In human resources context‚ turnover or staff turnover or labour turnover is the rate at which an employer gains and loses employees. Simple ways to describe it are "how long employees tend to stay" or "the rate of traffic through the revolving door". Turnover is measured for individual companies and for their industry as a whole. If an employer is said to have a high turnover relative to its competitors‚ it means that employees of that company have a shorter average tenure than those of other companies
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of budget hotels in China‚ they recruit too many employees without considering the high labor cost and management issue‚ which finally lead to a high employee turnover rate in the budget hotel industry. In the year of 2009‚ the average employee turnover rate in budget hotels even increased to 34.5%. So these budget hotels with high employee turnover are having an even more difficult time filling their open positions with qualified candidates who will not just leave or be fired in the future. As a
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cooperation among them. The biggest advantage for real team is the synergy effect‚ when the output is greater than the sum of individual input. Especially in hotel industry effective‚ coordinated and respectful team is 70-80% of successful enterprise.[3] Each team member don’t need to be afraid to express his/her own opinion‚ even if it will cause to conflict. Any team meeting or working cannot take place without conflicts. It is an integral part for any team existence. Like many terms in management
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Source: Hospitality - Your Keys to Success. Lanny Hass‚ Rob Hawk. NC Cooperative Extension. Hospitality: The Guest Pays the Bills The landowner who offers his property for use by those who pay a fee is in the “hospitality” business. It is important that the customer receive the attention and service that will keep him or her coming back as well as telling others about the business. Customer service problems can be generally prevented or solved by attention to 4 areas: 1. 2. 3. 4. Providing
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relationship between motivation‚ job satisfaction and turnover in hotel industry A case study of Crown Plaza Hotel in China Chapter 1: Introduction 1.1 Background of the research 1.2 Research aims and objectives 1.3 Overview to research methodology 1.4 Outline of dissertation Chapter 2: A brief introduction of the hospitality industry in China and Crown Plaza Five- Star Hotel 2.1 The hospitality industry development in China Today‚ travel- and tourism-
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Content Content 1 Introduction 2 Main Body 2 Excessive Turnover 2 General Turnover 2 Critical Employee Turnover 3 Turnover in Low to Moderate Level 3 Motivation 3 Innovation 4 Relationship between Turnover and Performance 4 Employee Retention 5 Significance 5 Job Satisfaction 5 Embeddedness 6 Others 7 Conclusion 7 Reference 8 Introduction Following the process of globalization which is increasingly developing
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effects of dealing with a disability in the Hospitality and Tourism Industry. There are many ways how disabled people can be affected in this area such as discrimination in employment‚ discrimination in being the customer‚ false advertisement and lack of support and facilities in the business. Whether it’s a mental disability such as dyslexic or a physical disability such as partially-sighted it can have an effect on both. For many in the tourism and hospitality world disabled people means wheelchair
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Environmental Scanning Political This factor is normally affected by the strategy or agreement of government. In Hong Kong‚ not only the local government will affect the hospitality‚ also the China government. We analyze that there are two political issue which increasing the Hong Kong inbound tourism and business between foreigner to China. They are Closer Economic Partnership Arrangement (CPEA) and World Trade Agreement (WTO). China government opened the market to the world and accepted the transaction
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Ethics in the Hospitality Industry: Review and Research Agenda Mouna Knani1 1 Faculty of Business Administration‚ Laval University‚ Canada Correspondence: Mouna Knani‚ Faculty of Business Administration‚ Laval University‚ Quebec‚ QC‚ G1V 0A6‚ Canada. E-mail: mouna.knani.1@ulaval.ca Received: October 9‚ 2013 Accepted: January 6‚ 2014 Online Published: February 21‚ 2014 doi:10.5539/ijbm.v9n3p1 URL: http://dx.doi.org/10.5539/ijbm.v9n3p1 Abstract Practitioners in the hospitality sector rate ethics
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Case Synopsis A. Case scenario This case is about hiring and employee retention processes centered on new college graduates that‚ instead of offering ideal and permanent career pathways to these recent graduates and new employees‚ turn out to become for them a platform or a launch-pad from which they hunt for their dream careers after a couple of years. Despite the costs associated with and the high turnover trend caused by it‚ this practice continued over time and became increasingly unsustainable
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