The problem of staff turnover and ways to solve it

2021 ◽  
pp. 56-60
Author(s):  
E.P. Udodova ◽  
A.V. Kolesnikov
Keyword(s):  
Staff Turnover ◽  
High Turnover

The article deals with the problem of staff turnover in an organization. The reasons for the high turnover of personnel are analyzed, and recommendations are given to reduce this negative phenomenon.

scholarly journals An interesting insight into hospitality work

2018 ◽  
Vol 2 (1) ◽  
pp. 13-14
Author(s):  
Jill M Poulston
Keyword(s):  
Fast Food ◽  
Good Time ◽  
Staff Turnover ◽  
Summary Report ◽  
Good Service ◽  
High Turnover ◽  
Fast Food Industry ◽  
Human Contact ◽  
Interesting Insight ◽  
Insight Into

Turnover is such a persistent characteristic of the hospitality industry, it has the qualities of a legend. The Lawson Williams Staff Turnover Report [1] recently calculated turnover in the hospitality and fast food industry as 41.7%, the highest of any industry surveyed. Such high turnover set against a constant stream of willing newcomers to the industry warrants investigation. This study therefore examined not so much the nature of the industry, but more the act of hospitality in terms of motives and rewards. The study interviewed 12 people in Auckland, including some who had never worked in commercial hospitality, to provide an insight into giving hospitality at home. Participants were asked to reflect on their reasons for serving others and their interpretations of hospitality and service, and encouraged to describe the emotions they felt in the moment of giving hospitality. Rewards for giving hospitality were directly related to the pleasure received by guests: It’s the best, being able to look after people. I liked the look of happiness on people’s faces. I enjoyed spoiling customers. It’s a reward, pleasure, out of making people happy. You take people on a journey and make them feel better. You can create amazing moments for people. Some participants experienced the frustration of being unable to give pleasure, either because guests were difficult, or for reasons seemingly beyond their control: I didn’t like serving people who didn’t know how to have a good time. When I can’t give good service, I don’t like it. Paid hospitality work was described as “emotionally draining” but was also part of the identity of some participants: “It’s what I do – it’s who I am.”  Results showed that, really, hospitality work is a labour of love and a form of self-expression that can bring happiness through serving others, which of course means the workers are vulnerable to exploitation. This passion to serve and bring pleasure was experienced in an environment that brought both pain and pleasure, expressed with metaphors such as “a love-hate relationship” and “marriage and war”. The main implications arising from this study largely relate to the pleasure of providing good service. Recommendations therefore include the need for managers to recognise the desire to provide excellent service, so this can be  facilitated, rather than impeded by faulty products, maintenance issues, under-staffing, and other irritating problems that frustrate employees. It is also suggested that supervisors and managers reflect on their own desire to serve and take up service opportunities as they arise, rewarding themselves with positive experiences of human contact, rather than getting lost in administration and crisis management. Most are experienced in front-line work and were probably attracted to the industry by the same desire to provide pleasure that this study’s participants expressed. It is therefore important to continue to express this, and help others express it, as part of the effort to reduce turnover by improving work satisfaction. More information about this study is in the original article, which can be obtained from the author (details available after the review process is completed). Corresponding author Jill Poulston can be contacted at [email protected] Reference (1) Lawson Williams Consulting. The New Zealand Staff Turnover Survey – Summary Report, 2016. http://www.lawsonwilliams.co.nz/cms/files/2016-Lawson-Williams-NZ-Staff-Turnover-Survey-Summary-report-1.pdf (accessed Jun 7, 2018).

HRM policies play critical role workers in reducing staff turnover in Chinese hotels

2020 ◽  
Vol 28 (6) ◽  
pp. 29-30
Keyword(s):  
Public Relations ◽  
Critical Role ◽  
Retention Rates ◽  
Staff Turnover ◽  
Staff Retention ◽  
Structured Interviews ◽  
High Turnover ◽  
Content Type ◽  
The Difference ◽  
The Impact

Purpose The authors wanted to study hotels because of the alarmingly high turnover of staff, which varies between 22% and 80% across countries. They said previous studies of the importance of HRM had addressed other different sectors in the hospitality industry. Design/methodology/approach The authors carried out semi-structured interviews with eight males and seven females aged between 23 and 52 years old. They were all at junior, or mid-management, level. They had experience of working in a lot of different departments, including marketing, HRM, front office, public relations and finance. The interviews of between 45 minutes and an hour were carried out in cafes. All names were changed in the paper. Findings The in-depth interviews revealed that the way in which HR departments implement policies makes all the difference to staff retention rates. The authors said their study demonstrated the powerful role of HR departments in hotels and that hotel employees expected them to play proactive roles in promoting their wellbeing at work. Originality/value Studies of the impact of HRM on staff turnover in the hotel sector in China have been rare.

