An analysis of the effect of fringe benefit offerings on the turnover of hourly housekeeping workers in the hotel industry

Factors Affecting the Decision to Remain in the Hospitality Industry Among Hotel Front Office Desk Employees: The Case of Israel

“…Yet, we did not find any significant effect of working at a chain hotel on the intention to remain in the industry. This result is compatible with the finding of Ohlin and West (1993) that turnover rate is not significant with respect to the housekeeping workers at chain and non-chain hotels.…”

“…They found that the cost of turnover is higher for highly complex jobs, independent hotels, hotels with high average daily rates, larger hotels, and hotels with high occupancy. Ohlin and West (1993) studied the effect of different benefit plans on turnover rates in the housekeeping departments of 174 hotels in the southeast USA and found no statistically significant correlation between turnover rates and whether or not the hotel was part of a chain. Gunlu, Aksarayli, and Perçin (2010) studied managers in four-and five-star hotels in Turkey and found that managers of independent (non-chain) hotels had greater job satisfaction than managers of chain hotels.…”

Exploring the antecedents of intentions to leave the job: The case of luxury hotel staff

“…Studies undertaken by a number of authors in last two decades have helped the current study to examine staff turnover and provide some insight in relation to the Indian hotel industry. Examples of such studies in descending year of publication include - Yang et al (2012), Zhou et al (2012), Wells and Peachey (2011), Slatten et al (2011), Blomme et al (2010), Chalkiti and Sigala (2010), Cho et al (2009), Moncarz et al (2009), Lockyer (2007, Choi (2006), Horner and Swarbrooke (2004), Birdir (2002), Stalcup and Pearson (2001), Choi et al (2000), Teare and O'Hern (2000), Deery and Shaw (1999), Iverson and Deery (1997), Cho et al (1996), Ohlin and West (1993), Boles et al (1995), Cantrell and Sarabahksh (1995) and Hogan (1992). Several of these authors indicate that staff turnover in the hotel and hospitality industries is one of the most pressing issues to be addressed and that turnover rates in hospitality industry are much higher than in other industries.…”

Staff turnover in hotels: Exploring the quadratic and linear relationships

“…Horner and Swarbrooke (2004) also state low pay as an important factor leading to job insecurity in the hotels. Hence, low pay or low remuneration continues impacting staff turnover in different parts of the world as indicated by the above studies and studies conducted by other authors which include Ohlin and West (1993), Pizam and Ellis (1999), Williams et al (2008), Obbonna and Harris (2002), Dickinson andPerry (2002, Chalkiti andSigala (2010), Yang et al (2012). Considering these findings and the current turnover trend in the Indian hotel industry as high as 20% generally in all hotels and 12% specifically in the luxury sector (Ministry of Tourism 2012), the following hypothesis is proposed to test the responses related to job security and pay within the Indian luxury hotels context:…”