The paper "High Turnover - Accor Australia " is a perfect example of a business case study. Accor is a multinational company with a history dating back to 1967. It was first founded in Lille, France as a corporate operating in the hospitality industry. This company has long been guided by its philosophy of exceeding the expectations of the stakeholders. It has a general driving force of ensuring that the parties it interacts with are left happy and satisfied by the terms of the company. By this, it aims that once a relationship is established it will be maintained and be made stronger over time.
The company hence offers services in a manner to delight its guests, stakeholders and employees. In the delivery of services and interaction with various stakeholders, the company and its staff are guided by a set of company core values. These are trust, responsibility, innovation, professionalism and transparency (ACCOR, 2008). Accor set its foot in Australia in 1991. The first hotel was located in Sydney but has since expanded to other cities and towns. Today the Company operates approximately one hundred and twenty-one hotels across the soil of Australia, with the most famous probably being the Darling Harbour Hotels. Accor in Australia is divided into two lines of business: hotels and services.
The hotels unit which is the major line of business includes a range of business categories like luxurious hotels, budget hotels, voyage, business centers and resorts. The services wing comprise of internet services, vouchers and smart cards. This company targets a range of customer groups both locally and internationally. Primarily the services are designed to match requirements of individual customers and corporate organizations.
Under the first category, the company serves both local and foreign tourists and the same case applies to the second category. Basically, in the latter case, Accor facilitates conferences, trade shows and other meetings (ACCOR, 2008). The problem of Labour Turnover One of the most stringent challenges that have hindered the smooth development pattern of Accor is the high rate of labour turnover. The situation hit the highest levels in 2007 when 76% of workers were leaving employment within twelve months. The trend has constantly been going down by 5% per annum ever since.
However, the last couple of years the company has struggled to maintain its workforce for a considerable long duration. This has not augured well for the company and hence the desire to analyze the situation in this paper. The focus in this regard will be to establish the primary causes of the problem. Once they are clearly identified and defined possible solutions will be proposed based on the professional approach of the subject. The recommendation so proposed will articulate best practices to improve the relationship between managers and staff and this is a prerequisite to creating a constant service delivery.
Finally, an implementation strategy for the solutions will be devised and presented. Factors Contributing to Labour Turnover Any factor that triggers job dissatisfaction contributes in one way or the other to labour turnover. In fact, labour turnover has never been brought about by one reason, but rather a number of factors. These factors work together making an employee feel that there could be greener pastures elsewhere. The things that cause job dissatisfaction will be the primary focus in addressing this problem.
Strategies that improve employee morale should be the foundation of solutions to the problem (Murphy & Cleveland, 1995). The relationships that subsist between the workers and their heads define how much the working environment will support standard management practices and consequently promote employee retention.
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