Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review

Abstract

Despite the issues that the hospitality industry encounters in retaining talented employees, little attention has been paid to the development of retention strategies, resulting in poor organizational performance and sustainable growth. The current study, therefore, aims to review and discuss the employee retention strategies in the hospitality industry in order to keep talented employees for a longer period of time. The study is based on past literature and peer-reviewed articles published between 2010 and 2020. The databases Web Knowledge, Emerald, Google Scholar, and Science Direct were used to find the relevant papers using the key words such as “Hospitality Industry”, “employee retention”, “employee turnover”, and “employees”. The findings of this study suggest that employee retention is contingent on employee satisfaction, which is comprised of four factors: sustainable positive work environment; sustainable growth opportunities; sustainable & effective communication; and sustainable & effective recruitment and selection practices. The paper contributes to a comprehensive review of the literature on employee retention strategies in the hospitality context. The study proposes a model for the hospitality industry to revamp its recruitment and selection practices in order to retain its employees. Furthermore, the study provides a focused directions that will aid in the establishment of employee retention strategies and practices. It was concluded that satisfied employees are less likely to leave their current job, while unsatisfied employees are expected to leave their current job for a better career opportunity. Managerial implications were also discussed.

Does Organizational Support Influence The Nexus Between Role Conflict And The Intentions To Stay On The Job? A Study Among Public Sectors Employees

“…Usually, the success of the organization in establishing strong motivational packages and support builds the desire to continue to stay on the job (Addai et al, 2019). Ghani et al (2022) also indicated that the intention to remain on the job depends on the support employees receive from the organization, how challenging the job is, and the tendency of the job to lead to personal growth. This means that employers should provide the needed resources and ensure an appropriate organizational climate to warrant persistent self-development (Chaudhry et al, 2022).…”

Sustainability in the Malaysian Food and Beverage Industry: Managing Employee Retention Through Perceived Organisational Support and Turnover Intention

“…During these difficult times, the organizations need to establish strategies that keep people engaged and productive. However, the biggest challenge is related to employee retention (Ghani et al, 2022). Organizations must develop effective strategies to retain their employees after being impacted financially, specifically in the food and beverage (F&B) industry.…”

The Influence of a Company’s Sustainability Initiatives on Its Employee Retention. (c2022)

“…Having said that, organizations are focusing on retaining their employees to reach their objectives and economic evolution (Govaerts et al, 2011). Thus, retention could be defined as creating an environment with policies and practices that encourage the employee to stay while maintaining an efficient workforce and meeting different needs varying from employees to organizational needs and requirements (Ghani et al, 2022). Employee Retention has been the most handled topic in recent studies and is reputable as today the biggest challenge companies are facing (Kamalaveni et al, 2019).…”

“…Moreover, it is a boiling topic that researchers are speaking about today and made it the topic of interest. (Ghani et al, 2022) specified in its recommendation to future studies to look at factors that influence retention today. Furthermore, the topic of Sustainability on an organizational level has been the recent topic that scholars are looking into (Sanchez et al, 2021).…”

“…Having said that, (Kamaleveni et al,2019) highlighted that organizational culture is not explored when it comes to employee retention and could have a positive impact on human resources practices such as training and development and recruitment and affect satisfaction. Moreover, (Ghani et al, 2022) suggested that internal culture should be taken into consideration when speaking about retention and sustainability. The lack of papers that studied these relations pushed for this research, in which the study will be mediated and moderated by research questions to prove this recent topic in a conceptual model in Lebanon.…”