The objective of the proposed study is to investigate the factors leading to high staff turnover in the hospitality industry in London using a case study of ME Hotels.
Majority of hotels in London face an issue of high staff turnover as many employees of the hotels leave the work due to several reasons. There are several reasons of high staff turnover like low pay, long working hours, poor working conditions etc. The reason of high staff turnover and steps taken by organizations to overcome it are the essential elements of the study.
A key component of human performance is motivation. Maslow’s Hierarchy and Herzberg’s Theories has determined that an individual will perform better if they are motivated through a proper channel. There are certain stages defined in the Maslow’s theory, which an individual tries to achieve, and if they feel they are able to achieve those stages then they are motivated to work. As these are the main theories of motivation and are followed widely therefore it can be considered that if a person is motivated then they are likely to work effectively and efficiently. Low employee turnover can be achieved when the people of an organization are motivated (Verma, 2009).
Lu et al. (2013) has discussed about the high growth in the hospitality industry attracts more employees towards it but still staff turnover is high. Staff’s emotional labor and job satisfaction are considered to be the main reason of high staff turnover. High growth in the hospitality industry attract the employees and on the same time certain policies must be made for the employees so that it is difficult for them to switch their jobs. The organzations should overcome these issues as high staff turnover has a negative impact of the service quality of the hotels (Lu et al., 2013).
According to Dusek et al. (2014), high staff turnover is an important issue of the hospitality industry as it greatly affects the services of the hotels. High staff turnover leads to inexperienced staff, which leads to inconsistent quality of the services. The organizations are not able to retain their employees, which have a negative impact on the performance of the organization. Organizations can face problems if they are not able to control employee turnover. The organization must create policies to retain its employees so that it can provide better services (Dusek et al., 2014).
DiPietro & Condly (2007) has described that the organizations that have difficulties in maintaining staffing levels are facing the crisis of employee turnover. The proportion of employee turnover is reaching to an extreme level in tight labor markets. Turnover is also considered to be a measure of performance for organizations and has a big impact on the financial activities of the organization. Operational activities are also affected because of employee turnover because new employees takes time in learning the method of working in the organization. To identify a key variable for employee turnover Commitment and Necessary Effort (CANE) model of motivation was applied and it was determined that motivation is one of the most significant variable for employee turnover (DiPietro & Condly, 2007).
Secondary data will be collected from the past studies that have taken place, which reflects light on employee turnover. Journal articles and books will be taken to gather secondary information for the study.
Method of Analysis
For the purpose of the study variables will be selected to analyze the relationship between them. Motivation and quality of service will be a dependent variables and independent variable will be employee turnover. Relationship between these variable will be determined by applying regression and correlation. From the outcomes of the analysis, relationship between the variables will emerge based on the coefficient of correlation between variables and their significance using the case of ME Hotels in London.
List of References
Creswell, J.W., 2013. Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. New York: SAGE Publications.
Dusek, G.A., Ruppel, C.P., Yurova, Y. & Clarke, R., 2014. The Role of Employee Service Orientation in Turnover in the U.S. Hotel Industry. Journal of Organizational Culture, Communications & Conflict, 18(2), pp.87-104.
DiPietro, R.B. & Condly, S.J., 2007. Employee Turnover in the Hospitality Industry: An Analysis Based on the CANE Model of Motivation. Journal of Human Resources in Hospitality & Tourism, 6(1), pp.1-22.
Lu, C.-J., Shih, Y.-Y. & Chen, Y.-L., 2013. Effects of Emotional Labor and Job Satisfaction on Organizational Citizenship Behaviors: A Case Study on Business Hotel Chains. International Journal of Organizational Innovation, 5(4), pp.165-76.
Verma, N., 2009. Business Process Management: Profiting from Process. New Delhi: Global India Publications.