The possible ways to minimize the high employee turnover rate in Sofitel Hotel
Introduction
Employee turnover is the percentage of the workforce which leaves an organization and is replaced by new hires. Sofitel is a luxurious five-star hotel that embraces the history of New Zealand along with its French sophistication (Sofitel Auckland Viaduct Harbour, 2019).
Measuring the employee turnover is generally something that the Human Resources Department takes over as it is greatly helpful in the estimation for budget purposes in relation to the cost-to-hire. New Zealand makes a total expenditure on tourism for 17.5 billion NZ dollars and that accounts for 18.7% of exports that contributes to 9% of their Gross Domestic Product.
The hospitality industry has been employing about 10% of the total workforce in the country. The scope of the labour market creating a pressure on the hospitality sector is on the rise and the damage is expected to be tremendous. What is ailing the industry the most is the fact that there is a shortage in the availability of appropriately skilled workforce.
Although cheap labour has been readily available industry experts have predicted that labour shortages will wreck the industry in the coming years. Statistics show that New Zealand as a market or an economy has a total turnover rate of 29.2% in 2006 which is more than 16.7% of the national average combining all sectors of industry in the country.
Plan of the project
The entire scheme of the study is a reflection and critical analysis on the cause of rise of employee turnover and how it affects the hotel industry in Auckland, New Zealand with respect to the Sofiet Auckland Viaduct Harbour Hotel. The study begins by giving a brief aim and objective of the study.
The literature review covers the topics as depicted by various scholars and researchers that deal with topics like the challenges faced by the New Zealand Hotel industry. The project methods have been delineated along with that of data analysis and ethical considerations. The findings along with recommendations and a conclusion have been added that are drawn from the limitations of the research.
Aim and Objectives
The aim of the study or business project is to focus on the main reasons why employee turnover is being a problem to the Sofitel Auckland Viaduct Harbor hotel.
The objectives of the project are:
- To analyse the effects of employee turnover on the hospitality industry in relation to Sofiet Auckland.
- To understand then cause of the rise of challenges in relation to employee turnover in the hospitality industry.
Literature Review
Concept of turnover rate in organizations
As per Ehrenberg & Smith (2017), their concept of employee turnover has been described to be the ratio of the total number of people leaving the organization is to the number of people who have left voluntarily during the period being taken for consideration.
This has to be divided by the average of the total number of people working for the company during the time being considered. Even as of 2006 it was seen by the New Zealand Hotel council Conference that the turnover rate was as high as that of 60%. It is a huge problem since without proper human capital there would not be enough knowledge to take full advantage of upcoming technology.
The labour market is however seen to be very tight and rate of unemployment is below 4%.
As per Willis (2017), an alternative definition of the same could suggest that it is the leaving of any kind of a job of any kind of duration. This is supposed to be something that has happened after a spell or period of continuous or regular employment (Solow, 2019).
Challenges faced by organizations in obtaining high turnover rate (industry data)
There are certain challenges faced by an organization that can lead to an abysmal rate of turnover even in a business organization of repute like that of Sofitel Auckland. As per Adler et al. (2016), one of the primary factors as discussed earlier is the attitude of the employee and personality factors.
Employee’s experience in regards to the kind of job satisfaction they have is more or less dependent on the organisation they work for. Job satisfaction has a lot to do with how the employees are treated at work and the higher the level of satisfaction the lower the turnover rate and vice-versa.
As per Raziq & Maulabakhsh (2015), it is the job of a supervisor to check red-tape activities and have an open-door policy with the employees so that they can work on their shortcomings instead of feeling terrorized into taking any foolish step. The team leads may have been the source of sending the wrong messages to their employees the reason why it came back to the company as a high rate of attrition.
As per Noe et al. (2017), it is the lack of respect and satisfaction that can drive an employee far away from an organization. Recognition is one of the primary ways for an employee to connect with their organization of choice.
Benefits of overcoming high employability turnover rate
Figure 1: Hotel turnover average from year 2000-2010
(Source: Thunnissen, 2016)
Stating the obvious it is highly important for any company to make sure that the employees are not just hired and fired on alternate days. The problem that arises once an employee leaves is that of cost since every employee maintained incurs the same in the form of the hiring cost, training cost and exit costs that would include payouts, payments and replacements.
As per De Massis et al. (2018), it is the overall experience of the employee that makes them a veteran in the industry which they are taking away by voluntarily stepping away from the organization and it becomes the loss of the company.
The employees who leave are generally the ions who can achieve targets better but feel unappreciated or under-resourced. It could also be that they have not been compensated as per standards of expectations. As per Onkelinx, Manolova & Edelman (2016), it is the company that mostly needs the benefits of employee loyalty. That is something that helps a company is sustainable in the long run.
