Kempinsinki Hotel Chengdu turnover. Details on hotel turn over
Kempinsinki Hotel Chengdu experience high turnover of employees. This may be caused by lack of utilisation of the theories that help in achievement of reduction in turnover. Motivation in working place leads to employee high performance, satisfaction and confidence in the working places that helps in reduction of turnover (Kusluvan 2003).
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In hotel industry, the employees usually have less motivation that causes the industry to face high employee turnover (Miller & Walker 2010). Culture and leadership may also affect the rate of turn over in the hotel. Similarly, selection of labour pool and the seasonality causes the hotel to face high turnover.
In-depth Analysis on Kempinsinki Hotel Chengdu turnover
In the hospitality industry, the employees have faced several challenges. The challenges range from poor working conditions, poor rewards in terms of payment and other allowances and effects of leadership and the seasonality of the hotel industry (Miller & Walker 2010). These have caused employee dissatisfaction in the industry that causes high employee turnover as they seek for new opportunities.
Similarly, Kempinsinki Hotel Chengdu being in the industry that for a long period has experienced this challenge the hotel also faces the challenges in motivating its employees due to poor rewards, lack of leadership commitment to the employees and poor working conditions.
Further, the hotel response to the employee culture also affects the employees’ satisfaction as it does not fully give them the right to exercise their culture in work places. Similarly, the hotel has been exposed to seasonal changes with sometimes having peak seasons while other times off peak seasons, which causes dissatisfaction due changes in their incentives depending on the change of seasons.
In off peak seasons, the employees face challenges as the rewards are little that may not cater for their needs that cause them to look for other opportunities that cause the high employee turnover in the hotel (Hoque 2002).
In the labour pool selection, the hotel like other hospitality industries experience the use of young people with majority being students who use the jobs in the hotel as a bridging stone to other opportunities. They work for a period of time and shift to other opportunities, which also increase the turnover rate (Davies & Wagen 1998).
Alternative and Possible Solutions to high turnover
In the in-depth analysis the theories touched are the motivation theory, the culture and leadership theory and the labour pool and seasonality theory. In this section, the objective is to have solution in response to these theories.
The theory of motivation recommends several approaches in motivating the employees. Economic person approach: The approach maintains that money is the key motivator to majority of the employees (Miller & Walker 2010). Kempinsinki Hotel Chengdu must ensure that they have high rewards for their employees that will act as a motivator.
This will give them the confidence and morale of working in the hotel. Similarly, the hotel should focus on offering housing, clothing, and medical allowances to its employees in order to boost their morale (Hoque 2002). This would help the hotel in reduction of high turnover as it would make the employees satisfied with the terms of the hotel thus having the motivation.
Human relation approach: The use of this approach by Kempinsinki Hotel Chengdu would help in ensuring that the hotel and the employees have a good understanding that would create unity as well as a platform for discussions in case of challenges (O’Fallon & Rutherford 2010).
This would help the management in understanding the challenges faced by the employees thus taking the right measures to respond to them (Doeringer & Piore 1971). There would be satisfaction of the employees thus reduction of turnover.
Behaviour modification: Kempinsinki Hotel Chengdu needs to focus on its employee behaviour by praising and rewarding the right behaviours. This motivates the employees and causes behavioural change to those with undesired behaviour.
In addition, the hotel may develop coaching programs to change the behaviours of its employees (Kusluvan 2003). This develops a feeling of personal worth that raises the employees’ interest and attention to the hotel.
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Culture and leadership theory
The theory focuses on good leadership and respect of employee cultures (Yu 1999). Kempinsinki Hotel Chengdu needs to adopt a culture that would have the concern of the employees at heart. The hotel should encourage its employees through provision of good working conditions, better payments, and considerable working hours that gives the employees time to relax (Green 2005).
The company should also ensure that there is alternative means of catering for overtime. This would enhance the hotel-employee relationship that consequently would help the employees to gain confidence on the benefits offered by the hotel. Similarly, the hotel should ensure that its management gives concern of its employees the first priority.
They should ensure that they give the employees a platform to complain without threats and ensure that they get feedback (Doeringer & Piore 1971). Further, the management should ensure that their relationship with the employees is solid; they use good means to address them and accord them the respect that they deserve.
This would help in raising the confidence of the employees to the management that further helps in controlling high turnover. In addition, the management of the hotel should understand the cultural needs of every employee and give them the right to exercise them (Hoque 2002).
For instance, different employees have different religions such as the differences in Sabbath days. The management should excuse the employees on the days they have set aside for their deity. This ensures there is employees’ satisfaction in respect to their cultures.
Labour pool and seasonality theory
Kempinsinki Hotel Chengdu can solve this problem by developing a good strategy of identify their labour. They should ensure that they have the right people in the right positions by ensuring that they appoint the employees with the right skills, knowledge and competence to the position that requires those qualifications.
In addition, the hotel should ensure that the payments, working conditions and benefits match the qualifications as well as the position held by the employees (Chiang 2006).
Kempinsinki Hotel Chengdu to take care of the seasons demand, the hotel should employ sufficient employees for the off-seasons and outsource for back up labour during the peak seasons (Kazis 2001). This back up employees should work under contract basis that would run for the period of the peak season.
This would help the hotel in maintaining their full time employees as there will be no fluctuation of their employment benefits (Hoque 2002). Similarly, it will help the hotel from incurring off-season losses caused by payment of employment benefits to workers who might not have enough tasks to perform during these seasons.
The hotel should reinforce its employee through offering regular trainings and short courses on their respective positions (Chiang 2006). The use of this strategy equips the employees with knowledge, skills and competence required in their duties (Chiang 2006).
This ensures that the employees confidence during their duties and employees performance increase that consequently help them in earning more rewards if the terms of rewards are on performance basis. Better rewards and the confidence of the employees increase their passion in their duties that helps in reduction of turnover (Chiang 2006). Thus the hotel should adopt the strategy to ensure it solves the turnover problem.
Chiang, C 2006, an expectancy theory model for hotel employee motivation: The moderating role of communication satisfaction, ProQuest Information and Learning Company, New York.
Davies, C & Wagen, L 1998, Supervision and leadership in tourism and hospitality. Thomson Learning, London.
Doeringer, P & Piore, M 1971, internal labour markets and manpower analysis, Sharpe Publishers, London.
Green, N 2005, Human resource management: international perspectives in hospitality and tourism, Thomson Learning, London.
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Kazis, R 2001, Low-wage workers in the new economy, The Urban Institute Press, Washington.
Kusluvan, S 2003, Managing employee attitudes and behaviour in the tourism and hospitality industry, Nova Science Publishers, Inc., New York.
Miller, J & Walker, J 2010, Supervision in the hospitality industry: Leading human resource, John Wiley & Sons, New Jersey.
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