Conjectural Swot Up of Low Employee Retention Factors in Star Category Hotels

ISSN 2349-7807
International Journal of Recent Research in Commerce Economics and Management (IJRRCEM)
Vol. 2, Issue 1, pp: (9-12), Month: January - March 2015, Available at: www.paperpublications.org
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Paper Publications
Conjectural Swot Up of Low Employee
Retention Factors in Star Category Hotels
Kiruthiga. V1
, Magesh.R2
12
Research scholar, Department of Management Studies, Anna University, India
12
Associate Professor, Department of Management Studies, Anna University, India
Abstract: Employee retention is the key aspect that plays a major role in the success of the hotel industry.
As the hotel industry solely depends on their employees, it has high turnover rates and so retaining them has
become a major challenge. As there are many hotels in India, even the high performing employees are immediately
moving to another job when they feel dissatisfied with the current position. Due to these reasons, this theoretical
paper investigates the factors that result in low employee retention. This paper argues about the factors that are
critical in influencing the employees to leave their jobs. They are employee misalignment, below average pay,
career work-life imbalance, etc. Thus, hotel management should frame appropriate retention strategies to reduce
turnover rates with utmost commitment as it will bring a long-term benefit to the organisation.
Keywords: employee retention, employee misalignment, below average pay, career work-life imbalance.
I. INTRODUCTION
The workforce Planning for Wisconsin State Government (2005) defines retention management as ―a systematic effort by
employers to create and foster an environment that encourages current employees to remain at the same employer having
policies and practices in place that address their diverse needs‖. Employee retention is a process in which the employees
are motivated to stay with the organisation for a maximum period of time. It not only benefits the organisation but also the
employees. Failing to retain an employee is a financial loss to the organisation because it invests lots of time and money
in training the employee to suit for the organisation culture. Retaining the employees will enable customer satisfaction,
increase in sales, satisfied co-worker relationship, effective succession planning and deeply imbedded organisational
learning and knowledge. Some effective ways of retention includes employee engagement, recognition of the work
performed and providing rewards and benefits,
Retention refers to the variety of policies and procedures followed by the organisation in order to make their employees to
stay for a longer time. The main aim of employee retention is to motivate the employees to remain in the organisation for
a longer period of time. According to (Lucille & Jean –Francois 2004), in order to approach the financial triumph of an
organisation employee retention should be taken as a fundamental approach. For the success of the organisation employee
retention is very much important. In the study of (Raudenbush & Bryk 2002) the most important variables for effective
employee retention are identified as workplace setting and work environment, work-life balance, and career support by
the management.
Employee retention plays a lead role in the functioning and competitiveness of an organisation. According to (Herman
1999), when an organisation has hired good people, trained them, built them into high-performing teams then the
organisation will not have the mindset to lose them. As the hotel industry is a labour intensive industry employee
retention plays a critical role and it is very essential. Hotel industry is a customer oriented industry. Thus the competitive
advantage here lies in developing a loyal workforce who consistently excels by satisfying their customers.
Employee retention reduces the recruitment expenses and provides workers with a sense of security. Loyalty among the
employees will persuade them to work for slightly lower wages than they might be able to earn at competing hotels. A
workforce with unique skills is built in hotels that give importance to employee retention than the employees of other

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hotels do not have. These skills are mandatory for producing exceptional products and services that cannot be easily
duplicated by competitors.
Though employee retention may sound simple in understanding it is difficult to achieve. Employers should understand the
needs of their employees and step forward in the right direction to achieve them. Employers have the major responsibility
in retaining because when an employee is dissatisfied with the work he/she immediately quits. That too due to
globalisation many hotels have grown providing variety of job opportunities. So, to prevent employees from leaving their
jobs, the hotels should plan ahead and consider retention management as a long term process (Lee, 1994).
Fig.1 Quit decision
II. FACTORS AFFECTING EMPLOYEE RETENTION
Below average pay:
Pay acts as a basic motivator for majority of the employees. While searching for a job although employees give
importance to other factors, pay will be in their top priority list. Compensation paid in the hotel industry is lower than the
compensation provided by other industry. In fact employees in hotels work for longer hours compared to employees of the
other industry. They feel dejected when they realise that they are not paid up to the mark. Eventually they quit their jobs
and move to other job which offers them more pay.
Lack of recognition:
When the employees get a feeling that they are not recognised for their performance or if the hotel is not utilising their
employees full potential in performing jobs the employees will get a tendency to the hotel. They will move towards a job
that recognises their efforts and utilise their full potential in achieving their goals. Appreciation and recognition acts as
the most cost-effective tool for the employer to retain his employees.
Lack of growth opportunities:
While recruiting the employees should be made aware about the vision, mission of the industry. The employees should
know the growth opportunities they will have in each job. They should not be given any false hope regarding their
opportunities in the job. If after recruiting the employee is not getting any growth opportunity then he/she will quit the
job. Most hotels do not give emphasis on creating career paths that are well communicated and understood by the
employees.
No Fun:
Hotel job is the one in which an employees should work all time round the clock. Now-a-days the digital and mass media
have seen a tremendous growth. As a result, putting in long hours of work at the same desk is very much unattractive to
many employees. But this doesn‘t mean that the work force is lazier, it‘s because defining work in such a traditional
manner doesn‘t make sense to employees in today‘s constantly interconnected and fast-paced world

