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Introduction - more concerned about jobs stability rather...

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Introduction As employees are seen as one of the most important competitive advantages in all organizations, keeping the best staff has become one crucial task that HR managers must take care of. This is particularly true in the hotel industry as their product is ultimately defined by the staff, rather than physical facilities. Unfortunately this industry with its longstanding reputation for high turnover always demonstrates issues when dealing with staff retention. Recent researches showed that 2/3 of graduates had left the industry within two years of graduation (Kathleen Farrell, 2001, p.121); over 100% annual turnover rate was recorded in many chains, even after 40% drop since September 11 (Dina Berta, 2003, p.5). Considering the current economy and the “post 9/11 environment” (Karl Fischer, Steven E Gross & Helen M Friedman, 2003, p.19) where people are
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Unformatted text preview: more concerned about jobs stability rather than quit and risk not being able to find new work, it is interesting, and a little surprising, to see such high turnover. The rest of the paper will try to analyze this phenomenon by comparing general turnover factors with the unique characteristics affecting the hotel industry to find out the distinctive features that have contributed to the issue; basing on the findings, the paper will then suggest several required considerations to make a successful hotel retention strategy, and verify them in the current industrial practices; at last, a case study will present some interviews with two hotel employees to see how much the research findings agree with their real world situation....
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