Factors affecting turnover intentions among employees in Jordanian hotel sector
Question:
Discuss about the Human Resource Management for Hospitality Sector.
For this study, the hospitality sector is selected and the human resource management practices and the strategies are focussed upon. Exclusively for the annotated bibliography, I went through the peer-reviewed journals that emphasized on the hospitality sectors of the Jordan, Spain and India. I have found that the strategies and the practices with respect to the human resource management have impacted the hotel and the tourism sector of the above-mentioned countries. In this study, 5 peer-reviewed journals are selected that will serve as an evidence for the annotated bibliography.
Altarawmneh, I., & Al-Kilani, M. H. (2010). Human resource management and turnover intentions in the Jordanian hotel sector. Research and Practice in Human Resource Management, 18(1), 46-59.
Keywords- socio-cultural barriers, Organisational Ownership, employee turnover
The hypothesis of the article is: (H1) intentions of the employee turnover and human resource management are correlated in the hotel sector of Jordan; (H2) employee age and the turnover intentions are related; (H3) hotel ownership and turnover intentions are related; (H4) hotel ownership and human resource practices are related; (H5) Hotel categories and the intentions of employee turnover are related; (H6) hotel categories and the human resource practices are related. The purpose of the research is to investigate the phenomenon of turnover in the Jordanian hotel sector. The hotel sector in Jordan experiences a high rate of turnover and in this research, the human resource management and practices and its impacts are studied on the employee turnover. The regular employees that work in the hotel organizations are selected for the study and the and especially the employees of the region in the South Jordan are targeted for the study. Methodology- The employees are selected to study the existing human resource strategies and why the employee leave the targeted hotel. A self-administered questionnaire in structured form is framed which are based on the previous studies and the data were captured from the 250 employees. A total of 1049 employees are selected for the study that is working in 29 hotels. The questionnaire is translated into the Arabic language and also into the native language of the participants. The information contained in the questionnaire are: questions based on the salaries, work experiences, age, the gender of the employees; five different categories are selected for the differentiating the hotels and that ranged from 5 star to 1 star. Also, 2 different categories are used to measure the hotels that are based on the ownership. This is based on the Jordanian hotel and multinational hotel; eight different human resource practices are also measured through the questionnaire. This includes the job security, performance appraisal system, rewards, salaries and payment enhancements, selection procedures, promotion opportunities, job description and job analysis; for the purpose of measuring the turnover intentions, a Likert scale that contains fie points are selected. Results- The results suggest that the analysis of the job had a significant effect on the employee turnover intentions. It was also found that the half of the participants are more likely to leave the hotel in future and there is no relationship between the age and the intentions to leave. Conclusion- to conclude, the investment in the human resource practices did not affect the intentions of the employees to leave.
The relationship between service quality, HRM practices, customer satisfaction and hotel performance in Indian hotel industry
While the findings are useful for the hotels in the Jordan. The findings is also useful for my own understanding by the way that the human resource management although useful in the management for the employees. However, the same is not true with respect to the findings in Jordanian hotels.
Chand, M. (2010). The impact of HRM practices on service quality, customer satisfaction and performance in the Indian hotel industry. The International Journal of Human Resource Management, 21(4), 551-566.
Keywords- service quality, human resource practices (HRM), hotel performance, hotel industry, customer satisfaction.
The hypothesis of the study is: (H1) the improvement of service quality in the hotels are positively related to the HRM practices; (H2) the dimension of service quality has a positive association with the customer satisfaction in the hotels; (H3) between the organizational performance and the HRM practices there is a positive relationship; (H4) A positive relation exists between the hotel business performance, customer satisfaction, service quality and HRM practices. The purpose of the study is to find out the effects or the impacts of human resource management practices on the performance, satisfaction, customer, service quality in the hotel industry. Methodology- data were collected from the customers, employees, Human resource managers of the hotel organizations in India. Before the actual data collection, a small sample data was collected from the 20 customers, 20 employees and 10 Human resource managers. Based upon the small sampled data, changed were made in the format of the questionnaire. A methodology of the survey was employed to ensure that proper reach to a large number of the respondents. 200 hotels and their respective Human resource managers were sent a packet that contained the questionnaires for 10 customer surveys, 10 employee surveys. Of all the total samples, 52 organizations responded and returned 5. The authors measured the 27 human resource practices on a Likert type scale that ranges from 1 to 7. The quality of the service is measured through the SERVQUAL and the 22 items. Customer satisfaction is measured by the degree of the experience of the service and the perceived method of service. Organizational performance is measured by the organizational performance variables (market shares in comparison to an average of the hotel industry, the performance of the company compared to the average of hotel industry). Results- The results indicate that the Human resource management practices have a positive effect on the service quality improvement as well as the satisfaction of customers and performance of the hotel. The other findings suggest that the customer value and satisfaction can be achieved if the needs of the customers are responded positively. Also by the creation of customer value that will have a positive impact on the profitability of the firm. The results also suggest that the effectiveness of a firm increased due to the effective HRM strategies and practices. Conclusion- the model established in the study works according to the findings of the study, and it contributes to the improved performance of the Indian hotel industry, guest satisfaction and improvement in the service quality.
The study is beneficial for the Indian hotels and the findings can be used on a large scale in the Indian hotel sector. The findings can be used elaborately and customer satisfaction proved to be the most vital part in the performance of the hotel.
Marco-Lajara, B., & Úbeda-García, M. (2013). Human resource management approaches in Spanish hotels: An introductory analysis. International Journal of Hospitality Management, 35, 339-347.
Keywords- Hotels, competitiveness, tourism management, human resource management.