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Stress:
The management should take initiative to meet their employees frequently to determine their satisfaction with the job. A
high performing worker, if given with a routine job without any challenges will eventually gets bored. This will ultimately
result in stress leading to employees quitting the job.
Poor Working Conditions:
Employees must have the necessary tools to perform their duties. This includes the proper equipment, machinery and
computer technology as well as adequate lighting, work space and ergonomically-correct seating. Poor working
conditions due to physical elements lead to low productivity and overall job dissatisfaction. The latter, particularly when
left unaddressed, leaves employees feeling unappreciated and they ultimately leave their jobs.
Employee misalignment:
While recruiting the hotel management should keep in mind that the skills and abilities of the employees should match
with the job requirements. If the hotel recruits without proper analysis of the job requirements then it will result in
recruiting a over skilled or under qualified employee. Hotels should never hire employees (internal or external) unless
they are qualified for the job and in sync with the culture and goals of the hotels. Managers should not try to force a fit
when there is none. This is like trying to force a size-nine foot into a size-eight shoe. Neither management nor employee
will be happy, and it usually ends badly.
Job dissatisfaction:
Every employee knows that their job not always give never- ending satisfying. But if the skills, knowledge, talent of an
employee are underutilized at the work, then it will lead to dissatisfaction, frustration or boredom resulting in employee
turnover. If the hotels are not keeping a check and thinks that the employee is enjoying his work then it will result in a
ultimate disaster leading to employees leaving their jobs.
Coaching and feedback are lacking:
When managers are ineffective they will not give feedback to employees even though they instinctively aware that giving
and getting honest feedback is essential for growth and building successful teams and organizations.
Expectation not met:
In order to attract the employees towards the job the hotels promise certain description regarding the job at the time of
interview. After getting the posting most of the promises will not match with the real situation. When this happens it can
lead to mistrust. The employee starts to think negative about the hotel‘s policy and procedures. When trust is missing,
there can be no real employee ownership.
Work-life imbalance:
Economic pressures have increased and so the hotels continue to use one person to do the work of two or more people.
This is ultimately true when the hotel downsizes or restructures, resulting in longer hours and weekend work. Employees
are forced to choose between a personal life and a work life. This does not sit well with the current, younger workforce.
And at one point they get the intention to quit their job.
III. CONCLUSION
As a customer oriented industry the main aim of the hotel industry is to attract, engage, and retain the right employees.
Certain factors which the hotel management consider as a minor issue may play a crucial role in influencing the
employees‘ decision to either leave or stay in the hotel. Management should carefully investigate while framing employee
retention policy. This research aimed to identify factors that cause low employee retention in star category hotels. The
hotel management should focus in overcoming the above mentioned barriers in order to retain their valuable employees.

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REFERENCES
[1] Herman, Roger E. (1999). Keeping good people—Strategies for solving the #1 problem facing business today.
Winchester, VA: Oakhill Press.
[2] Lucille, R., & Jean-François, V. (2004). Rewarding and retaining key talent: Are you ready for recovery?
[3] Raudenbush, S. W., & Bryk, &. A. (2002). Hierarchical Linear Models: Applications and Data Analysis Methods,
Thousand Oaks
[4] Thomas W. Lee and Terence R. Mitchell, ‗‗An Alternative Approach: The Unfolding Model of Voluntary
Employee Turnover,‘‘ Academy of Management Review 19 (1994); 51–90.
[5] Workforce Planning for Wisconsin State Government (2005). Employee retention, retrieved October 27, 2005

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