Description
can i please get help to get this written correctly and edited. My professor says it is not good enough. The problem and purpose statements have been edited multiple times Please also add Interview questions, and conceptual framework. thank you.
Strategies for Retaining Night Audit Employees in the Hotel Industry
By
Constance F. Lima-Gonzalez
MBA Walden University 2017
BBA American InterContinental University 2014
Doctoral Study Submitted in Partial Fulfillment
Of the Requirements for the Degree of
Doctor of Business Administration
Walden University
October 2022
Abstract
Strategies for Retaining Night Audit Employees in the Hotel Industry
By
Constance F. Lima-Gonzalez
MBA Walden University 2017
BBA American InterContinental University 2014
Doctoral Study Submitted in Partial Fulfillment
Of the Requirements for the Degree of
Doctor of Business Administration
Walden University
October 2022
Dedication
Acknowledgments
Table of Contents
Section 1: Foundation of the Study……………………………… Error! Bookmark not defined.
Background of the Problem ………………………………….. Error! Bookmark not defined.
Problem Statement ………………………………………………. Error! Bookmark not defined.
Purpose Statement …………………………………………………………………………………………….2
Research Question (Qualitative Only) …………………………………………………………………3
References…………………………………………………………………………….4
i
1
Section 1: Foundation of the Study
The hospitality industry has the highest turnover rate out of all sectors.
Contributing to this is the hotel industry, which has the highest turnover rate in the
hospitality industry. (Janggon, 2011).
Hotels have several departments to include; housekeeping, van drivers, banquet
staff, kitchen staff, and the front office (desk). Of all these departments, the one with the
highest turnover is the front office (counter). (Janggon, 2011).
The front desk is the first and last stop a guest makes when coming to the hotel
and having the customer service skills to make them feel welcomed for coming and
staying at the hotel is very important. (Janggon, 2011).
2
Background of the Problem
The front desk is the first and last stop of the guests; they must check in and check
out. (Ramall, 2014). This is where they get their first impression of the hotel, upon arrival
and where they can leave comments upon departure. The front desk employee is a multitasker, checking in guests, answering phones, solving guest problems, and answering
guests’ questions. They also must communicate with other departments concerning guest
issues, including housekeeping, maintenance, and the general manager. (Ramall, 2014).
The front office (desk) has three shifts, morning (7 AM- 3 PM). afternoon (3 PM – 11
PM) and night audit (11 PM – 7 AM) (third shift). The front desk has the highest turnover
rate out of all the departments in the hotel. (Ramall, 2014). Of all the shifts at the front
desk, the third shift or the night audit shift is the hardest to fill and keep employees. .
(Janggon, 2011).
3
Problem Statement
Hotels have a high turnover rate and a low retention rate. (Ramall, 2014). There are
many departments in hotels, the department with the highest turnover rate is the front
office (desk). The US Bureau of Labor and Statistics (BLS) (2018) states that in March of
2017, there were 935,000 employee separations from the hotel front desk and increased
to 957,000 employee separations from the hotel front desk in March 2018. That is a 23%
increase in a year of front desk employee separations, and these separations could have
been due to voluntarily, layoffs, discharges, retirement, or illnesses (Janggon, 2011).
The general business problem is that hotel leaders are unable to retain employees
at the front desk night audit. The specific business problem is that hotel leaders are
unable to retain employees at the front desk night audit.
Purpose Statement
The purpose of this qualitative case study is to explore strategies that hotel leaders can
use or improve, to reduce employee turnovers at the front desk night audit shift (Janggon,
2011). The population is hotels that have a low turnover on the night audit shift, in
Virginia Beach, VA. The implication for positive social change is availability of more
jobs, job security, continued employment, and to reduce the turnover rate and
unemployment rate.
Research Question
What retention strategies do hotel leaders use to retain employees at the front desk night
audit?
4
References
Bureau of Labor Statistics (2018). U.S. Department of Labor. Job Openings & Labor
Turnover-March 2018
Janggon, K. (2011). Exploring how employee empowerment impacts on hotel front desk
operations. UNLV Theses, Dissertations, Professional Papers, and Capstones.
Doi: 10.1080/15378021003595947.
Krstic, B., Kahrovic, E., & Stanisic, T. (2015). Business process management in the hotel
Industry: A proposed framework. Ekonomika, 61(4), 21–34.
doi:10.5937/ekonomika1504021K
Ramall, S. (2014). A review of employee motivation theories and their implications for
Employee retention within organizations. doi 10.1108/IJOA-08-2015-0900.
Journal of American Academy of Business, 5, 52‐63.
DBA Prospectus Rubric
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
a. Provides a “current” hook
supported by peer reviewed
or government citation less
than 5-years old from
anticipated graduation date.
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
b. Provides a “current” data
driven anchor supported by
peer reviewed or
government citation less
than 5-years old from
anticipated completion date
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
c. States the general
business problem Note: This
element should start as
value: 1.00
value: 2.00
Score/Level
value: 0.00
follows: The general
business problem is…
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
d. States the specific
business problem. Be sure
to state who has the specific
problem (i.e. small business
leaders, project managers,
supply chain managers,
etc.) Note: This element
should start as follows: The
specific business problem is
that some (identify who has
the problem)…
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
e. Ensures the specific
business problem aligns
with the research question
and purpose statement.
