An exploratory study of US lodging properties' organizational practices on employee turnover and retention

Purpose – The purpose of this paper is to investigate US lodging properties’ organizational employee‐retention initiatives and practices, and to examine the impact of those initiatives on employee turnover and retention.Design/methodology/approach – Using the Directory of Hotel & Lodging Companies, a convenient sample group of 24 management companies are selected. A self‐administered mail survey instrument is developed to measure and test organizational initiatives and practices on employee turnover and retention. Using SPSS 16.0, two statistical tests are employed to test study hypotheses. Correlation analysis is used to identify the relationships between predictor and response variables. Likewise, regression analysis is used to examine the relationships between predictor and response variables hypothesizing that the effectiveness of practicing the human resource management organizational initiatives on management and non‐management retention and turnover will differ.Findings – The findings reveal that C...

[1]  Yong-Ki Lee,et al.  Effect of service orientation on job satisfaction, organizational commitment, and intention of leaving in a casual dining chain restaurant , 2005 .

[2]  A. Bartel.  Human Resource Management and Organizational Performance: Evidence from Retail Banking , 2004 .

[3]  John E. Delery,et al.  An organization-level analysis of voluntary and involuntary turnover. , 1998 .

[4]  J. Moody,et al.  Human Resource Management and Organizational Performance , 1994 .

[5]  Mark A. Huselid.  The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance , 1995 .

[6]  Brian E. Becker,et al.  STRATEGIC HUMAN RESOURCE MANAGEMENT IN FIVE LEADING FIRMS , 1999 .

[7]  P. Osterman.  How Common is Workplace Transformation and Who Adopts it? , 1994 .

[8]  A. Pizam,et al.  Absenteeism and Turnover in the Hospitality Industry , 1999 .

[9]  James S. Boles,et al.  Reducing Employee Turnover Through the Use of Preemployment Application Demographics: an Exploratory Study , 1995 .

[10]  Peter Ricci,et al.  Predicting Job Retention of Hourly Employees in the Lodging Industry , 2004 .

[11]  R. Lucas,et al.  Hospitality to hostility: dealing with low response rates in postal surveys , 2005 .

[12]  Carl P. Borchgrevink,et al.  Customer Service Employees’ Behavioral Intentions and Attitudes: An Examination of Construct Validity and a Path Model , 2000 .

[13]  Timothy R. Hinkin,et al.  The Cost of Turnover , 2000 .

[14]  John E. Delery,et al.  Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions , 1996 .

[15]  Retaining Core Staff: The impact of human resource practices on organisational commitment , 2005 .

[16]  Debra A. Laverie,et al.  Using Job Satisfaction and Pride as Internal-marketing Tools , 2002 .

[17]  David P. Lepak,et al.  Human Resource Management, Manufacturing Strategy, and Firm Performance , 1996 .

[18]  J. Guthrie.  High-Involvement Work Practices, Turnover, and Productivity: Evidence from New Zealand , 2001 .

[19]  Vivienne J. Wildes.  Stigma in Food Service Work: How it Affects Restaurant Servers' Intention to Stay in the Business or Recommend a Job to Another , 2005 .

[20]  A. H. Brayfield,et al.  Employee attitudes and employee performance. , 1955, Psychological bulletin.

[21]  Ady Milman,et al.  Hourly employee retention in small and medium attractions: the Central Florida example , 2003 .

[22]  John Paul Macduffie.  Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry , 1995 .

[23]  Vivienne J. Wildes.  Attracting and retaining food servers: how internal service quality moderates occupational stigma. , 2007 .

[24]  Timothy R. Hinkin,et al.  The Effect of Employee Turnover on Hotel Profits: A Test Across Multiple Hotels , 2001 .

[25]  G. Rowley,et al.  ‘As cooks go, she went’ : is labour churn inevitable? , 2001 .

[26]  David E. Terpstra,et al.  THE RELATIONSHIP OF STAFFING PRACTICES TO ORGANIZATIONAL LEVEL MEASURES OF PERFORMANCE , 2006 .

[27]  R. Woods,et al.  ℞ for turnover: Retention programs that work , 1989 .

[28]  P. Muller-Smith.  Managing in the new millennium. , 1996, Journal of perianesthesia nursing : official journal of the American Society of PeriAnesthesia Nurses.

[29]  R. Woods,et al.  Measuring the impact of human resource management practices on hospitality firms' performances. , 2006 .

[30]  Jeffrey Pfeffer,et al.  Competitive advantage through people : unleashing the power of the work force , 1995 .

[31]  Catherine M. Gustafson.  Employee turnover: a study of private clubs in the USA , 2002 .

[32]  Kate Walsh,et al.  Developing In-House Careers and Retaining Management Talent , 2007 .

[33]  Joel Cutcher-Gershenfeld,et al.  The Impact on Economic Performance of a Transformation in Workplace Relations , 1991 .

[34]  Mark A. Huselid,et al.  An interview with Mike Losey, Tony Rucci, and Dave Ulrich: Three experts respond to HRMJ's special issue on HR strategy in five leading firms , 1999 .

[35]  Service orientation of restaurant employees , 1992 .