The purpose of the article is to study them and identify the human resource strategies and the practices that will be helpful. The subject of interest is the profile of human resource (sex, nationality, number of the employees) and human resource strategies (training strategies, hiring and recruitment). The present study also aims to identify the employment characteristics and the human resource related strategies that are used in the Spanish hotels. The study also emphasises on the differences that exist in the categories of establishment and geographical areas. The study also highlights that more or less the firms apply the same strategies that depend on the market segment and size. The study also includes the human resource management approaches that are employed by the Spanish hotels and it a fact that not all the hotels follow the same strategy and it depends on the market segment and its size. The methodology of the study involves the framing of the questionnaires that were previously agreed upon by the professionals that are in the tourism sector and the experts in the employment. After the framework is designed, it is then sent to the hotels that are located in the Valencia region. A pre-test was conducted based on the preliminary questionnaire, and 15 respondents were considered for the pre-test. The variables of the employees include the: employee number as per the management area, employees of the different nationality, distribution of sex among the different employees, the methods of recruitment, work schedule and types of contract, a percentage of the employee that received the training and the staff turnover. In order to build the hotel population, different databases are used. The questionnaire was sent by post to the manager of each 727 hotels that are located in Valencia. In the end, 112 valid responses were accumulated and the data were collected from such responses. The result of the human resource profile that included a number of employees in each management area, nationality and sex. The survey conducted reveals that the hard human resource strategies were employed and are of the same type and is employed regardless of the competitive strategy. To conclude from the study, the employment profile is similar to the normal behaviour that exists in the hotel industry. The prevailing nationality is Spanish and the women are majorly found in the maintenance and the floor area and the highest turnover is found in the catering, maintenance and floors.
The findings are useful for the Spanish hotels and at same time it is important to note that in certain areas, employing the same type of human resource management strategies can also lead to the overall benefit of the hotels.
Article 4
Chang, S., Gong, Y., & Shum, C. (2011). Promoting innovation in hospitality companies through human resource management practices. International Journal of Hospitality Management, 30(4), 812-818.
Keywords: human resource management practices, training, selection, radial innovation, incremental innovation.
The radical and the incremental innovation are focussed in the study because this is the these are the two technological process innovation. The fundamental changes and arise from the radical innovations and this represents the revolutionary changes in the technology. The incremental changes are the simple adjustment or the minor improvements that exist in the current technology. The study investigates the radical and the incremental innovation in the hospitality companies. Due to the intangible nature of the different services, the success in the hospitality sector is dependent largely on the skills and the attitudes of the employees. In the service delivery, the employees play a major role in the simultaneous consumption and production. The focus of the study is on the two human resource management practices like the training and selection, due to the importance of the both in the hospitality sector. The study takes in to account the hospitality innovation in 3 ways. The first one is the consideration of the radical and the incremental innovation in the hospitality sector. The second one includes the role of the Human resource management practices in the radical and the incremental innovation. The third one includes the impact of the human resource practices upon the innovation within the hospitality sector. The hypothesis states that: (H1) providing training to the employees dealing with the customer for the purpose of gaining multiple skills must have a positive impact on the radical and the incremental innovation; (H2) hiring the employees that have the ability to deal with the customers effectively have a positive impact on the radical and the incremental innovation. The results of the study denote that hiring the skilled employees and the training the core employees that deal with the customers had a positive impact and it has significant effect on the radical and the incremental innovation that are among the restaurant the hotel companies. To conclude from the above study, the current study provides the empirical and the conceptual evidence that the companies must adopt and hire the skilled employees and also train them to get skilled.
The study is although beneficial hospitality companies and has same type of effect for me as well. Integration of the human resource management in the successful outcome of the hotel business requires a direct link with the hiring and training the core employees. The human resource management also includes the inclusion of the radical and the incremental innovation in the hotel companies.
CG Davidson, M., McPhail, R., & Barry, S. (2011). Hospitality HRM: past, present and the future. International Journal of Contemporary Hospitality Management, 23(4), 498-516.
Keyword: human resource management, outsourcing, training, employment, hospitality services.
The purpose of the study is to find the trends in the human resource management in the hospitality sector and the emphasis is put on the large international hotels. The purpose of the review is within the contest of the general human resource management theory development. The study provides a detailed literature review of the trends, issues and the background in human resource management. the study focuses on the deviates from the generic human resource review and the examines the trends and issues in the hospitality industry. Also, personal communication along with the senior executives of this industry are used to specifically highlight the vital issues. The results of the study reveal that the issues pertaining to skills development, training and the service quality are important in future as it was in the past. Presently, technology has revolutionized the way human resource management is conducted. The approaches of the human resource management are required in the generational change and how the generation Y and X perform. Outsourcing and casualization will become more dominant methods of recruitment in the past. The strategic human resource management and its related practices have become more flexible and it adds value to the future hospitality sector performances. The future of the human resource management in the future needs to take into account the hospitality industry and the various trends which will be influenced in future by the local circumstances. To conclude from the study, the return on investment and the yield must first be satisfied in order to have the sustainable hospitality organization. It is known that the hotel companies do not own the real estate and thus the profit earned is distributed or rather split between the management companies and the owners. This increases the scope of the and the need pf the levels of profit. The managers are also worried about the rising labour costs and the employees whereas worry about the poor working condition and low pay. Thus greater security to the employment and the and greater emphasis on the customer preference and needs can help the hospitality industry to build up profit margin.
The study although focuses on the present and the future trends in the human resource management. Whereas it is also important to note that the HRM strategies are impacted to a great extent by the local circumstances. I have come to know that in future, the trends in the employee recruitment will emphasize on the casualization and formalization.
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