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
value: 1.00
value: 2.00
Score/Level
value: 0.00
f. Problem Statement does
not exceed 150 words.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
a. Identifies the research
method as qualitative,
quantitative, or mixedmethods.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
b. Identifies research design
(i.e. case study,
phenomenological, quasiexperimental, correlational,
etc.).
Section 1 Foundation of the Study Quality
Indicators
value: 1.00
value: 2.00
Score/Level
value: 0.00
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
c. If quantitative or mixed
method: Identifies a
minimum of two
independent
(experimental/quasiexperimental designs) or
predictor (correlational
designs) and dependent
variable(s). Note: The
quantitative study must
include at least two
independent/predictor
variables.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
d. Identifies specific
population group for
proposed study.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
value: 1.00
value: 2.00
Score/Level
value: 0.00
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
e. Identifies geographic
location of the study.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
f. Identifies contribution to
social change.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
g. Ensures the first sentence
links/aligns directly with the
specific business problem.
value: 1.00
value: 2.00
Score/Level
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.5) Nature of the Study: Provides
a brief discussion on the research
method (i.e. quantitative or
qualitative) and design (i.e.
correlation for quantitative study;
phenomenological, case study, etc.,
for a qualitative design); cite a
minimum of one source (The method
and design will be discussed in
greater detail in Section 2).
•
Note: A single paragraph can be
used for each component: one for the
method and one for the design.
a. Identifies the selection of
one method (qualitative,
quantitative, or mixed
methods) and why other
methods would not work
(cite a minimum of one
source).
Section 1 Foundation of the Study Quality
Indicators
(1.5) Nature of the Study: Provides
a brief discussion on the research
method (i.e. quantitative or
qualitative) and design (i.e.
correlation for quantitative study;
phenomenological, case study, etc.,
for a qualitative design); cite a
minimum of one source (The method
and design will be discussed in
greater detail in Section 2).
value: 1.00
value: 2.00
Score/Level
value: 0.00
•
Note: A single paragraph can be
used for each component: one for the
method and one for the design.
b. Identifies the selection of
the design (within the
method) and why it was
selected over other designs
(cite a minimum of one
source).
Section 1 Foundation of the Study Quality
Indicators
(1.6) Research Questions
(Quantitative Only)
a. Lists research question(s)
in about 10-15 words (20
words max).
Section 1 Foundation of the Study Quality
Indicators
(1.6) Research Questions
(Quantitative Only)
b. Ensures research
question(s) aligns with the
specific business problem
and first line of the Purpose
Statement.
value: 1.00
value: 2.00
Score/Level
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.6) Research Questions
(Quantitative Only)
c. Includes the
independent/predictor and
dependent variables as
identified in the Purpose
Statement.
Section 1 Foundation of the Study Quality
Indicators
(1.6) Research Questions
(Quantitative Only)
d. Lists research subquestions that align with
each hypotheses set.
Section 1 Foundation of the Study Quality
Indicators
(1.7) Hypotheses
(Quantitative/Mixed-Method
Only):States, in accurate format, the
null and alternative hypotheses for
each research question.
Section 1 Foundation of the Study Quality
Indicators
(1.8) Research Question Qualitative Only
value: 1.00
value: 2.00
Score/Level
value: 0.00
a. Lists overarching
research question in about
10-15 words (20 words
max).
Section 1 Foundation of the Study Quality
Indicators
(1.8) Research Question Qualitative Only
b. Ensures research
question aligns with the
specific Business Problem
and Purpose Statement.
Section 1 Foundation of the Study Quality
Indicators
(1.9) Interview Questions Qualitative Only
a. Lists each interview or
focus group question.
Questions must contribute
knowledge to the research
question.
Section 1 Foundation of the Study Quality
Indicators
(1.9) Interview Questions Qualitative Only
value: 1.00
value: 2.00
Score/Level
value: 0.00
b. Ensures interview/focus
group questions align with
the research question.
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
a. Identifies and describes
the theory or conceptual
model for
theoretical/conceptual
framework.
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
value: 1.00
value: 2.00
Score/Level
value: 0.00
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
b. Identifies theorist(s) of the
theory or conceptual model
for theoretical/conceptual
framework (if applicable).
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
value: 1.00
value: 2.00
Score/Level
value: 0.00
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
c. Identifies date of the
theory or conceptual model
for theoretical/conceptual
framework (if applicable).
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
d. Identifies key
concepts/propositions/tenets
of the theory or conceptual
model for
theoretical/conceptual
framework.
value: 1.00
value: 2.00
Score/Level
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
e. Identifies how/why the
theory or conceptual model
for theoretical/conceptual
framework is applicable and
fits/applies to the study.
Section 1 Foundation of the Study Quality
Indicators
(1.13) Significance of the Study
a. States why the study is of
value to business.
value: 1.00
value: 2.00
Score/Level
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.13) Significance of the Study
b. States how this study
may contribute to effective
practice of business
(improvement of business
practice).
Section 1 Foundation of the Study Quality
Indicators
(1.13) Significance of the Study
c. Identifies how the results
might contribute to positive
social change.
General Comments
Comments on the following indicators of
quality apply to the manuscript as a whole.
Writing Style and Composition
The DBA Doctoral Proposal is written in
scholarly language (accurate, balanced,
objective, tentative). The writing is clear,
precise, and avoids redundancy/errors.
