...the factors of High Labour Turnover within the Hotel Industry in Johor Bahru 1.0 Introduction The hotel industry in Malaysia was considered the second highest industry that contributed to the national GDP. A report from the Malaysia Insider (2010) stated that 9% of the country’s GDP is contributed by this industry due to the increasing numbers of tourists visiting the nation. This can be seen from a 2010 report by the MTPB which showed 16.4 million tourists arrived in 2005, later the number increased to 23.6 million within 5 years. Thus, an increase in the number of tourist means that there will be more job opportunities for the locals. However according to the report from the Ministry of Human Resource in 2009 it mentioned that the Tourism employee turnover in Malaysia is relatively high at 16% and 8% was contributed by hotel employee turnover. Manpower is crucial to any industry but to the service industry manpower shortage would be the biggest challenge faced by the hotel industry when compounded by the issues of staff retention and job satisfaction. In an increasingly competitive landscape, the hospitality industry must endure upon restructuring especially in aspects of career progression opportunities and matching the industry growth with the talent and service levels as well as monetary and non-monetary reward structures. It has become a necessity to look at the context of labour turnover within the hotel industry and decide on benchmark practices to battle the operational...
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...Employee Retention Research Question - To what extent does job attitudes and work-life balance influence workers towards retention in hospitality industry? Literature Review Introduction Managing a steady labor force is an important factor in retention but still it has become a challenge for the employers to retain talented workers in the hospitality industry. Researchers has done various studies on employee retention. According to Miler and Walker (2010) organizations should keep their employees from leaving the organization. This is further supported by Eskildesen and Hammer (2000) employers have to manage workers from leaving the organization to other work places as it involves high overheads in employing and retaining fresh employees. The objective of this literature review is to determine the factors that lead for employee intention to remain in the organization and also the reasons for leaving an organization in the hospitality industry using various models and methods using different journals, reviews and internet. In this review the focus is on 2 themes they are in the part of job attitudes such as job satisfaction and organizational commitment, the aspect of work life balance in employees intention to stay in the the organization and also the factors that influence turnover. Theme 1: Job attitudes Job satisfaction is a significant requirement for an employee to be happy, prosperous and productive, it is a sense of fulfillment that is...
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...Employee retention means the plans and strategies use to make the valuable employees not to leave their job. Most of the multinational concerns are facing problem in the retention of employees..In this research proposal iam going to study how Riordan manufacturing group can retain their employees. Retention of employees will give a lot of benefit to the concern: The employee retention will help a concern to get good turnover, will help to avoid interruption in service, to keep up the goodwill, to get back the efficiency etc.There are various reasons for employees to leave the organisation. If the organisation tackles the factors which are responsible for employees leaving the job they can retain their employees. Riordan manufacturing group is one of the leading plastic producing concerns in the plastic industry. The riordan manufacturing group is a sub concern of the Riordan industries. The riordan manufacturing group functions under its headquarters situated in California. The riordan group was founded in the year 2000 with a work force of 30 employees. But after that they grown from heights to heights and now they have a work force of more than 800 employees.Riordan group have a well equipped research center which helps the company to remain competitive in the industry. The riordan group supplies plastic to the aircraft companies and leading other major concerns.Riordan group have branches all over Europe and the European headquarters is at germany.The riordan group holds...
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...15 Chapter - I Introduction and Research design Introduction Employee retention refers to policies and practices companies use to prevent valuable employees from leaving their jobs. How to retain valuable employees is one of the biggest problems that plague companies in the competitive marketplace .Replacement costs usually are 2.5 times the salary of the individual. The costs associated with turnover may include lost customers and business and damaged morale. In addition there are the hard costs of time spent in screening, verifying credentials, references, interviewing, hiring and training the new employees. (Workforce Planning for Wisconsin State Government, 2005).” “Cost control is the top benefit objective for employers in the...
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...An assessment on Employee satisfaction, Retention and Turnover within fast-food industry: Case Study “Burger King” Introduction Employee satisfaction increases level of performance in most workplaces including these in fast-food industry. High Staff Turnover is the effect as a result of less employee satisfaction as indicated by most studies. It is obvious that the employee turnover is at its highest ever within fast-food sector due to poor pay, poor working conditions, no job autonomy etc. Studies also show that almost half of these working in fast-food industry are not happy or dissatisfied with their work. There is even a new term called ‘McJob’ which reflects these types of jobs around the world because of poor pay and working conditions, no career opportunities and unsocial working hours. While Ireland is moving towards a Knowledge Economy these low skilled sorts of jobs become unfavorable. In same time these jobs account for nearly 20% of the workforce as the consumption of fast-food is increasing every day. Most surveys and studies show that the employee turnover is as high as 100% in Ireland within fast-food industry, also called “100% turnover industries” (Economist, 2000). These figures have lowered in the last number of years because of non-national and eastern European workforce influence on the labor market. Reason for the proposed study There are several studies that have been conducted in relation to these issues around the world but very few in Ireland...
