The paper "Employee Turnover at Gold Granule Hotel" is a perfect example of a management research paper. The Gold Granule Hotel, a five-star hotel, is situated at the heart of Adelaide, Australia. It is one of the leading five-star hotels in the region with average customers of about 1200 per day. It offers quality facilities that meet the needs of the higher market segment. The customers visiting the hotel are high-end business people, executives, and international tourists. The facilities are conference, culinary, sporting, mountain hiking, and entertainment. It boasts of having made huge profits of 20 million AUD in the half-year results of 2012 and is considered by many shareholders as a profitable hotel business.
It has created a strong website presence and a call center to meet new clients. It also has an extensive network of clientele comprising of existing customers who have been loyal to the hotel for years and has managed to create a trend of tourist visit from Asia, Middle East, US and Europe who visit during the summer season. The hotel has been able to satisfy the needs of various stakeholders like customers, suppliers, government regulators, and shareholders among others.
However, the internal employees are discontented which the hotel leadership and motivation and are leaving in huge numbers. The hotel is concerned with the high turnover and is seeking measures to counter this trend. The profits are likely to decline if the customers feel that the hotel is underpaying or neglecting its employees. The general manager has been spending a lot of money on recruitment and training of employees. The hotel hopes that when employee satisfaction has been met, the profits and progress can easily be attained. Statement of the problem Despite huge progress in shareholder satisfaction, hotel employees are feeling disenchanted and de-motivated.
The hotel is keen to unravel reasons stemming from industry performance, and practices to explain why the turnover of new and existing employees in the last two months has been high. It also seeks measures to counter this trend. The cost of training, recruitment, and damage control have been on the increase for the last two years which impacts the company negatively.
The eagled eyed government and ministry of labor will likely point an accusing finger on the hotel management if the issues affecting employees are not addressed in time. Objectives To establish the reasons behind the high employee turnover rate at the Gold Granule Hotel over the last two years To investigate employee retention activity as a contributing factor to employee turnover in Gold Granule Hotel To establish the influence of workplace environment on employee turnover in Gold Granule Hotel To assess ways to reduce the high employee turnover rate at Gold Granule Hotel Research questions What are the reasons behind the high employee turnover rate at the Gold Granule Hotel over the last two years? What employee retention actions are contributing to high employee turnover in Gold Granule Hotel Who influence does workplace environment have on employee turnover in Gold Granule Hotel Are there ways to reduce the high employee turnover rate at Gold Granule Hotel Literature Review High turnover among staff has multiple reasons, differing across industries.
A relatively higher percentage of staff working in restaurants, hotels, and coffee shops and are travelers or students who, before moving on, are taking short-term positions in order to earn.
At times a retail catering environment can have a higher staff turnover than the average industry figures. Poor training among staff is entirely de-motivating as one is asked to do a job without adequate training (Schein, 1998). While some people possess the ability to quickly pick up, many do not. This cycle happens over and over again; even the management had good intentions. Many managers continue to undervalue the importance of training.
Ambrose, D 1996. Healing the downsized organization. New York: Three Rivers Press.
Bridges, W 1991. Managing transitions-Making the most of change. Cambridge, MA: Perseus Books.
Cascio, W F 1991. Costing human resources: The financial impact of behavior in organizations. Boston: PWS-Kent Publishing.
Dibble, S 1999. Keeping your valuable employees-Retention strategies for your organization’s most important resource. New York: John Wiley and Sons. Inc.
Kreisman, B J 2002. Identification of the drivers of employee dissatisfaction and turnover. Unpublished Doctoral Dissertation. Austin, TX: University of Texas.
Mitchell, L E 2002. Corporate Irresponsibility—America’s newest export. New Haven & London: Yale University Press.
Nesbitt et al 1990. Ten new directions for the 1990’s-Megatrends 2000. New York: William Morrow and Company, Inc.
Noer, D 1993. Healing the wounds-Overcoming the trauma of layoffs and revitalizing downsized organizations. San Francisco: Jossey-Bass.
Schein, E 1998. Career dynamics: Matching individual and organizational needs. Massachusetts: Addison-Wesley.
Trice, H M and Beyer, J M 1993. The cultures of work in organizations. New Jersey: Prentice Hall.