Statements are specific and topical sentences
are established for paragraphs. The flow of
words is smooth and comprehensible. Bridges
are established between ideas. Few direct
quotes exist.
value: 1.00
value: 2.00
Score/Level
value: 0.00
General Comments
Comments on the following indicators of
quality apply to the manuscript as a whole.
Organization and Form
The proposal/DBA Doctoral Study is in APA,
6th edition format
a.
b.
c.
d.
e.
f.
g.
h.
Is logically and
comprehensively organized,
using subheadings where
appropriate,
Has a professional,
scholarly appearance,
Is written with correct
grammar, punctuation, and
spelling; does not contain
anthropomorphisms
Includes citations for the
following: quotations,
paraphrasing, facts, and
references to research
studies, and
In-text citations are found in
the reference list; references
have corresponding in-text
citations,
Appendices include
documents to support data
collection (consent to
participate, organizational
permission, any raw
data/interview transcriptions,
etc.)
Table of contents have
appropriate appendices
annotated
Tables and Figures are
appropriately in APA, 6 th
edition format
value: 1.00
value: 2.00
Score/Level
value: 0.00
value: 1.00
value: 2.00
Score/Level
Walden University
ScholarWorks
Walden Dissertations and Doctoral Studies
Walden Dissertations and Doctoral Studies
Collection
2018
Strategies for Low Employee Turnover in the Hotel
Industry
Odetha Antonnett Davis
Walden University
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Walden University
College of Management and Technology
This is to certify that the doctoral study by
Odetha A. Davis
has been found to be complete and satisfactory in all respects,
and that any and all revisions required by
the review committee have been made.
Review Committee
Dr. Richard Snyder, Committee Chairperson, Doctor of Business Administration Faculty
Dr. Annie Brown, Committee Member, Doctor of Business Administration Faculty
Dr. James Savard, University Reviewer, Doctor of Business Administration Faculty
Chief Academic Officer
Eric Riedel, Ph.D.
Walden University
2018
Abstract
Strategies for Low Employee Turnover in the Hotel Industry
by
Odetha A. Davis
MBA, University of the West Indies, 2010
BSC, University of the West Indies, 2004
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
April 2018
Abstract
Employee turnover affects the profitability, performance, and customer service of an
organization. The purpose of this multiple case study was to explore strategies that
leaders in the hotel industry used to maintain a low rate of employee turnover.
Motivation-hygiene theory was the conceptual framework for the study. The study
population included 9 hotel leaders from 2 international hotels operating in Jamaica.
Methodological triangulation involved the comparison of data from observation of hotel
facilities and leaders’ interactions with employees, review of company documents, and
semistructured interviews. Data were analyzed into emerging themes using a
Gadamerian hermeneutics framework of interpretation. Four major themes emerged from
the data analysis: effective leadership strategies, favorable human resource management
practices, good working conditions, and a family-oriented organizational culture.
Analysis of the data showed that hotel industry leaders used a combination of these
strategies to maintain low rates of employee turnover. The findings and recommendations
may contribute to positive social change by providing hotel leaders with effective
retention strategies, resulting in increased profitability and potential income continuity,
thereby decreasing unemployment and moderating poverty.
Strategies for Low Employee Turnover in the Hotel Industry
by
Odetha A. Davis
MBA, University of the West Indies, 2010
BSC, University of the West Indies, 2004
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
April 2018
Dedication
I dedicate this doctoral study to my husband, Kevin, and to my children, Aprille
and Aiyanna. Your steadfast belief in me encouraged, inspired, and motivated me
throughout this journey. Without your support and sacrifice, I would not have been able
to complete this study and achieve this great accomplishment.
Acknowledgments
Firstly, I would like to thank Jehovah God for giving me the strength and courage
to complete this study. Secondly, I would like to thank my Chair, Dr. Richard Snyder, for
his unwavering support and mentorship throughout this journey. I also acknowledge and
extend gratitude to my second committee member, Dr. Annie Brown, and University
Research Reviewer Dr. James Savard. I sincerely appreciate all the invaluable feedback
and guidance provided throughout this process. Finally, I would like to thank the research
participants for sharing their expertise and contributing to the expansion of the literature
on employee turnover in the hotel industry.
