RECOMMENDATIONS &

STUFF
 Recruitment and Retention Insights for the Hotel Industry
(Williams & Hunter, 1991).
Rx for turnover: retention programmes that work, Cornell
Hotel and Restaurant Administration (Woods & Mcaulay,
1989).
A Case Study into the Benefits of Management Training
Programs: Impacts on Hotel Employee Turnover and
Satisfaction Level (Choi & Dickson, 2009)
 HRM strategies and labor turnover in the hotel industry: A
comparative study of Australia and Singapore (Cheng &
Brown, 1998).
Reducing turnover in the hospitality industry: an overview of
recruitment, selection and retention (Bonn & Forbringer,
1992).
An investigation of the relationship between employee
turnover and organizational culture . (Deery & Shaw, 1999).
 Human Resource Management in the Hospitality Industry
(Eade, 1993).
An analysis of the ef fect of fringe benefit of ferings on the
turnover of hourly housekeeping workers in the hotel industry
(Ohlin, Boyd, & West, 1993).
Absenteeism and turnover of hospital employees (Price &
Mueller, 1986).
 CONCLUSION

A turnover culture exists (Deery & Shaw, 1999).

Recruitment, selection, & retention practices suck
(Bonn & Forbringer, 1992).
 RECOMMENDATIONS

Management Training program (Choi & Dickson, 2009)

 RECOMMENDATIONS

Stop hiring warm bodies.

Referrals
Hiring of minorities, elderly & handicapped
Selection interviewing (Keenan, 1989)
 RECOMMENDATIONS

RJP
Biodata
Educational incentives
 TURNOVER CULTURE

To change these artifacts would require management

to, for example, encourage stories concerning the
rewards to employees for remaining with the
organization for a long period of employment.
Similarly, to change the second level of culture, the
espoused values, management must be consistent in
its message to employees.
The impact of job attitudes & organizational
commitment on employee turnover is significant.
 TURNOVER CULTURE

To combat turnover culture, there must clear roles,

unambiguous instructions, sufficient resources and
information to effectively complete tasks, and less
overtime.
Improve communication with staff.
 TURNOVER CULTURE

In controlling a turnover culture, it is important that

management show, through both words and actions,
that long-term employment is an important part of the
hotels philosophy.
 IMPACT OF REMUNERATION & FRINGE
BENEFITS
The impact of remuneration & benefits on turnover
culture is minimal (Cheng & Brown, 1998).
Most useless fringe benefits: childcare , transportation,
and shift differentials. They are not worth.