Hospitality workplace problems and poor training: a close relationship

Abstract

Purpose -This paper seeks to examine common hospitality problems with the aim of identifying relationships between them, and the central issue. Design/methodology/approach -Self-completed questionnaires were used to collect data from hospitality students and employees, and analyses of variance used to identify relationships between the problems, and isolate the central issue. Findings -The paper finds that poor training is associated with workplace problems, and improving training is likely to reduce problems such as under-staffing and theft.Research limitations/implications -The collection of data on exact lengths of employment would have facilitated a more rigorous analysis of the causes and effects of staff turnover and is recommended for future studies of training and turnover. Practical implications -Investment in training is recommended even when turnover is high, as training reduces workplace problems. Originality/value -This study focuses on the relationships between problems, rather than investigating them in isolation, facilitating an holistic approach to solving staff turnover.

Staff turnover in hotels: Exploring the quadratic and linear relationships

“…The impact of supervisory support on job stimulation has been studied by Gentry et al (2007). Such findings are also supported by Poulston (2008) stating that non-management employees tend to quit more often than management employees due to a lack of stable roles and positions. Lockyer (2007) also notes this in his study "...staff turnover seems to contribute to a reduction in service quality and a sense of burnout, particularly for frontline supervisors who are constantly involved in 'fire-fighting' when their departments are staffed with inexperienced employees" (p.88).…”

“…When employees perceive the job as being very unstimulating, they present a high intention to leave the job (see Figure 4). This has been shown by previous studies such as Walmeley (2004), Poulston (2008), Slatten et al (2011). The authors suggest that stimulating work with role clarity, empowerment and appropriate mentoring has a negative impact on employee turnover.…”

“… Stimulating work. Role clarity, stimulating/unstimulating work measures were adapted from the studies done by Leidner (1993), Walmeley (2004, Poulston (2008), Slatten et al (2011).  Job security and earnings.…”

Exploring the Antecedents of Staff Turnover Within the Fast-Food Industry: The Case of Hamilton, New Zealand

“…Several studies identify the role of training and development and its impact on job satisfaction and organizational commitment (Lam and Zhang 2003;Lowry, Simon and Kimberley 2002;Pratten 2003;Smith 2002;Taylor, Davies and Savery 2001). Lashley and Best (2002) and Poulston (2008) have stated in their findings that hotels that provide inadequate training exacerbate staff turnover and threaten quality standards and profits (Poulston 2008). All such findings are further supported by the premise that there is a strong positive correlation between increased levels of employee training and recognition with decreased turnover (Gustafson 2002).…”

“…Performing a task publicly with inappropriate skills not only impacts self-confidence but also service quality. Hotels that provide inadequate training exacerbate staff turnover (Lashley and Best 2002), and threaten quality standards and profits (Poulston 2008). Conversely, there is a strong positive correlation between increased levels of employee training and recognition with satisfaction at the job (Gustafson 2002 A stable and secure work environment according to Gustafson (2002) leads to loyalty and satisfaction with the job.…”