Table of Contents
List of Tables ……………………………………………………………………………………………………… iv
Section 1: Foundation of the Study…………………………………………………………………………..1
Background of the Problem ……………………………………………………………………………….2
Problem Statement ……………………………………………………………………………………………2
Purpose Statement …………………………………………………………………………………………….3
Nature of the Study …………………………………………………………………………………………..3
Research Question ……………………………………………………………………………………………5
Interview Questions ………………………………………………………………………………………….5
Conceptual Framework ……………………………………………………………………………………..6
Operational Definitions ……………………………………………………………………………………..7
Assumptions, Limitations, and Delimitations……………………………………………………….8
Assumptions……………………………………………………………………………………………… 8
Limitations ……………………………………………………………………………………………….. 9
Delimitations …………………………………………………………………………………………….. 9
Significance of the Study …………………………………………………………………………………..9
Contribution to Business Practice ………………………………………………………………. 10
Implications for Social Change ………………………………………………………………….. 11
A Review of the Professional and Academic Literature ……………………………………….11
Retention Challenges in the Hotel Industry …………………………………………………. 13
Herzberg’s Motivation-Hygiene Theory……………………………………………………… 15
Reasons for Employee Turnover in the Hotel Industry …………………………………. 30
i
Retention Strategies in the Hotel Industry …………………………………………………… 42
Transition ………………………………………………………………………………………………………48
Section 2: The Project …………………………………………………………………………………………..49
Purpose Statement …………………………………………………………………………………………..49
Role of the Researcher …………………………………………………………………………………….49
Participants …………………………………………………………………………………………………….52
Research Method and Design …………………………………………………………………………..54
Research Method …………………………………………………………………………………….. 54
Research Design………………………………………………………………………………………. 55
Population and Sampling …………………………………………………………………………………57
Ethical Research……………………………………………………………………………………………..60
Data Collection Instruments …………………………………………………………………………….61
Data Collection Technique ………………………………………………………………………………64
Data Organization Techniques ………………………………………………………………………….67
Data Analysis …………………………………………………………………………………………………67
Reliability and Validity ……………………………………………………………………………………70
Credibility ………………………………………………………………………………………………. 70
Dependability ………………………………………………………………………………………….. 71
Confirmability …………………………………………………………………………………………. 72
Transferability …………………………………………………………………………………………. 73
Transition and Summary ………………………………………………………………………………….74
Section 3: Application to Professional Practice and Implications for Change ………………75
ii
Introduction ……………………………………………………………………………………………………75
Presentation of Findings ………………………………………………………………………………….76
Discussion of Themes and Subthemes ……………………………………………………………….80
Theme 1: Effective Leadership Strategies …………………………………………………… 80
Theme 2: Favorable HR Management Practices ………………………………………….. 91
Theme 3: Good Working Conditions………………………………………………………… 104
Theme 4: Positive Organizational Culture…………………………………………………. 110
Application to Professional Practice ………………………………………………………………..116
Implications for Social Change ……………………………………………………………………….120
Recommendations for Action …………………………………………………………………………121
Recommendations for Further Research …………………………………………………………..126
Reflections …………………………………………………………………………………………………..127
Conclusion …………………………………………………………………………………………………..128
References …………………………………………………………………………………………………………130
Appendix A: National Institutes of Health Certificate of Completion ……………………….173
Appendix B: Interview Protocol …………………………………………………………………………..174
Appendix C: Invitation to Participate in the Study ………………………………………………….177
Appendix D: Observational Protocol …………………………………………………………………….179
iii
List of Tables
Table 1. Initial Codes and Number of Associations Derived From Interview
Questions………………………………………………………………………………………………….78
Table 2. Major Themes and Subthemes Based on the Data ……………………………………….79
Table 3. Theme 1: Effective Leadership Strategies—Participant Comments ………………81
Table 4. Theme 1: Effective Leadership Strategies—Subthemes ……………………………….82
Table 5. Subtheme 1.3: Opportunities for Growth and Development—Participant
Comments ………………………………………………………………………………………………..89
Table 6. Theme 2: Favorable HR Management Practices- Participant Comments ………..92
Table 7. Theme 2: Favorable HR Management Practices—Subthemes ……………………….93
Table 8. Subtheme 2.3: Competitive Compensation and Benefits—Participant
Comments ………………………………………………………………………………………………..97
Table 9. Subtheme 2.4: Rewards and Recognition—Participant Comments ………………102
Table 10. Theme 3: Good Working Conditions—Participant Comments …………………..105
Table 11. Theme 3: Good Working Conditions—Subthemes …………………………………..106
Table 12. Theme 4: Positive Organizational Culture—Participant Comments ……………111
Table 13. Theme 4: Positive Organizational Culture—Subthemes ……………………………112
iv
1
Section 1: Foundation of the Study
Organizational leaders face challenges in managing and retaining employees
(Aruna & Anitha, 2015; Mwasaru & Kazungu Kingi, 2015). One of the greatest
challenges hotel industry leaders face is the inability to find and retain qualified
employees (Pearlman & Schaffer, 2013). Staff turnover in the hotel industry not only
leads to a decrease in service quality but it also causes hotels to lose competitive
advantage (Mohsin, Lengler, & Kumar, 2013); therefore, staff turnover can result in a
loss of revenue (Guilding, Lamminmaki, & McManus, 2014). High staff turnover also
leads to higher costs in the hotel industry (Tews, Michel, & Ellingson, 2013). Lower
levels of turnover will allow business leaders to save costs, enhance strategic human
resource planning, and improve the competitive advantage of the organization
(Schlechter, Syce, & Bussin, 2016).
Employees’ turnover intention is a major problem that managers in the hotel
industry face on a daily basis (Ferreira, Martinez, Lamelas, & Rodrigues, 2017). There
are no fixed practices in the hotel industry that show how to retain employees and keep
them committed because employers place different emphases on different variables,
depending on the organizational fit (Mehta, Kurbetti, & Dhankhar, 2014). However,
strategies for employee retention such as training and development, adequate
remuneration, effective communication, and increasing job satisfaction may help to
reduce turnover if managers implement them successfully (Anvari, JianFu, &
Chermahini, 2014). An employer’s use of the needed retention practices can reinforce an
employee’s decision to stay (Al-Emadi, Schwabenland, & Qi, 2015). Because of the
2
global nature of the hotel industry, a talent war has surfaced, as hospitality firms vie for
the most qualified applicants (Torres & Mejia, 2017).
