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AutoSave OFF W IMPERIAL HOTEL CASE STUDY - Saved to my Mac Q ~ Search in Document (@ Home Insert Draw Design Layout References Mailings Review View Share Comments Arial 12 Aav Po EE I T LG AaBbCeDdE AaBbCcDdE AaBbCcDo AaBbCcDdEe AaBb( AaBbCcDdEt AaBbCcDdEe Paste B I U v ab x, x' |Av _ v Av Normal No Spacing Heading 1 Heading 2 Title Subtitle Subtle Emph Styles Sensitivity Pane IMPERIAL HOTEL CASE STUDY Introduction The imperial hotel is a four-star chain of hotels that operate twenty-five hotels in the United Kingdom. The hotel offers many services such as conference, restaurant and boarding facilities, conferencing, and leisure centres. The hotel has been in operation for almost one hundred years and has been facing many problems that are likely to bring about productivity decline. The hotel receives many guests such as individual from the intemational business community and tourist. The guests have a very high expectation from such a four-star hotel like the perfect service standards This paper seeks to discuss the second problematic issue the new general manager of the hotel, Peter Farnsworth has identified. The problem is about the high staff turnover with a high percentage of staff leaving within a year. Employee turnover has become one of the fast-growing trends in the organizational market across the globe. What is Staff Turnover? Employee turnover simply refers to a situation where an employee ceases to be a member of the organization either through a voluntary or involuntary process as defined by Mobley (1982). The turnover of employees can be unavoidable, desirable or undesirable turnover depending on the situation of the business. Hotel sector forms a unique sector that serves customers from all over the world while on their respective vocational programs. Most of the cust omers prefer recreation activities that are entertaining as they are able to relax t ir minds while far away from home. High turnover in the hospitality industry occurs as a result of many reasons depending on the Hotel and its management. Large contributors are seasonality. salary being paid to employees, long working time frame by staffs, poorly coordinated supervisory roles, improper service to clients and complains; few employees and lack of on-the-job training of employees on the job as in the imperial hotel. Page 2 of 10 2266 words English (United Kingdom) 3 Focus E 92%AutoSave OFF W IMPERIAL HOTEL CASE STUDY - Saved to my Mac Q ~ Search in Document (@ Home Insert Draw Design Layout References Mailings Review View Share Comments Arial 12 Aav Po E i T LG AaBbCeDdE AaBbCcDdE AaBbCcDc AaBbCcDdEe AaBb( AaBbCcDdEt AaBbCcDdEe Paste B I U v ab x, x' |Av _ v Av Normal No Spacing Heading 1 Heading 2 Title Subtitle Subtle Emph Styles Sensitivity Pane Analysis of Issues raised in Exit Interviews An interview with the employees revealed a few of the reasons for turnover. First reason for turnover is the unsociable working hours or long hours working particularly for those who need to cover for staff who may go off sick in short notice and this is happening because most of the part-time staff are female and are most of the time late or changing the shift without consulting the supervisory staff for family commitment. "Other important causes of tumover include limited career and financial advancement, organizational climate, and work-family conflict" (O'Leary & Deegan, 2005; Stalcup & Pearson, 2001). The second reason for turnover is caused by the "poor training for their employees and little chances of being promoting from staff to supervisory jobs " (Kim et al,.2015). From the interview results within the hotel turnover we also find that" poor perception of the work culture " (Lee et al., 2015) and the high cost of travelling to working central London and difficulties in getting transport home at night is also a reason of turnover because they can opt for work in hotels near them or who offers flexible shifts and higher salary Hinkin & Tracey (2000) says that the lack of required skills and low salaries paid to employees; long working hours without overtime bonus; job and lack of regular training to equip employees with modern techniques in the industry as major causes of employee turnover in the industry. The unsociable working hours or long hours working particularly for those who need to cover for staff who may have gone off sick in short notice and this is happening because most of the part-time staff are female and are most of the time late or changing the shift without consulting the supervisory staff for a family commitment. Stalcup & Pearson (2001) in his study pointed out 'the impact of working for long hours by employees in any given industry'. He realized that it has a negative impact on the job satisfaction of the affected employee. O'Leary and Deegan (2005) conduct a study about how strategies are related to organisational variables and most of his respondents of the study said that "they left the industry because of the Page 4 of 10 2266 words English (United Kingdom) 3 Focus E 92%AutoSave OFF W IMPERIAL HOTEL CASE STUDY - Saved to my Mac Q ~ Search in Document (@ Home Insert Draw Design Layout References Mailings Review View Share Comments Arial 12 Aav Po LG AaBbCeDdE AaBbCcDdE AaBbCcDo AaBbCcDdEe AaBb( AaBbCcDdEt AaBbCcDdEe Paste B I U v ab x x' |Av _ v Av Normal No Spacing Heading 1 Heading 2 Title Subtitle Subtle Emph Styles Sensitivity Pane incompatibility of work and family life and that the incompatibility hampered their advancement in the industry". The hotel must establish a flexible working time schedule on every hour worked by each employee in order to satisfy them fully. Firth et al (2004) note that there' is the need for a favourable working condition for all personnel in the firm in order to obtain the set goals' of the Hotel or 'make a decision on leaving the firm'. . An organization should create a good perception of its working culture; a practice that the Imperial Hotel is not practising at all as indicated by the employees in the interview. According to Organizational equilibrium Theory that focus s on the need to balance employee's contribution and in