Retrenchment as a Force for Achieving Creativity in Hospitality Education

Nicholls, Leland L.; Buergermeister, James

doi:10.1080/23298758.1993.10685495

Cited by 2 publications

(1 citation statement)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Through retrenchment and redundancy, the turnover 'culture' can be artificially manufactured in order to meet ill-defined but nevertheless accepted organisational objectives such as a broader cost minimisation strategy. In some cases, downsizing can be used as a positive measure, promoting creativity by removing 'dead wood' (Nicholls & Buergmeister, 1993). Labour turnover can also be used as a disciplinary mechanism through involuntary terminations or the threat of termination (Timo, 1996).…”

Section: Loss Of Accountability For Turnover Costsmentioning

confidence: 99%

How much does labour turnover cost?

Davidson

Timo

Ying

2010

International Journal of Contemporary Hospitality Management

189

View full text Add to dashboard Cite

Purpose: Employee turnover is a significant challenge for Human Resource Management (HRM) strategies and organisational performance. This study presents findings drawn from an extensive survey of labour turnover in the Australian accommodation sector. A particular focus is placed on turnover rates and costs. Design/methodology/approach: Based on labour turnover literature and an industry panel, an online survey was designed and distributed to four-and five-star hotels across Australia. Human Resource Managers from 64 hotels participated in the survey, providing a representative sample and a response rate of 29 percent. Findings and implications: The research shows the major costs being attributed to labour turnover. These are costs that both the industry and individual operators should examine closely as they impact substantially on hotel operating costs and profitability.

show abstract

Section: Loss Of Accountability For Turnover Costsmentioning

confidence: 99%