Backgroun
By
Constance F. Lima-Gonzalez
MBA Walden University 2017
BBA American InterContinental University 2014
Doctoral Study Submitted in Partial Fulfillment
Of the Requirements for the Degree of
Doctor of Business Administration
Walden University
October 2022
Abstract
Strategies for Retaining Night Audit Employees in the Hotel Industry
By
Constance F. Lima-Gonzalez
MBA Walden University 2017
BBA American InterContinental University 2014
Doctoral Study Submitted in Partial Fulfillment
Of the Requirements for the Degree of
Doctor of Business Administration
Walden University
October 2022
Dedication
Acknowledgments
Table of Contents
Section 1: Foundation of the Study……………………………… Error! Bookmark not defined.
Background of the Problem ………………………………….. Error! Bookmark not defined.
Problem Statement ………………………………………………. Error! Bookmark not defined.
Purpose Statement …………………………………………………………………………………………….2
Research Question (Qualitative Only) …………………………………………………………………3
References…………………………………………………………………………….4
i
1
Section 1: Foundation of the Study
The hospitality industry has the highest turnover rate out of all sectors.
Contributing to this is the hotel industry, which has the highest turnover rate in the
hospitality industry. (Janggon, 2011).
Hotels have several departments to include; housekeeping, van drivers, banquet
staff, kitchen staff, and the front office (desk). Of all these departments, the one with the
highest turnover is the front office (counter). (Janggon, 2011).
The front desk is the first and last stop a guest makes when coming to the hotel
and having the customer service skills to make them feel welcomed for coming and
staying at the hotel is very important. (Janggon, 2011).
2
Background of the Problem
The front desk is the first and last stop of the guests; they must check in and check
out. (Ramall, 2014). This is where they get their first impression of the hotel, upon arrival
and where they can leave comments upon departure. The front desk employee is a multitasker, checking in guests, answering phones, solving guest problems, and answering
guests’ questions. They also must communicate with other departments concerning guest
issues, including housekeeping, maintenance, and the general manager. (Ramall, 2014).
The front office (desk) has three shifts, morning (7 AM- 3 PM). afternoon (3 PM – 11
PM) and night audit (11 PM – 7 AM) (third shift). The front desk has the highest turnover
rate out of all the departments in the hotel. (Ramall, 2014). Of all the shifts at the front
desk, the third shift or the night audit shift is the hardest to fill and keep employees. .
(Janggon, 2011).
3
Problem Statement
Hotels have a high turnover rate and a low retention rate. (Ramall, 2014). There are
many departments in hotels, the department with the highest turnover rate is the front
office (desk). The US Bureau of Labor and Statistics (BLS) (2018) states that in March of
2017, there were 935,000 employee separations from the hotel front desk and increased
to 957,000 employee separations from the hotel front desk in March 2018. That is a 23%
increase in a year of front desk employee separations, and these separations could have
been due to voluntarily, layoffs, discharges, retirement, or illnesses (Janggon, 2011).
The general business problem is that hotel leaders are unable to retain employees
at the front desk night audit. The specific business problem is that hotel leaders are
unable to retain employees at the front desk night audit.
Purpose Statement
The purpose of this qualitative case study is to explore strategies that hotel leaders can
use or improve, to reduce employee turnovers at the front desk night audit shift (Janggon,
2011). The population is hotels that have a low turnover on the night audit shift, in
Virginia Beach, VA. The implication for positive social change is availability of more
jobs, job security, continued employment, and to reduce the turnover rate and
unemployment rate.
Research Question
What retention strategies do hotel leaders use to retain employees at the front desk night
audit?
4
References
Bureau of Labor Statistics (2018). U.S. Department of Labor. Job Openings & Labor
Turnover-March 2018
Janggon, K. (2011). Exploring how employee empowerment impacts on hotel front desk
operations. UNLV Theses, Dissertations, Professional Papers, and Capstones.
Doi: 10.1080/15378021003595947.
Krstic, B., Kahrovic, E., & Stanisic, T. (2015). Business process management in the hotel
Industry: A proposed framework. Ekonomika, 61(4), 21–34.
doi:10.5937/ekonomika1504021K
Ramall, S. (2014). A review of employee motivation theories and their implications for
Employee retention within organizations. doi 10.1108/IJOA-08-2015-0900.
Journal of American Academy of Business, 5, 52‐63.
DBA Prospectus Rubric
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
a. Provides a “current” hook
supported by peer reviewed
or government citation less
than 5-years old from
anticipated graduation date.
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
b. Provides a “current” data
driven anchor supported by
peer reviewed or
government citation less
than 5-years old from
anticipated completion date
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
c. States the general
business problem Note: This
element should start as
value: 1.00
value: 2.00
Score/Level
value: 0.00
follows: The general
business problem is…
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
d. States the specific
business problem. Be sure
to state who has the specific
problem (i.e. small business
leaders, project managers,
supply chain managers,
etc.) Note: This element
should start as follows: The
specific business problem is
that some (identify who has
the problem)…
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
e. Ensures the specific
business problem aligns
with the research question
and purpose statement.
Section 1 Foundation of the Study Quality
Indicators
(1.3) Problem Statement
value: 1.00
value: 2.00
Score/Level
value: 0.00
f. Problem Statement does
not exceed 150 words.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
a. Identifies the research
method as qualitative,
quantitative, or mixedmethods.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
b. Identifies research design
(i.e. case study,
phenomenological, quasiexperimental, correlational,
etc.).