and inducement with those of e organ ization; the employees of the imperial hotel feel that their contribution to the hotel is much better compared to what the hotel is contributing to their life. This brings clearly the dissatisfaction level obtain by the employees since they need something new. It is evident that the current culture is not tailor-made towards employee satisfaction as it has resulted in a high turnover of up to 80%. The employees are not working on obtaining a specific goal as required. There is no proper coordination among the employees from those on leadership roles in the hotel to ensure the unity of all staff in all the departments of the hotel. This is visible by the existence of high levels of sick leave and poor attendance of employees witnessed in problem three. Organisational Culture "The employee embodies organisational values and priorities and takes responsibility for realising these with customers" (Salaman. 2001) The hotel has not provided an environment that allows the employee to be satisfied at their respective duties especially on the employees on the front line of the hotel (problem). They are pointing out poor perception of the working culture of the hotel as one of the factors making them not satisfied. The existing aggressiveness of supervisors of the hote Page 5 of 10 2266 words English (United Kingdom) 3 Focus E 92%AutoSave OFF W IMPERIAL HOTEL CASE STUDY - Saved to my Mac Q ~ Search in Document (@ Home Insert Draw Design Layout References Mailings Review View Share Comments Arial 12 Aav Po LG AaBbCeDdE AaBbCcDdE AaBbCcDo AaBbCcDdEt AaBb( AaBbCcDdEt AaBbCcDdEe Paste B I U v ab x x' |Av _ v Av Normal No Spacing Heading 1 Heading 2 Title Subtitle Subtle Emph Styles Sensitivity Pane and the management styles have been named as incompetent as the supervisors are treating employees unfairly while on duty. (problem 3) Peters and Waterman (1982) believed that "an organisations culture affected performance, and implied that managers should try to change their culture towards a productive one". The management has a responsibility to initiate a positive change in their organizational culture in order to produce results. The culture must be in line with the organization's targets, goals and vision in order to be able to obtain it. It is the role of the organizational leaders to plays a crucial role in influencing the overall behavioural manifestations of the hotel through the implementation of programs aimed at strengthening their culture. 'This may comprise of ways of retaining their skilled personnel for a longer period in the hotel '(Buck & Watson (2002). The hotel approach on its core values and beliefs will be crucial of shaping the culture of employees of the hotel and establish a good harmony between the supervisors and the staffs at all levels. Job Satisfaction In the Imperial Hotel employee turnover, the application of Herzberg's theory on motivation and hygiene has come out clearly as the main cause for the turnover of the employees up to 80% within a year. In a study by Herzberg (1966) on factors that bring about job satisfaction being very separate and distinct as compared to those that lead to job dissatisfaction. Motivational and hygiene factors are are distinct as they play different roles among employees of a business. Some of the factors that lead to job satisfaction comprise recognition, interesting work, increase in responsibility at work, ad k, advancement on one's role, proper training on regular basis and promotion among many others while the hygiene factors comprise of unfair hotel policies, incompetent supervisors, unfair treatment of employees, unpleasan working condition nessed at the hotel; unfair salary whereby Imperial Hotel is offering low pay to its employees; threats to employees and lack of guarantee for job security by the business. Also, turnover is caused by the "poor training for their employees and little chances of being promoting from staff to supervisory jobs " (Kim et al,.2015). A strategy of 6 Page 6 of 10 2266 words English (United Kingdom) 3 Focus E 92%AutoSave OFF W IMPERIAL HOTEL CASE STUDY - Saved to my Mac Q ~ Search in Document (@ Home Insert Draw Design Layout References Mailings Review View Share Comments Arial 12 Aav Po LG AaBbCeDdE AaBbCcDdE AaBbCcDo AaBbCcDdEe AaBb( AaBbCcDdEt AaBbCcDdEe Paste B I U v ab x, x' A v _ v Av Normal No Spacing Heading 1 Heading 2 Title Subtitle Subtle Emph Styles Sensitivity Pane management theory is to "improve employee training, having career development programs a company would have a customized training of his employees who would work according to company goal" (Boxall& Purcell 2011). the hotel does not offer quality training that enables the employees to acquire the necessary skills for their daily activities at the hotel, training is one of the key job satisfaction aspects as mentioned by Herzberg on motivations aspects on employees in an organization as studied by Vroom (1964). In general, the Imperial hotel has ignored the aspect of career development and training on its personnel; an aspect that is very vital in management theories. Conclusion Alexander et al. (1994) pointed out that the culture of every organization plays a role in its overall performance in the market. The management nent has a responsibility of spearheading a positive change on their organizational culture in order to yield results. The culture must be in line with the organization's targets, goals and vision in order to be able to attain it. It is the role of the organizational leaders to plays a crucial role in influencing the overall behavioural manifestations of the organization through the implementation of programs aimed at strengthening their culture. This may comprise of ways of retaining their skilled personnel for a longer period in the hotel (Buck & Watson, 2002). The hotels' approach on its core values and beliefs will be pivotal of shaping the culture of employees of the hotel and establish a good rapport between the supervisors and the staffs at all levels. References Beam, J. (2009). What is Employee Turnover? Retrieved November 13, 2009, from Page 6 of 10 2266 words English (United Kingdom) 3 Focus E 92%