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...UNLV Theses/Dissertations/Professional Papers/Capstones 5-1-2007 Manager retention and the Steamboat Ski Resort Michael D. Gumbiner University of Nevada, Las Vegas Follow this and additional works at: http://digitalscholarship.unlv.edu/thesesdissertations Part of the Hospitality Administration and Management Commons, and the Work, Economy and Organizations Commons Repository Citation Gumbiner, Michael D., "Manager retention and the Steamboat Ski Resort" (2007). UNLV Theses/Dissertations/Professional Papers/ Capstones. Paper 481. This Professional Paper is brought to you for free and open access by Digital Scholarship@UNLV. It has been accepted for inclusion in UNLV Theses/ Dissertations/Professional Papers/Capstones by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact marianne.buehler@unlv.edu. MANAGER RETENTION AND THE STEAMBOAT SKI RESORT by Michael D. Gumbiner Bachelor of Arts California State University Fullerton 1987 A professional paper submitted in partial fulfillment of the requirements for the Master of Hospitality Administration William F. Harrah College of Hotel Administration Graduate College University of Nevada, Las Vegas May 2007 1 PART ONE Introduction The material for this paper centers on the Steamboat Ski Resort Corp. The ski resort was chosen for this study because of its need for a management retention plan. Steamboat was ranked as a top 10 international ski resort in North America...
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... | |Student ID No.: |22078393 | |Unit Name: |Tourism and Hospitality Research and Analysis | |Unit Code: |MNG00415 | |Tutor’s name: |Martin Young | |Assignment No.: |2 | |Assignment Title: |Research Proposal and Literature Review | |Due date: |April 11th 2014 | |Date submitted: |April 10th 2014 | Declaration: I have read and understand the Rules Relating to Awards (Rule 3 Section 18 – Academic...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0142-5455.htm ER 29,6 Talent management strategy of employee engagement in Indian ITES employees: key to retention Jyotsna Bhatnagar Human Resource Management Area, Management Development Institute, Sukhrali, Gurgaon, India Abstract Purpose – With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design. Design/methodology/approach – The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis. Findings – The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high engagement levels, but the interview data reflected that this may mean high loyalty, but only for a limited time. In the second phase factor loadings indicated...
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...Stansfield College _ Singapore Literature Review _ HR502 Strategic Human Resource Management (PGDM Unit) Talent Management Shawn Tkatch March 2012 Program: MBA – VUN (Jan-Apr 2012 Term) Lecturer : Juhi Ranjan INTRODUCTION In 1997 a group of McKinsey consultants coined the phrase a “War for Talent” which refers to an organizations effort to improve strategies, policies and practices for the attraction, development, deployment and retention of talent for their business. This brings about the need to understand precisely what the organization requires and to determine the actual and potential talents required of the employees. David Whitwan, former CEO of Whirlpool Corporation stated “The thing that wakes me up in the middle of the night is not the economy or competitors; it is whether we have the leadership capability”. This statement reveals the challenges that organizations face in the new knowledge economy. Developing and retaining good and talented people has become a significant challenge for most businesses, big or small. In the 21st century, talent is being defined as the new wealth. In today’s business, most organizations are talent poachers opposed to talent developers within their existing employee workforce. Once talent is identified, companies use anything and everything to lure that talent to the organization in order to gain the competitive edge. A Harvard Business Review article from January, 2000 explains...
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...www.MA-Dissertations.com Dissertation Writing Service TABLE OF CONTENTS Abstract ........................................................................................................................................... 3 Acknowledgement .......................................................................................................................... 4 Plagiarism Statement ...................................................................................................................... 5 Chapter I: Introduction to the Study .............................................................................................. 6 1.1 Introduction to the Problem ............................................................................................... 6 1.2 Background of the Problem ............................................................................................... 7 1.3 Statement of the Problem................................................................................................... 8 1.4 Statement of Purpose ......................................................................................................... 8 1.5 Rationale ............................................................................................................................. 9 1.6 Aims and Objectives of Study:........................................................................................ 10 1.7 Research Question ..............................................