Section 1 Foundation of the Study Quality
Indicators
value: 1.00
value: 2.00
Score/Level
value: 0.00
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
c. If quantitative or mixed
method: Identifies a
minimum of two
independent
(experimental/quasiexperimental designs) or
predictor (correlational
designs) and dependent
variable(s). Note: The
quantitative study must
include at least two
independent/predictor
variables.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
d. Identifies specific
population group for
proposed study.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
value: 1.00
value: 2.00
Score/Level
value: 0.00
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
e. Identifies geographic
location of the study.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
f. Identifies contribution to
social change.
Section 1 Foundation of the Study Quality
Indicators
(1.4) Purpose Statement: Describes
the intent of the research. The
Purpose Statement is a mini story
and must not exceed 200 words. The
Purpose Statement must address the
following six elements:
g. Ensures the first sentence
links/aligns directly with the
specific business problem.
value: 1.00
value: 2.00
Score/Level
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.5) Nature of the Study: Provides
a brief discussion on the research
method (i.e. quantitative or
qualitative) and design (i.e.
correlation for quantitative study;
phenomenological, case study, etc.,
for a qualitative design); cite a
minimum of one source (The method
and design will be discussed in
greater detail in Section 2).
•
Note: A single paragraph can be
used for each component: one for the
method and one for the design.
a. Identifies the selection of
one method (qualitative,
quantitative, or mixed
methods) and why other
methods would not work
(cite a minimum of one
source).
Section 1 Foundation of the Study Quality
Indicators
(1.5) Nature of the Study: Provides
a brief discussion on the research
method (i.e. quantitative or
qualitative) and design (i.e.
correlation for quantitative study;
phenomenological, case study, etc.,
for a qualitative design); cite a
minimum of one source (The method
and design will be discussed in
greater detail in Section 2).
value: 1.00
value: 2.00
Score/Level
value: 0.00
•
Note: A single paragraph can be
used for each component: one for the
method and one for the design.
b. Identifies the selection of
the design (within the
method) and why it was
selected over other designs
(cite a minimum of one
source).
Section 1 Foundation of the Study Quality
Indicators
(1.6) Research Questions
(Quantitative Only)
a. Lists research question(s)
in about 10-15 words (20
words max).
Section 1 Foundation of the Study Quality
Indicators
(1.6) Research Questions
(Quantitative Only)
b. Ensures research
question(s) aligns with the
specific business problem
and first line of the Purpose
Statement.
value: 1.00
value: 2.00
Score/Level
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.6) Research Questions
(Quantitative Only)
c. Includes the
independent/predictor and
dependent variables as
identified in the Purpose
Statement.
Section 1 Foundation of the Study Quality
Indicators
(1.6) Research Questions
(Quantitative Only)
d. Lists research subquestions that align with
each hypotheses set.
Section 1 Foundation of the Study Quality
Indicators
(1.7) Hypotheses
(Quantitative/Mixed-Method
Only):States, in accurate format, the
null and alternative hypotheses for
each research question.
Section 1 Foundation of the Study Quality
Indicators
(1.8) Research Question Qualitative Only
value: 1.00
value: 2.00
Score/Level
value: 0.00
a. Lists overarching
research question in about
10-15 words (20 words
max).
Section 1 Foundation of the Study Quality
Indicators
(1.8) Research Question Qualitative Only
b. Ensures research
question aligns with the
specific Business Problem
and Purpose Statement.
Section 1 Foundation of the Study Quality
Indicators
(1.9) Interview Questions Qualitative Only
a. Lists each interview or
focus group question.
Questions must contribute
knowledge to the research
question.
Section 1 Foundation of the Study Quality
Indicators
(1.9) Interview Questions Qualitative Only
value: 1.00
value: 2.00
Score/Level
value: 0.00
b. Ensures interview/focus
group questions align with
the research question.
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
a. Identifies and describes
the theory or conceptual
model for
theoretical/conceptual
framework.
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
value: 1.00
value: 2.00
Score/Level
value: 0.00
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
b. Identifies theorist(s) of the
theory or conceptual model
for theoretical/conceptual
framework (if applicable).
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
value: 1.00
value: 2.00
Score/Level
value: 0.00
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
c. Identifies date of the
theory or conceptual model
for theoretical/conceptual
framework (if applicable).
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
d. Identifies key
concepts/propositions/tenets
of the theory or conceptual
model for
theoretical/conceptual
framework.
value: 1.00
value: 2.00
Score/Level
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.10) Theoretical/Conceptual
Framework: Clearly and concisely
identify the theory/conceptual
framework. In quantitative studies,
the theoretical framework is the
appropriate term and in qualitative
studies the conceptual framework is
the appropriate term. The student will
articulate the theoretical/conceptual
framework with concepts from the
literature to ground and complement
the applied business study.
•
This component should not exceed
one page. It will be expanded upon in
the literature review.
e. Identifies how/why the
theory or conceptual model
for theoretical/conceptual
framework is applicable and
fits/applies to the study.
Section 1 Foundation of the Study Quality
Indicators
(1.13) Significance of the Study
a. States why the study is of
value to business.
value: 1.00
value: 2.00
Score/Level
value: 0.00
Section 1 Foundation of the Study Quality
Indicators
(1.13) Significance of the Study
b. States how this study
may contribute to effective
practice of business
(improvement of business
practice).
Section 1 Foundation of the Study Quality
Indicators
(1.13) Significance of the Study
c. Identifies how the results
might contribute to positive
social change.