Who Cares? Child-Care, Trade Unions and Staff Turnover

1996 ◽  
Vol 38 (4) ◽  
pp. 629-647 ◽  
Author(s):  
Micheal Lyons
Keyword(s):  
Child Care ◽  
Trade Union ◽  
Union Membership ◽  
Trade Unions ◽  
Staff Turnover ◽  
Child Care Workers ◽  
Turnover Rates ◽  
High Turnover ◽  
Survey Results ◽  
Union Voice

This article analyzes survey results from the female-dominated occupation of child-care. It examines job satisfaction and trade union membership in an industry that has high turnover rates. The article explores why child-care workers prefer the exit voice over the trade union voice despite a favotrrable attitude to trade unions generally. The article concludes that unless the political factors that dominate the industry are also addressed, the ability to reduce staff turnover, improve the industrial conditions of child-care and increase union membership will be extremely difficult, though not impossible, as the example of nurses in the 1980s demonstrates.

scholarly journals Determinants of satisfaction and turnover of staff in hotel enterprises

2019 ◽  
Vol 26 (3) ◽  
Author(s):  
Érica Aparecida Coelho ◽  
Tereza Angélica Bartolomeu
Keyword(s):  
Quality Of Life ◽  
Methodological Approach ◽  
Structured Interview ◽  
Working Environment ◽  
Staff Turnover ◽  
High Turnover ◽  
Employees Satisfaction ◽  
Determinants Of Satisfaction ◽  
Structured Questionnaire

Abstract The aim of the present study was to evaluate the existing relationship between Quality of Life at Work (QWL) and personal quality of life, identifying factors that determinate the satisfaction and the employees’ turnover in hotel business. The high turnover of staff in the hotel business is a reality and eventually it is related to the payment offered by the sector, however, it is not only dependent on this aspect. The methodological approach included structured questionnaire, semi-structured interview and Likert-type scale structured questionnaire. The identified factors were related to the working environment and payment, which affect the employees’ satisfaction, the commitment to the contracting company, the quality of the work performed and also the staff turnover. The results showed that the hotels which offered better working conditions brought positive changes to their working environment, improved the quality of the selling product and the employees’ quality of life, increased customers’ satisfaction, reduced the staff turnover and raised the company profit.

scholarly journals Criticality of detailed staff turnover measurement

2018 ◽  
Vol 25 (8) ◽  
pp. 2950-2967 ◽  
Author(s):  
Robert Gandy ◽  
Patricia Harrison ◽  
Jeff Gold
Keyword(s):  
Gender Diversity ◽  
Age Groups ◽  
Staff Turnover ◽  
Turnover Rates ◽  
Local Data ◽  
High Turnover ◽  
Content Type ◽  
University Departments ◽  
The Uk ◽  
New Recruits

Purpose Scrutiny of staff turnover in large organisations is traditionally reactive, involving benchmarking against peers at institution level. Not being an outlier tempts the inference that turnover is “satisfactory”. However, individual departments exhibiting varied, counterbalancing patterns might be masked; meaning situations that present challenges and require action could be missed. The purpose of this paper is to investigate the degree to which headline staff turnover can mask internal variations in a large post-1992 English university with over 2,000 staff. Design/methodology/approach The methods scrutinised related mainstream benchmarking sources, and analysed turnover for both new recruits and staff leaving, as well as net turnover. The inverted Nomogramma di Gandy helped highlight overall patterns and identify outliers. Staff categories and characteristics examined included: age, gender, diversity, staff type and contractual status. Findings It was found that (wide) internal variations were masked between university departments and between different gender and age groups, with Generation Y presenting issues for future recruitment and retention. Localised high turnover rates were found, with particular issues involving research staff. A proactive approach is essential, analysing local data to reflect internal structures, and staff categories and characteristics. Understanding internal and external staff dynamics supports organisations to meet strategic aims and objectives, and target local action. Originality/value The approach and findings provided lessons for staff management relevant to universities, which are critical to many, if not most large organisations in the UK and internationally, particularly in times of uncertainty.

scholarly journals Impacto Financiero Y La Rotación De Personal En Las Áreas De Mercadeo Y Operaciones: Empresa Multinacional De Venta De Vacaciones Prepagadas En El Ecuador/Financial Impact and the Rotation of Personnel in the Marketing Areas and Operations: Multinational

2020 ◽  
Author(s):  
J. Viñán ◽  
G. Miño ◽  
J. Arias ◽  
A. Viteri
Keyword(s):  
Financial Impact ◽  
Multinational Company ◽  
Staff Turnover ◽  
Valuable Contribution ◽  
High Turnover ◽  
Service Companies ◽  
Desarrollo Profesional ◽  
Palabras Clave ◽  
Personal A ◽  
Hiring Costs