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...173 Seth, Momaya, Gupta AN EXPLORATORY INVESTIGATION OF CUSTOMER LOYALTY AND RETENTION IN CELLULAR MOBILE COMMUNICATION Anita Seth Kiran Momaya H.M. Gupta Cellular mobile industry has undergone rapid changes as a result of liberalization and globalization. In such a ever changing scenario, expansion and maintaining the loyal customer base seems to be a great challenge for the mobile service providers. As a result of increased competition, customer loyalty and retention have become important goals for mobile service operators. Reacting to the pressures, most of the cellular mobile service providers are trying to attract subscribers by not only reducing their tariff rates but also giving attention to the quality of services delivered. In this context the present paper focuses on the customer loyalty and retention in cellular mobile communication. Literature review was carried out covering the theoretical and empirical work on the subject and exploring the relations with service quality. Exploratory interviews were conducted in order to gain practical insights of the subject. Based on the literature review and findings from the interviews, this paper presents a rich research agenda for further research. 1.0 INTRODUCTION T he forces of liberalization and globalization of telecommunication market have pressurized the companies to maintain their market share by focusing on retaining their current customers. They are being increasingly confronted with challenges to attract...
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...high attrition rates in call center organizations. To examine the strategies developed to reduce high attrition rates in call center organizations. and To Evaluate the effectiveness of strategies introduced to reduce attrition rates in call center organizations Taking the Above objectives into consideration the research question is – “What are the strategies used by Human Resource Managers to combat High attrition rates in Call Center Organizations in India?” 1.3 - RATIONALE Business Process Outsourcing industry in India is a source of income multipliers for Indian Economy as well as a source of jobs for unemployed. India has huge unemployed population and the Business Process Outsourcing launched itself at a stage when unemployment problem started having negative impact on the Indian Economy. The Industry generated employment for countless non-technical skilled employees in the organized service sector. Since its inception Call Center Industry has been facing high attrition rates due to various factors and the HR Mangers are compelled to develop strategies to reduce high attrition rates. Despite several years of efforts to reduce attrition it has still remained a key issue in the Call Center Organizations. My research is an endeavor to analyze whether these practices have been effective in at least marginally reducing attrition rates. Most of the...
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...The Effective Managerial Leadership Style that Sustains Middle Management Job Satisfaction and Job Retention for Organizational Success Vivienne Huang Author Note Correspondence concerning this article should be addressed to Vivienne Huang, E-mail: Vivienne.huang@gmail.com Abstract Managerial leadership styles greatly determine how organizations deal with challenges and capitalize opportunities in the hospitality industry, especially for organizations with multi-level operational structures and numerous geographic locations. Changes of managerial leadership style of senior corporate management can significantly impact job satisfaction and retention of middle managers which ultimately affect a firm’s ability to maintain customer satisfaction, enhance competitive advantage in the marketplace, and sustain profitability. While traditional management approaches supply standards and processes, direct and control people, work in the system to deal with status-quo, effective managerial leadership provides leaders the integrating capacity to significantly impact on the life of their followers and the future of the organization. Interactions between top management and middle management are critical for meeting organizational objectives and executing strategic development. Top executives must carefully examine and determine the most appropriate managerial leadership style that inspire, motivate, guide and support middle managers to achieve higher performance, commitment, trust and...
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...transformational leadership styles on job satisfaction and the accountability of customer service personnel. The research suggests that some styles of management, such as transformational leadership, may be more effective in the dedication of customer service employees. Daniel Koys’ article, “The Effects of Employee Satisfaction, Organizational Citizenship Behavior, and Turnover on Organizational Effectiveness: A Unit-Level, Longitudinal Study”, addresses the issue of whether business outcomes are influenced by employee attitudes and behaviors or vice versa. In addition, the researchers concentrate on organizational citizenship as well as employee turnover. Each research study in this paper will be addressed as Article 1 and Article 2 respectively throughout this paper. Comparison of Research Questions Both of these topics examine employee outlook and job gratification in the workplace as well as the impact employees have on customer mindsets and business outcomes. In article 1, transformational leadership and its relationship with employee attitude was also questioned. These researchers further hypothesized that transformational leadership would result in a positive employee attitude and overall job satisfaction. More specifically, Emery and Barker (2007) examined the impact charisma, intellectual stimulation, and...
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...HRM Dynamics and its interventions with Employee Engagement Dr. Taruna Mohit Kumar ABSTRACT With the ever increasing pace of globalization, the face of business has changed keeping in mind the altering psychology of the human mindset. The developing economy in India is talent driven and the need to attract and retain the same is equally important and crucial for any organization trying to make a mark in this global set up. The evolution of the organization follows a very similar pattern to the evolution of the humankind and the only organizationwhich can upkeep and survive the competition intrigues will be able to survive. Of all the resources, Human resource would play a pivotal role providing for a perfect Launchpad and a base upon which...
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