General Comments
Comments on the following indicators of
quality apply to the manuscript as a whole.
Writing Style and Composition
The DBA Doctoral Proposal is written in
scholarly language (accurate, balanced,
objective, tentative). The writing is clear,
precise, and avoids redundancy/errors.
Statements are specific and topical sentences
are established for paragraphs. The flow of
words is smooth and comprehensible. Bridges
are established between ideas. Few direct
quotes exist.
value: 1.00
value: 2.00
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value: 0.00
General Comments
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quality apply to the manuscript as a whole.
Organization and Form
The proposal/DBA Doctoral Study is in APA,
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a.
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c.
d.
e.
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h.
Is logically and
comprehensively organized,
using subheadings where
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Has a professional,
scholarly appearance,
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grammar, punctuation, and
spelling; does not contain
anthropomorphisms
Includes citations for the
following: quotations,
paraphrasing, facts, and
references to research
studies, and
In-text citations are found in
the reference list; references
have corresponding in-text
citations,
Appendices include
documents to support data
collection (consent to
participate, organizational
permission, any raw
data/interview transcriptions,
etc.)
Table of contents have
appropriate appendices
annotated
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appropriately in APA, 6 th
edition format
value: 1.00
value: 2.00
Score/Level
value: 0.00
value: 1.00
value: 2.00
Score/Level
Walden University
ScholarWorks
Walden Dissertations and Doctoral Studies
Walden Dissertations and Doctoral Studies
Collection
2018
Strategies for Low Employee Turnover in the Hotel
Industry
Odetha Antonnett Davis
Walden University
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This is to certify that the doctoral study by
Odetha A. Davis
has been found to be complete and satisfactory in all respects,
and that any and all revisions required by
the review committee have been made.
Review Committee
Dr. Richard Snyder, Committee Chairperson, Doctor of Business Administration Faculty
Dr. Annie Brown, Committee Member, Doctor of Business Administration Faculty
Dr. James Savard, University Reviewer, Doctor of Business Administration Faculty
Chief Academic Officer
Eric Riedel, Ph.D.
Walden University
2018
Abstract
Strategies for Low Employee Turnover in the Hotel Industry
by
Odetha A. Davis
MBA, University of the West Indies, 2010
BSC, University of the West Indies, 2004
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
April 2018
Abstract
Employee turnover affects the profitability, performance, and customer service of an
organization. The purpose of this multiple case study was to explore strategies that
leaders in the hotel industry used to maintain a low rate of employee turnover.
Motivation-hygiene theory was the conceptual framework for the study. The study
population included 9 hotel leaders from 2 international hotels operating in Jamaica.
Methodological triangulation involved the comparison of data from observation of hotel
facilities and leaders’ interactions with employees, review of company documents, and
semistructured interviews. Data were analyzed into emerging themes using a
Gadamerian hermeneutics framework of interpretation. Four major themes emerged from
the data analysis: effective leadership strategies, favorable human resource management
practices, good working conditions, and a family-oriented organizational culture.
Analysis of the data showed that hotel industry leaders used a combination of these
strategies to maintain low rates of employee turnover. The findings and recommendations
may contribute to positive social change by providing hotel leaders with effective
retention strategies, resulting in increased profitability and potential income continuity,
thereby decreasing unemployment and moderating poverty.
Strategies for Low Employee Turnover in the Hotel Industry
by
Odetha A. Davis
MBA, University of the West Indies, 2010
BSC, University of the West Indies, 2004
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
April 2018
Dedication
I dedicate this doctoral study to my husband, Kevin, and to my children, Aprille
and Aiyanna. Your steadfast belief in me encouraged, inspired, and motivated me
throughout this journey. Without your support and sacrifice, I would not have been able
to complete this study and achieve this great accomplishment.
Acknowledgments
Firstly, I would like to thank Jehovah God for giving me the strength and courage
to complete this study. Secondly, I would like to thank my Chair, Dr. Richard Snyder, for
his unwavering support and mentorship throughout this journey. I also acknowledge and
extend gratitude to my second committee member, Dr. Annie Brown, and University
Research Reviewer Dr. James Savard. I sincerely appreciate all the invaluable feedback
and guidance provided throughout this process. Finally, I would like to thank the research
participants for sharing their expertise and contributing to the expansion of the literature
on employee turnover in the hotel industry.
