Examining SHRM Practices Impact on Talent Retention and Succession

This research proposal explores the impact of Strategic Human Resource Management (SHRM) practices on talent retention and succession planning within the hospitality industry. The study aims to identify the chief reasons behind employee attrition and determine the most effective SHRM tools for retaining talented employees. The research will employ a qualitative data collection method, analyzing relevant literature and conducting open-ended interviews with managers of well-known restaurants in the UK. The proposal includes a literature background discussing the importance of SHRM in retaining skilled employees, an industry background highlighting the high attrition rates in the hospitality sector, and a detailed research methodology, ethical considerations, and a timescale for completion. The research seeks to provide insights into how SHRM can support the development of new leaders and improve organizational performance in a competitive global environment.

Running head: MSC IN LEADERSHIP AND HUMAN RESOURCE MANAGEMENT
MSC in Leadership and Human Resource Management
Name of the Student
Name of the University
Author note

1MSC IN LEADERSHIP AND HUMAN RESOURCE MANAGEMENT
Research Title: "Examining the impact of strategic human resource management practices in talent
retention and supporting succession plan ".
Literature Background
In this era of globalization accompanied by high competition between organizations, Strategic
Human Resource Management (SHRM) practices are considered to be one of the most efficient tools to
improve as well as maintain the performance of an organization by retaining highly skilled and
experienced employees. SHRM practices are conceptualized as independent variables measured
through a bundle of distinct practices. According to researchers, a good number of multinational
organizations operating worldwide are facing several issues when it comes to retaining employees who
are highly efficient and skilled (Boella and Goss-Turner 2013). Lack of appropriate remuneration plan,
training sessions as well as work-place environment are considered to be the some of the chief reason
behind attrition of talented employees. According to Li, Sanders and Frenkel (2012), unavailability of
efficient and talented employees is a chief issue which is hindering succession planning. AlBattat and
Som (2013) stated that training and development as well as restructuring the compensation system can
be considered as two of the most efficient SHRM practices.
Industry Background
According to survey, the global hospitality industry has the highest attrition rate in the year 2017
(Li, Kim and Zhao 2017). The chief reasons behind employee attrition as encountered by researchers are
lack of appropriate training session, employee-friendly workplace environment and inappropriate
remuneration structure. Considering the fact that the mentioned industry is associated with high
competition between the competitors, attrition of highly efficient and talented employees is imposing
negative impact on the succession planning of the organizations (Sagar 2016). Development of new
leaders who possess the potential and talent to replace old leader is highly crucial for the industry.

2MSC IN LEADERSHIP AND HUMAN RESOURCE MANAGEMENT
Research Aim, Research Questions, and Objectives
The aim of the research paper is to found out the impact of strategic human resource management
practices in talent retention and supporting succession plan in the hospitality industry.
The objectives of the research are:
 To determine the chief reasons behind employee attrition in the hospitality industry.
 To find out which of the SHRM tools are most effective for talented employee retention as well
as succession planning.
Research Methodology and Resources
In order in depth analysis of the issues associated with employee attrition in the hospitality
industry and the role of SHRM to deal with the issue, qualitative data collection method will be followed.
For data collection, 5 relevant literatures will be analyzed a secondary source of data. Along with that,
an open-ended interview will be conducted with managers of three managers of well known restaurants
in UK.
Ethical Considerations
The researcher will ensure that no unauthorized disclosure of the interviews takes place in the research
paper. Moreover the chief purpose of the research will be stated to the interviews before conducting
the interview.
Timescale
1st week 2nd week 3rd week 4th week 5th
week
6th
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7th
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3MSC IN LEADERSHIP AND HUMAN RESOURCE MANAGEMENT
Determination
of research
topic
Literate review
Data collection
through
interview
Data analysis
and
interpretation
Formulating
conclusion
Development of
draft
Final submission
Table 1: Gyantt Chart
Source (Created by the Author)

4MSC IN LEADERSHIP AND HUMAN RESOURCE MANAGEMENT
Reference List
AlBattat, A.R.S. and Som, A.P.M., 2013. Employee dissatisfaction and turnover crises in the Malaysian
hospitality industry. International Journal of Business and Management, 8(5), pp.62.
Boella, M. and Goss-Turner, S., 2013. Human resource management in the hospitality industry: A guide
to best practice. Routledge.
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.
Li, X., Sanders, K. and Frenkel, S., 2012. How leader–member exchange, work engagement and HRM
consistency explain Chinese luxury hotel employees’ job performance. International Journal of
Hospitality Management, 31(4), pp.1059-1066.
Sagar, A., 2016. An Analytical Study Of High Rate Of Employee Attrition In Hospitality Industry With
Special Reference To Budget Hotels In Mumbai Region.