El talento humano es determinado como el aporte más valioso en toda empresa, principalmente en las empresas de servicio, por lo que uno de los principales retos es potenciar al talento, buscando estrategias que identifiquen las necesidades y motivaciones que permita brindar agradado, desarrollo profesional y personal a los colaboradores. La ineficaz motivación y el poco compromiso que posee el personal genera un impacto en la rotación de personal lo que se verá reflejado a nivel financiero de la compañía; se ha identificado que la continua y excesiva rotación de personal es perjudicial para el cumplimiento de los objetivos empresariales, así como los costos que se genera en los procesos de reclutamiento, selección, inducción, capacitación, entre otros; y también al momento de la desvinculación. El principal objetivo del estudio es determinar el impacto financiero de la rotación de personal de las áreas de mercadeo y operaciones en una Empresa Multinacional de Venta de Vacaciones Prepagadas en el Ecuador. Ya que la incertidumbre, inestabilidad, genera alta rotación en especial a los nuevos postulantes, y los antiguos trabajadores que réquiem de estabilidad para el cumpliendo de sus objetivos profesionales. En la rotación de personal la organización debe incurrir en un conjunto de desembolso diarios obligatorios por Ley en la desvinculación del personal saliente demás de los requeridos para el reclutamiento y contratación de quienes cubrirán las vacantes presentadas. Human talent is considered the most valuable contribution in every company, mainly in service companies, so one of the challenges is to maximize the talent looking for strategies to identify needs and motivations that allow providing gratified, professional development, personal. Ineffective motivation and commitment that has little staff has an impact on the turnover which will be reflected in financial terms, has been identified as the continued and excessive staff turnover is detrimental to the fulfillment of business objectives, as the costs generated in the process of recruitment, selection, induction, training, among others; and also at the time of termination. The main objective of the study is to determine the financial impact of staff turnover in the areas of marketing and operations in a multinational company selling Prepaid Vacations in Ecuador. As uncertainty, instability, high turnover generated in particular to new applicants, and former employees who requiem stability for fulfilling their career goals. Turnover in the organization must incur a set of mandatory daily payout by law in the decoupling of outgoing personnel other than those required for the recruitment and hiring of those who fill the vacancies presented. Palabras Clave: Talento humano, rotación de personal, costos, reclutamiento y contratación. Keywords: human talent, turnover, recruiting and hiring costs.

scholarly journals Talent management in higher education: is turnover relevant?

2018 ◽  
Vol 42 (9) ◽  
pp. 597-610 ◽  
Author(s):  
Rob Gandy ◽  
Patricia Harrison ◽  
Jeff Gold
Keyword(s):  
Higher Education ◽  
Research Capacity ◽  
Staff Turnover ◽  
High Turnover ◽  
Content Type ◽  
Career Opportunities ◽  
Emerging Issues ◽  
The Uk ◽  
New Recruits ◽  
Retention Policies

Purpose Institution-wide staff turnover in universities might be considered “satisfactory”, but can mask wide counterbalancing patterns between departments and different staff. This paper aims to explore the benefits of detailed turnover analysis in managing talent in the complex changing landscape of Higher Education in the UK. Design/methodology/approach Staff turnover was analysed for both new recruits and staff leaving, as well as net turnover. The inverted Nomogramma di Gandy highlighted overall patterns and outliers. Staff characteristics examined included age, gender, staff type and contractual status. Findings There were (wide) variations in staff turnover for age, gender and type of contract, with particularly high turnover for research staff (influenced by the use of fixed-term contracts). This disproportionately affected younger staff, who are more likely than their elders to seek employment elsewhere, but might stay if there are career opportunities and development. Practical processes are suggested to improve intelligence that enables the best talent to be identified and retained, support a life-span perspective and inform emerging issues such as gender pay differentials. Originality/value Given the increasing complexity of managing talent in universities, with their predominantly knowledge-type employees, the research serves to highlight that high localized staff turnover can adversely impact on a university’s research capacity, which in turn presents risks to the achievement of its strategic aims and objectives. Therefore, detailed scrutiny of staff turnover dynamics can pinpoint where recruitment and retention policies and practice require focus.

scholarly journals Sustainability and Maturation of School Turnaround: A Multiyear Evaluation of Tennessee’s Achievement School District and Local Innovation Zones

AERA Open ◽  
2020 ◽  
Vol 6 (2) ◽  
pp. 233285842092284
Author(s):  
Lam D. Pham ◽  
Gary T. Henry ◽  
Adam Kho ◽  
Ron Zimmer
Keyword(s):  
School District ◽  
Effective Teachers ◽  
School Turnaround ◽  
Staff Turnover ◽  
Negative Effects ◽  
High Turnover ◽  
Difference In Differences ◽  
Low Performing Schools ◽  
Positive Effects ◽  
High Staff Turnover

Recent evaluations of reforms to improve low-performing schools have almost exclusively focused on shorter term effects. In this study, we extend the literature by examining the sustainability and maturation of two turnaround models in Tennessee: the state-led Achievement School District (ASD) and district-led local Innovation Zones (iZones). Using difference-in-differences models, we find overall positive effects on student achievement in iZone schools and null effects in ASD schools. Additional findings suggest a linkage between staff turnover and the effectiveness of reforms. ASD schools experienced high staff turnover in every cohort, and iZone schools faced high turnover in its latest cohort, the only one with negative effects. We discuss how differences in the ASD and iZone interventions may help explain variation in the schools’ ability to recruit and retain effective teachers and principals.

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