Dittmer and Griffin (1980) describe the term labour turnover as “a ratio relating the number of departing employees to the total number of employees on the staff”. Labour turnover is essentially the replacement of staff that have left the business. However, the cost of recruiting and engaging new staff has a considerable cost financially and it may decrease the current staff morale as well as productivity if the staff turnover is significantly high as identified by Mullins (2001).
Turnover can take several forms such as voluntary or involuntary, functional or dysfunctional, avoidable or unavoidable according to Pizam and Ellis (1999). Whilst voluntary and involuntary as quite self-explanatory, it is to be noted that retirement used to fall …show more content…
Lashley (2000) has pointed out that where high labour exists 70% of leavers have been with the organisation for less than three months. However, the problem with this figure, is that the industry consists of diverse sectors and there is significant difference amongst them. It is obvious, therefore, that the rate of turnover will be significantly different between a large hotel and a small-town bed and breakfast.
• Motivation
Motivation has been described by Armstrong (2003) as “the process of encouraging people to apply their efforts and abilities in ways that will further the attainment of the organisations goals as well as the satisfaction of their own needs”. There are different ways of motivating employees, however, they may all vary as different people have different needs when it comes to motivation. Thus, it is easy to apply Herzberg’s, Mausner’s, and Synderman’s (1957) two factor theory of motivation. They have identified that there are two types of motivation: intrinsic and extrinsic, also known as motivating and hygiene …show more content…
Another report carried out by People 1st, have identified that the hospitality industry is over reliant on a young workforce. 34% of the workforce are under the age of 25, meaning that it is three times the number of young people working across the whole economy (12%). Breaking down the 34%, it is clear that large proportion of waiting staff (66%), bar staff (60%) and kitchen and catering assistants (40%) are under 25. Due to the physical demands of the job it is probable that the young people are overworked and sometimes taken advantage of, in the sense of that they can handle the physical demands of the industry and tend to work the antisocial hours. However, if the employee’s work/life balance is upset, it is feasible that they will leave their employment to improve that. This is enforced by a study carried out by Antal International (2016) who have found that hospitality employees tend to leave their jobs to find a job with better work/life balance
Turnover can take several forms such as voluntary or involuntary, functional or dysfunctional, avoidable or unavoidable according to Pizam and Ellis (1999). Whilst voluntary and involuntary as quite self-explanatory, it is to be noted that retirement used to fall …show more content…
Lashley (2000) has pointed out that where high labour exists 70% of leavers have been with the organisation for less than three months. However, the problem with this figure, is that the industry consists of diverse sectors and there is significant difference amongst them. It is obvious, therefore, that the rate of turnover will be significantly different between a large hotel and a small-town bed and breakfast.
• Motivation
Motivation has been described by Armstrong (2003) as “the process of encouraging people to apply their efforts and abilities in ways that will further the attainment of the organisations goals as well as the satisfaction of their own needs”. There are different ways of motivating employees, however, they may all vary as different people have different needs when it comes to motivation. Thus, it is easy to apply Herzberg’s, Mausner’s, and Synderman’s (1957) two factor theory of motivation. They have identified that there are two types of motivation: intrinsic and extrinsic, also known as motivating and hygiene …show more content…
Another report carried out by People 1st, have identified that the hospitality industry is over reliant on a young workforce. 34% of the workforce are under the age of 25, meaning that it is three times the number of young people working across the whole economy (12%). Breaking down the 34%, it is clear that large proportion of waiting staff (66%), bar staff (60%) and kitchen and catering assistants (40%) are under 25. Due to the physical demands of the job it is probable that the young people are overworked and sometimes taken advantage of, in the sense of that they can handle the physical demands of the industry and tend to work the antisocial hours. However, if the employee’s work/life balance is upset, it is feasible that they will leave their employment to improve that. This is enforced by a study carried out by Antal International (2016) who have found that hospitality employees tend to leave their jobs to find a job with better work/life balance