Human Resource Management
Human Resource Management Reassessment Work
The hospitality sector is one of the world 's fastest growing industries. However, huge problems still exist in attracting and retaining a skilled workforce; DiPietro (2007) stated that 'Two enduring things in the industry are: high staff turnover, which affects the ability to deliver a consistent brand experience, harming businesses and the fact that not enough people see our growing industry as somewhere to build their careers. '
The industry for many years has suffered with the overhanging reputation for a very high level of labour turnover. In 1993 the Hotel and Catering Training Board (HCITB) published its report Manpower Flows in the Hotel and Catering Industry. It found the following gross turnover rates: managers 19%, supervisors 94%, craftspeople 55% and operatives 65%. Cafe 's and public houses had the highest rates of losses, caused largely by young people using the sector as an interval between school and full time work (Boella and Goss-Turner, 2013).
Goss-Turner (2002) Wrote in his Managing People guide that the estimated costs of labour turnover are a graphic illustration of the hidden financial burden of having to replace an employee. The Chartered Institute of Personnel and Development (CIPD), in its report on labour turnover published in 2007, has fixed this at a minimum of £1000 for an unskilled manual worker, up to £5000 for a qualified, experienced managerial employee.
One of the main determinants predicted to have a significant role in an individual 's decision to leave an organisation is that of the turnover culture. This variable has often been alluded to in the literature on labour turnover, but has been largely untested. This is quite surprising given that the hospitality industry has been characterised in terms of high turnover rates, a part-time and casual workforce, an absence of an internal labour market - i.e. low job security, promotional opportunity and career development, plus
The hospitality sector is one of the world 's fastest growing industries. However, huge problems still exist in attracting and retaining a skilled workforce; DiPietro (2007) stated that 'Two enduring things in the industry are: high staff turnover, which affects the ability to deliver a consistent brand experience, harming businesses and the fact that not enough people see our growing industry as somewhere to build their careers. '
The industry for many years has suffered with the overhanging reputation for a very high level of labour turnover. In 1993 the Hotel and Catering Training Board (HCITB) published its report Manpower Flows in the Hotel and Catering Industry. It found the following gross turnover rates: managers 19%, supervisors 94%, craftspeople 55% and operatives 65%. Cafe 's and public houses had the highest rates of losses, caused largely by young people using the sector as an interval between school and full time work (Boella and Goss-Turner, 2013).
Goss-Turner (2002) Wrote in his Managing People guide that the estimated costs of labour turnover are a graphic illustration of the hidden financial burden of having to replace an employee. The Chartered Institute of Personnel and Development (CIPD), in its report on labour turnover published in 2007, has fixed this at a minimum of £1000 for an unskilled manual worker, up to £5000 for a qualified, experienced managerial employee.
One of the main determinants predicted to have a significant role in an individual 's decision to leave an organisation is that of the turnover culture. This variable has often been alluded to in the literature on labour turnover, but has been largely untested. This is quite surprising given that the hospitality industry has been characterised in terms of high turnover rates, a part-time and casual workforce, an absence of an internal labour market - i.e. low job security, promotional opportunity and career development, plus
References: Baum, T (1996). Human Resource Management In The Hospitality Industry. Canada: John Wiley & Sons Inc.. p266-279. Boella, M. Goss-Turner, S (2013). Human Resource Management In The Hospitality Industry - A guide to best practice. 8th ed. London: Routledge. p9-11. Brown, S. P., & Peterson, R. A. (1993, August). Antecedents and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects. Journal of Marketing Research, 30, p63-77. Chartered Institute of Personnel and Development. (2007). Annual Survey Report 2007 - Recruitment, Retention and Turnover. Available: http://www.cipd.co.uk/NR/rdonlyres/EB18FA28-BD40-4D47-81B9-660034D280C1/0/learndevsr.pdf. Last accessed 10th Jul 2013. Chartered Institute of Personnel and Development. (2008). Annual Survey Report 2007 - Recruitment, Retention and Turnover. Available: http://www.cipd.co.uk/NR/rdonlyres/EB18FA28-BD40-4D47-81B9-660034D280C1/0/learndevsr.pdf. Last accessed 10th Jul 2013. Cheng, A. and Brown, A. (1998) ‘HRM strategies and labour turnover in the hotel industry: a comparative study of Australia and Singapore’, International Journal of Human Resource Management, 9(1). Cooke, R. and Rousseau, D. 1988. ’Behavioural norms and expectations: a quantitative approach to the assessment of organisational culture’. Group and Organisational Studies, Vol. 13, no. 3, p245-273 Deery, S DiPietro, R & Condly, S. (2007). Employee Turnover In The Hospitality Industry: An Analysis Based on the CANE Model of Motivation. Journal of Human Resources in Hospitality and Tourism, Vol 6, No.1, p1-22. George, J. M., & Jones, G. R. (1996). The experience of work and turnover intentions: Interactive effects of value attainment, job satisfaction, and positive mood. Journal of Applied Psychology, 81, p318-325. Go, F (1996). Human Resource Management In The Hospitality Industry. Canada: John Wiley & Sons Inc.. p270-271. Goss-Turner, S (2002). Managing People in the Hospitality Industry. 4th ed. Surrey: Croner.CCH Group Limited. p165-168. Greenhaus, J. H., Seidel, C., & Marinis, M. (1983). The impact of expectations and values on job attitudes. Organizational Behaviour and Human Performance, 31, p394-417. Ilgen, D. and Hollenbeck, J. H. 1977. ’The role of job satisfaction in absence behaviour’. Organizational Behaviour and Human Performance, Vol. 19, no. 1, p148-161. Iverson, R Deery, M. (2007). Turnover Culture in the Hospitality Industry. Human Resource Management Journal. 7 (1), p71. Knoop, R. (1995). Relationships among job involvement, job satisfaction, and organizational commitment for nurses. Journal of Psychology, 129, p643-649. Martoccio, J. J. 1994 . ’The effects of absence culture on individual absence’. Human Relations, Vol. 47, no. 3, p243-262. Mathieu, J. E., & Zajac, D. M. (1990, April). A review and meta-analysis of the antecedents, correlates, and consequences of organisational commitment.Psychology Bulletin,108, p171-194. Ohlin, J. B., & West, J. J. (1993). An analysis of the effect of fringe benefit offerings on turnover of hourly housekeeping workers in the hotel industry.International Journal of Hospitality Management, 12, p323-336 Purcell, K Rowley, G Robbins, S. P., & Coulter, M. (1996).Management. Upper Saddle River, NJ: Prentice Hall. Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings.Personnel Psychology, 46, p259-293. Vandenberg, R. J., & Lance, C. E. (1992). Examining the causal order of job satisfaction and organisational commitment. Journal of Hospitality Management, 18, p153-167. Wanous, J. P., Poland, T. D., Premack, S. L., & Davis, K. S. (1992). The effects of met expectations on newcomer attitudes and behaviours: A review and meta-analysis. Journal of Applied Psychology, 77, p288-297. Wisdom, B. (2011). State of the Nation Report 2011. Available: http://www.people1st.co.uk/webfiles/Research/State%20Of%20The%20Nation/2011/State_of_the_Nation_2011.pdf. Last accessed 10th Jul 2013.