Table of Contents
List of Tables ……………………………………………………………………………………………………… iv
Section 1: Foundation of the Study…………………………………………………………………………..1
Background of the Problem ……………………………………………………………………………….2
Problem Statement ……………………………………………………………………………………………2
Purpose Statement …………………………………………………………………………………………….3
Nature of the Study …………………………………………………………………………………………..3
Research Question ……………………………………………………………………………………………5
Interview Questions ………………………………………………………………………………………….5
Conceptual Framework ……………………………………………………………………………………..6
Operational Definitions ……………………………………………………………………………………..7
Assumptions, Limitations, and Delimitations……………………………………………………….8
Assumptions……………………………………………………………………………………………… 8
Limitations ……………………………………………………………………………………………….. 9
Delimitations …………………………………………………………………………………………….. 9
Significance of the Study …………………………………………………………………………………..9
Contribution to Business Practice ………………………………………………………………. 10
Implications for Social Change ………………………………………………………………….. 11
A Review of the Professional and Academic Literature ……………………………………….11
Retention Challenges in the Hotel Industry …………………………………………………. 13
Herzberg’s Motivation-Hygiene Theory……………………………………………………… 15
Reasons for Employee Turnover in the Hotel Industry …………………………………. 30
i
Retention Strategies in the Hotel Industry …………………………………………………… 42
Transition ………………………………………………………………………………………………………48
Section 2: The Project …………………………………………………………………………………………..49
Purpose Statement …………………………………………………………………………………………..49
Role of the Researcher …………………………………………………………………………………….49
Participants …………………………………………………………………………………………………….52
Research Method and Design …………………………………………………………………………..54
Research Method …………………………………………………………………………………….. 54
Research Design………………………………………………………………………………………. 55
Population and Sampling …………………………………………………………………………………57
Ethical Research……………………………………………………………………………………………..60
Data Collection Instruments …………………………………………………………………………….61
Data Collection Technique ………………………………………………………………………………64
Data Organization Techniques ………………………………………………………………………….67
Data Analysis …………………………………………………………………………………………………67
Reliability and Validity ……………………………………………………………………………………70
Credibility ………………………………………………………………………………………………. 70
Dependability ………………………………………………………………………………………….. 71
Confirmability …………………………………………………………………………………………. 72
Transferability …………………………………………………………………………………………. 73
Transition and Summary ………………………………………………………………………………….74
Section 3: Application to Professional Practice and Implications for Change ………………75
ii
Introduction ……………………………………………………………………………………………………75
Presentation of Findings ………………………………………………………………………………….76
Discussion of Themes and Subthemes ……………………………………………………………….80
Theme 1: Effective Leadership Strategies …………………………………………………… 80
Theme 2: Favorable HR Management Practices ………………………………………….. 91
Theme 3: Good Working Conditions………………………………………………………… 104
Theme 4: Positive Organizational Culture…………………………………………………. 110
Application to Professional Practice ………………………………………………………………..116
Implications for Social Change ……………………………………………………………………….120
Recommendations for Action …………………………………………………………………………121
Recommendations for Further Research …………………………………………………………..126
Reflections …………………………………………………………………………………………………..127
Conclusion …………………………………………………………………………………………………..128
References …………………………………………………………………………………………………………130
Appendix A: National Institutes of Health Certificate of Completion ……………………….173
Appendix B: Interview Protocol …………………………………………………………………………..174
Appendix C: Invitation to Participate in the Study ………………………………………………….177
Appendix D: Observational Protocol …………………………………………………………………….179
iii
List of Tables
Table 1. Initial Codes and Number of Associations Derived From Interview
Questions………………………………………………………………………………………………….78
Table 2. Major Themes and Subthemes Based on the Data ……………………………………….79
Table 3. Theme 1: Effective Leadership Strategies—Participant Comments ………………81
Table 4. Theme 1: Effective Leadership Strategies—Subthemes ……………………………….82
Table 5. Subtheme 1.3: Opportunities for Growth and Development—Participant
Comments ………………………………………………………………………………………………..89
Table 6. Theme 2: Favorable HR Management Practices- Participant Comments ………..92
Table 7. Theme 2: Favorable HR Management Practices—Subthemes ……………………….93
Table 8. Subtheme 2.3: Competitive Compensation and Benefits—Participant
Comments ………………………………………………………………………………………………..97
Table 9. Subtheme 2.4: Rewards and Recognition—Participant Comments ………………102
Table 10. Theme 3: Good Working Conditions—Participant Comments …………………..105
Table 11. Theme 3: Good Working Conditions—Subthemes …………………………………..106
Table 12. Theme 4: Positive Organizational Culture—Participant Comments ……………111
Table 13. Theme 4: Positive Organizational Culture—Subthemes ……………………………112
iv
1
Section 1: Foundation of the Study
Organizational leaders face challenges in managing and retaining employees
(Aruna & Anitha, 2015; Mwasaru & Kazungu Kingi, 2015). One of the greatest
challenges hotel industry leaders face is the inability to find and retain qualified
employees (Pearlman & Schaffer, 2013). Staff turnover in the hotel industry not only
leads to a decrease in service quality but it also causes hotels to lose competitive
advantage (Mohsin, Lengler, & Kumar, 2013); therefore, staff turnover can result in a
loss of revenue (Guilding, Lamminmaki, & McManus, 2014). High staff turnover also
leads to higher costs in the hotel industry (Tews, Michel, & Ellingson, 2013). Lower
levels of turnover will allow business leaders to save costs, enhance strategic human
resource planning, and improve the competitive advantage of the organization
(Schlechter, Syce, & Bussin, 2016).
Employees’ turnover intention is a major problem that managers in the hotel
industry face on a daily basis (Ferreira, Martinez, Lamelas, & Rodrigues, 2017). There
are no fixed practices in the hotel industry that show how to retain employees and keep
them committed because employers place different emphases on different variables,
depending on the organizational fit (Mehta, Kurbetti, & Dhankhar, 2014). However,
strategies for employee retention such as training and development, adequate
remuneration, effective communication, and increasing job satisfaction may help to
reduce turnover if managers implement them successfully (Anvari, JianFu, &
Chermahini, 2014). An employer’s use of the needed retention practices can reinforce an
employee’s decision to stay (Al-Emadi, Schwabenland, & Qi, 2015). Because of the
2
global nature of the hotel industry, a talent war has surfaced, as hospitality firms vie for
the most qualified applicants (Torres & Mejia, 2017).
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