Sustainable Labor Practices? Hotel Human Resource Managers Views on Turnover and Skill Shortages

Davidson, Michael; Ying, Wang

doi:10.1080/15332845.2011.555731

Cited by 79 publications

(69 citation statements)

References 37 publications

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“…Jack, Philips and Adele define Employee Attrition as the percentage of employees leaving the organization for whatever reasons. Turnover rate can be briefly described as how fast the employers recruit and lose employees (Chikwe, 2009 (Davidson & Wang, 2011). Most of the research on turnover is devoted to the causes and consequences of voluntary turnover (Schneer, 1993).…”

Section: Review Of Literaturementioning

confidence: 99%

Employee Attrition and Retention Strategies in Amara Raja Batteries Limited: An Empirical Investigation

SreenivasMahesh

VaraPrabhakar²

2017

ijsrm

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Effective human resource management must be practiced at both strategic and functional levels because the HR strategy should evolve from a transactional support role to partnering in the organizations business strategy. The HR managers need to apply monetary retention strategies tools such as-performance linked incentives, rewards, increment in salary. The non-monetary retention strategies tools are to be designed as per the requirements such as-job enrichment, past track career program (lower level), training/coaching, work hours' flexibility, quarterly contest, hi-potential program, fun at work, one on one connect, regular round table discussions between employees and their respective Managers.

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Section: Review Of Literaturementioning

confidence: 99%

Employee Attrition and Retention Strategies in Amara Raja Batteries Limited: An Empirical Investigation

SreenivasMahesh

VaraPrabhakar²

2017

ijsrm

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“…In addition, the industries' employment normally lacks sufficient incentives and opportunities for career development (Kusluvan et al 2010;Yang and Cherry 2008). These deficiencies lead to labor shortages and labor incompetence which are the primary human resource challenges for the hotel industry (Chan and Coleman 2004;Davidson and Wang 2011). In searching for solutions to these issues, hoteliers often fail to take strategic and sustainable considerations into account (Davidson and Wang 2011;Enz 2009;Kusluvan et al 2010;Yang and Cherry 2008).…”

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confidence: 95%

“…These deficiencies lead to labor shortages and labor incompetence which are the primary human resource challenges for the hotel industry (Chan and Coleman 2004;Davidson and Wang 2011). In searching for solutions to these issues, hoteliers often fail to take strategic and sustainable considerations into account (Davidson and Wang 2011;Enz 2009;Kusluvan et al 2010;Yang and Cherry 2008). Instead of focusing attention on changes in the overall hospitality labor market, it would be worth promoting a more elaborative perspective on a valid system of selecting employees (Chan and Kuok 2011;Kusluvan et al 2010).…”

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confidence: 95%

“…Instead of focusing attention on changes in the overall hospitality labor market, it would be worth promoting a more elaborative perspective on a valid system of selecting employees (Chan and Kuok 2011;Kusluvan et al 2010). Previous studies have identified several attributes of hospitality employees that can be applied to assess the qualifications of job applicants from the perspective of recruiters; these attributes encompass personality traits and required skills (Bagri et al 2010;Chan and Coleman 2004;Chan and Kuok 2011;Costen and Barrash 2006;Chung 2000;Davidson and Wang 2011;Ineson et al 2011;Li and Wang 2010). The findings of these studies have provided strong evidence that the hotel selection process plays a key role in acquiring qualified human resources to ensure that customers receive excellent services (Kilic and Okumus 2005).…”

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confidence: 98%

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How does the interview change the importance of résumé information in acceptance decisions? An experimental study in the hotel industry

Lorgnier

Yang

et al. 2014

Serv Bus

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The present study examines the effects of résumé information and interview conditions on postinterview acceptance decisions in a laboratory selection setting of the hotel industry. Data from 229 responses by undergraduate students majoring in hospitality management in Taipei indicated that résumé-based cognitive abilities (CAs) were positively related to applicant's chance of being accepted after the interview. Furthermore, the effect of résumé-based interpersonal abilities (IAs) was stronger for female applicants in the interview than their male counterparts. The effect of CAs was also stronger when applicants used excuse rather than justification as defense tactics during interviews.

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“…The participating organisations were two Australian casino hotels, operated by two different companies. As part of the holiday accommodation industry, these casino hotels represent one of Australia's largest employment sectors (Davidson & Wang, 2011). Both participating casino hotels are located in regional and remote locations.…”

Section: Summary Of Methodologymentioning

confidence: 99%

The “why” of HR practices: employee attributions regarding HR practices and resulting effects on service climate and employee attitudes in casinos

Kralj¹

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For service businesses, a key goal is the consistent delivery of exceptionally high levels of service quality. A hospitality organisation that emphasises service in everything it says and does is more likely to achieve high levels of service quality, customer satisfaction and competitive advantage. This thesis applies a services management framework to the study of casinos. The research contributes to knowledge by examining the differential effects of employee interpretations of human resources (HR) practices on service climate and job-related attitudes.The research problem has three aspects. First, academics and practitioners need to better understand the internal dynamics that affect the development of an organisational climate for service. A positive service climate encourages desirable service-related behaviours. Second, although it is widely understood why human resource management (HRM) can contribute to positive organisational outcomes, it is not well understood exactly how HRM is connected with such desirable outcomes.In particular, this thesis explores the effect of the differential attributions that employees make regarding why their organisation has implemented its chosen set of HR practices. Third, research that addresses HR and service-related variables in the casino industry is lacking. Some evidence suggests that the casino industry has specific contextual characteristics that may set it apart from other industries in terms of organisational dynamics.The purpose of this thesis is to examine the impact of employee attributions regarding HR practices on perceptions of service climate and important work-related employee attitudes in the context of the casino industry. Further aims are to provide insight into the specific working conditions in the casino industry that have an impact on employee perceptions and attitudes, and to examine what causes these employees to make particular attributions regarding HR practices. The research questions to be addressed are: The study is premised on a post-positivist perspective, with a realist approach to knowledge. The research design included a mix of methods in a sequential explanatory design involving two stages. The study organisations were two Australian casino hotels, "Casino Ace" and "Casino Baccarat". Both participating casino hotels are located in regional and remote locations. Employees of these two casino hotels were participants for each data collection stage.The first stage was quantitative and explored the first two research questions. The data collection instrument was a self-report questionnaire designed to measure each of the variables of interest: employee attributions of HR practices, perceptions of service climate, job satisfaction and organisational commitment. A total of 443 usable surveys were collected across the two data collection sites: 139 completed questionnaires at Casino Ace and 304 at Casino Baccarat (representing a response rate from the sample of 87% and 95% respectively). Data analysis techniques adopted to explore the r...

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Sustainable Labor Practices? Hotel Human Resource Managers Views on Turnover and Skill Shortages

Cited by 79 publications

References 37 publications

Employee Attrition and Retention Strategies in Amara Raja Batteries Limited: An Empirical Investigation

Employee Attrition and Retention Strategies in Amara Raja Batteries Limited: An Empirical Investigation

How does the interview change the importance of résumé information in acceptance decisions? An experimental study in the hotel industry

The “why” of HR practices: employee attributions regarding HR practices and resulting effects on service climate and employee attitudes in casinos

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