The paper 'Hospitality Leadership and Management - Habour Inn" is a perfect example of a management case study. Harbor inn has been experiencing a huge problem lately. For a hotel of its status in Sydney, Australia, it should have already set up mechanisms to ensure that the problems that it has are not affecting operations of the hotel. The major concern is employee turnover. Over recent years, the hotel has experienced great employee turnover. According to Hana and Lucie (2011, p. 84), when the rate of employee turnover of a certain organization is abnormally high, this implies that there is a great underlying problem in the specific organization.
Ongori (2007, p. 49) is in agreement with this postulation by Hana and Lucie (2011, p. 84) and he goes forth to state that the management of the organization is most of the times the main cause of the high rate of employee turnover. In most cases, a certain dispute between the employees and the management that has not been dealt with in a satisfactory manner is often the root cause of these problems (Rosenberg & Czepiel, 1984, p.
48). This is observed in this case of Harbor inn. There are a number of complaints that have been lodged against this organization that has resulted in this high turnover rate as discussed in the following paragraphs. As a key player in the hospitality industry, Harbor inn is in a position where it is always in the limelight for it offers a very crucial service to society. However, the management of the hotel seems to not have recognized this important concept and integrate it into the objectives of the organization.
The two employees, David and Susan cited in here is a representative of the other employees in the company who are disgruntled with the kind of treatment that they have received from the hotel’ s management. Even after being promised a parking space, Susan has not been allocated one and she is forced to walk far to access her car, most times without an escort. The other reason why the company has failed is that it does not adequately train its employees. A company or organization that does not invest in the training and retraining of its employees encounters many challenges in the ineffectiveness of its workers (Khatri et al nd, p.
13). According to Susan, she had not been trained adequately for the job she holds. This hinders her from performing and executing her duties to her full capacity and potential. For the maximum reap of benefits according to Tan (2008, p. 3), companies must constantly and consistently train and retrain their employees so that they can be able to achieve and meet their set goals and objectives.
Employees who do not have in-depth know-how of how their company is run are not good ambassadors for their businesses. The second case and complaint as observed in this case are that of the way the management of the hotel handles employee motivation and retention issues. David argues that the organization is not concerned at all about how the employees perform. The levels of employees’ motivation in the organization are very low. The management team does not recognize the efforts of the employees. In this hotel, the employees are lowly paid and overworked.
This makes employees perform poorly. According to Terpstra (1979, p. 378), employee motivation is a very important element in the production and process of attainment of the goals and objectives of a certain organization. If the employees are not well motivated, they lack the drive to work harder and thus their productivity is lowered (Manzoor, 2011, p. 30).
Ahmad, R & Buttle, F., 2002. ‘Customer retention management: a reflection of theory and
practice’, Marketing Intelligence & Planning, Vol. 20, No. 3, pp.149 – 161
Coyles, S & Gokey, T., 2005. ‘Customer retention is not enough’, Journal of Consumer
Marketing, Vol. 22, No. 2, pp.101 – 105.
DeSouza, G., 1992. ‘Designing a Customer Retention Plan’, Journal of Business Strategy, Vol.
13, No. 2, pp.24 – 28.
Devadass, R., 2011. ‘Employees Motivation in Organizations: An integrative literature review’,
International Conference on Sociality and Economics Development, 566-569.
Gould, B., 1998. ‘The rise, fall and return or customer retention at MCI’, Antidote- The journal,
Vol. 3, No.5, pp.40 – 40.
Hana, U & Lucie, L., ‘Staff Turnover as a Possible Threat to Knowledge Loss’, Journal of
Competitiveness, Vol. No. 3, pp. 84-96.
Iqbal et al 2012. ‘Employee motivation in modern organization: a review of 12’,
Interdisciplinary journal of contemporary research in business, Vol. 4, No. 3, pp.693-704.
Khatri et al 1999. Employee turnover: bad attitude or poor management? Retrieved date
21 February 2013 from http://www3.ntu.edu.sg/nbs/sabre/working_papers/12-99.pdf
Manzoor, Q., 2011. ‘Impact of Employees Motivation on Organizational Effectiveness’,
European journal of business and management, Vol. 3, No. 3.
Ongori, H., 2005. ‘A review of the literature on employee turnover’, African Journal of
Business Management, pp. 49-54.
Rosenberg, L & Czepiel, J., 1984. ‘A marketing approach for customer retention’, Journal of
Consumer Marketing, Vol. 1, No. 2, pp.45 – 51.
Tan, F., 2008. ‘Linking Career Development Practices to Turnover Intention: The Mediator of
Perceived Organizational Support,’ journal of business and public affairs, Vol. 2, No. 1,
Terpstra, D. E.,1979. ‘Theories of motivation: borrowing the best’, Personnel Journal, Vol. 58.
372 - 376.