work requirements, quality of work and short and
long term professional growth opportunities especially in management-level learning
opportunities improvement of human relations skills is essential. It focuses on strengthening
these strategies final cost of supervision and management of small hotels employees and their
ability to contribute to the objectives of the organization. Many hospitality chains agree that it is
important The difference between the role of such programs is that of a significant difference
trust and experience If there is not a strong commitment to do so, the problem of circulation will
remain fully operational the future of the hospitality industry.
Most Generation Y workforce argues that the hospitality sector was mistakenly to promote
people in management. Support for career planning is an integral part of each initiative to attract
and retain employees (Richardson, 2009). Assistance for leaders and junior leaders seemed to be
very informal nature, which is another major factor that deters attraction and retention amongst
workforce. Such shortcomings in the development of management should be resolved if hotel
companies want to increase their capacity maintain good management prospects. Well-managed
hospitality companies recognize the important role that top management should play helping
employees to satisfy their emotional and motivational is necessary. They are trying to develop
strong mentoring relationships help in better understanding the organization culture and the
existing and potential role of the employee.
4.0 CONLCUSION AND RECOMMENDATIONS
Every worker wants great jobs, with their lack of confidence same cannot be achieved. Finding
more of the value of the company's workers commitment is more challenging and they can
continue to develop their ability to develop new skills and talents. Keeping care of multiple
employees is difficult.

 Lead by example with open communication: The business environment has to be
compatible with what employees want. Maintaining a team-focused positive environment
with an open communication policy to make sure staff feel always heard.
Communications must be constructive with performance ratings that are not just negative.
Revise the positive framework to promote and encourage continued high work. These
evaluations should not be written as a secondary book but should allow for an open
dialogue between staff and leadership.
Personnel questionnaires are another way to increase open communication. These
surveys will provide invaluable feedback on staff attitudes towards the workplace. It also
offers teams the opportunity to suggest changes that might be useful when looking at
operations.
 It’s not just about the money: Mutual respect for employees is crucial. It starts with the
details - which is less than attention is paid to basic aspects such as appropriate uniforms
for employees, so they look and feel good during work. Respect for the role of an
employee can help rise.
 Be flexible: Work / life balance will be a miracle for employee retention. Hospitality is a
24 hour business every day, so balance can sometimes be a challenge. But people do not
intend to work 24/7, employees should be able to take care of themselves and not be
afraid to ask for flexibility in doctor's appointments or leisure time for family affairs.
Liberal payment policies (PTOs) that include holidays, illnesses, and personal time may
work well for employee retention. Employees can use their PTO to spend their free time
for their needs, or they can use it for extra money on their payments.
 Focus on training: It is not enough to train new staff by making them work shifts two
days before throwing them into the fire. Training should be done at every step in
advance. One person may be ready for a few days; others may need to spend more time.
If staff is not properly trained according to their needs, the experience of the guests will
be painful and the unemployed will find another place to work.

5.0 REFERENCE LISTS
AlBattat, A. R. S., & Som, A. P. M. (2013). Employee dissatisfaction and turnover crises in the
Malaysian hospitality industry. International Journal of Business and Management, 8(5),
62.
Barron, P. (2008). Education and talent management: Implications for the hospitality
industry. International Journal of Contemporary Hospitality Management, 20(7), 730-
742.
Benders, J., Schouteten, R., & Aoulad El Kadi, M. (2009). ERP-systems and job content: A case
study of HR-assistants. Personnel Review, 38(6), 641-654.
Bharwani, S., & Butt, N. (2012). Challenges for the global hospitality industry: An HR
perspective. Worldwide Hospitality and Tourism Themes, 4(2), 150-162.
CG Davidson, M., McPhail, R., & Barry, S. (2011). Hospitality HRM: past, present and the
future. International Journal of Contemporary Hospitality Management, 23(4), 498-516.
Chan, S. H., & Kuok, O. M. (2011). A study of human resources recruitment, selection, and
retention issues in the hospitality and tourism industry in Macau. Journal of Human
Resources in Hospitality & Tourism, 10(4), 421-441.
Chen, P. J., & Choi, Y. (2008). Generational differences in work values: a study of hospitality
management. International Journal of Contemporary Hospitality Management, 20(6),
595-615.
Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving
employee recruitment, retention and engagement within hospitality
organizations. International Journal of Contemporary Hospitality Management, 20(7),
743-757.
D'Annunzio-Green, N. (2008). Managing the talent management pipeline: Towards a greater
understanding of senior managers' perspectives in the hospitality and tourism
sector. International Journal of Contemporary Hospitality Management, 20(7), 807-819.

Davidson, M. C., Timo, N., & Wang, Y. (2010). How much does labour turnover cost? A case
study of Australian four-and five-star hotels. International Journal of Contemporary
Hospitality Management, 22(4), 451-466.
Dickson, D., & Nusair, K. (2010). An HR perspective: The global hunt for talent in the digital
age. Worldwide Hospitality and Tourism Themes, 2(1), 86-93.
J. Norman, T., Christodoulidou, N., & Rothenberger, M. (2014). Technology outsourcing in
human resource activities in hospitality. Journal of Hospitality and Tourism
Technology,5(1), 50-61.
Kramar, R., & De Cieri, H. (2005). Human Resource Management in Australia 2E: Strategy,
People, Performance.
Mehta, M., Kurbetti, A., & Dhankhar, R. (2014). Review Paper–Study on Employee Retention
and Commitment. International Journal, 2(2), 15-26.
Richardson, S. (2009). Undergraduates’ perceptions of tourism and hospitality as a career
choice. International Journal of Hospitality Management, 28(3), 382-388.
Saad, S. (2013). Contemporary Challenges of Human Resource Planning in Tourism and
Hospitality Organizations: A Conceptual Model. Journal of Human Resources in
Hospitality & Tourism, 12(4), 333-354.
Solnet, D., & Hood, A. (2008). Generation Y as hospitality employees: Framing a research
agenda. Journal of Hospitality and Tourism Management, 15(1), 59-68.
Vasquez, D. (2014). Employee retention for economic stabilization: A qualitative
phenomenological study in the hospitality sector.