Theories related to employee turnover
As per Hom et al. (2017), the concept of turnover intention is rather ambiguous as it reflects the kind of attitude the employee bears towards the company.
This is something that is very complex, almost as complex as the attitude itself and there are multitudes of fundamental components that have to be considered so that one can understand the same. Intentions go a long way in stating what a person is actually interested in so that forms the basis of the study.
Intentions are something that gives away the next course of action to be taken by a person. It highlights the judgments and intentions of a person so it is to be studied with respect to that of a company’s employee turnover rates.
Maslow’s hierarchy of needs can be followed by Sofitel hotel to increase the motivation of their employees. There are five different approaches included in the hierarchy.
The first stage of the hierarchy is the psychological needs of the employees, in which the organisation needs to provide stable employment and salary to their employees for survival. In the security needs, stable emotional and physical environment such as safe work environment, fair work practices and monetary benefits are provided to the employees.
Belongings needs are the social acceptance such as cooperation and friendship on the job. The esteem needs include positive self-image, job title respect and recognition in the organisation (Singh and Behera, 2016). Therefore, it is required for the hotel to provide proper job title, nice work place and recognition in the organisation in order to complete prestigious job assignments.
In self-actualisation needs, Sofitel hotel needs to provide workplace autonomy to their employee and provide challenging works as per their experiences and status of the job. Therefore, it is beneficial for the hotel to increase motivation of the employees and increase employee retention rate. The hotel can provide the reward to their employees as per their performance to improve motivation.
Problem solving tools (The Fishbone Diagram, Brainstorming)
As per Baxter (2016), the system of root cause analysis can be done by something called a fishbone structure. The concept of root cause analysis is something that is part of a structured team effort which assists by identifying any underlying causes or factors of a near-miss or an adverse event.
It is said that an understanding of the factors that contribute to the cause of a system failing may develop actions which sustain correction.
Figure 2: Typical fishbone diagram that leads to the problem statement
(Source: Muir, Cano & Terry, 2016)
As per Newman (2017), brainstorming is the method of genesis of ideas that help to design or figure out the solution of a problem. In the context of business it takes place under the tutelage of a facilitator and can be in the form of a group discussion.
It is most effective when the participants can take the help of multiple drawings that associate their ideas in a free-thinking environment that broadens the space of the solution. Brainstorming places a lot of importance on the moderator or facilitator since it is all about the harnessing of synergy. It is the faculty of collective thinking that can lead towards the avenues that are most viable to be accepted as potential solutions.
Project methods
The two types of research methods are primary and secondary data collection methods in which qualitative and quantitative data has been collected.
The Primary research method
First handed data has been collected in this process in which different processes have been followed to collect data. The tools for collecting primary data are,
Interview
A structured method has been followed to conduct interview and in this process, the managers of Sofitel Auckland Viaduct Harbour Hotel has been selected to collect qualitative data. Pre-prepared open ended question has been provided to them to collect data from the managers. Specially the managers from the food, housekeeping and human resource department has been selected to collect the data
Questionnaire
A series of close ended questionnaire has been used in this research to collect quantitative data. Responses have been gathered from the employees of Sofitel hotel to determine the reasons for missing employee turnover rate in the hotel. In this process, 20 employees have been selected as a sample size to collect data. A question of 30 questions has been utilized to collect data.
Questionnaire method has been chosen for collecting primary data as data has been gathered directly from the opinion of the employees of Sofitel and data has been analysed with the help of statistics. Perfect information can be identified through the numerical value and variables can be analysed mathematically. It has been effective to determine correct internal issues that have been faced by the employees of Sofitel hotel.
Observation
The issues faced by the employees have been noticed through the observation process. The employees from different departments have been selected to conduct observations and at least 5 employees from each department have been selected for observations in which the sample size of 20 employees has been taken.
The secondary research method
The secondary data has been collected from the secondary data sources which are already available. The data according to the issues in employee turnover rate has been searched, skimmed and collected. Two types of secondary research methods that have been used in this research are,
Literature review
Literature review is effective for critically evaluate the research problems. Data has been collected from books, journals and other scholarly articles to determine the issues faced by an organisation due to high employee turnover rate. It provides a better overview of the hospitality industry and hotels that face similar issues in their organizations.
Social media
Social media has also been used in this research in which internet based applications have been used to collect data from the texts, comments and post. It is effective for finding the reliable information about the Sofitel hotel.
Data collection and analysis
Data collection through survey
Q1: What is your age?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| 21-35 years | 4 | 20 | 20 |
| 36-45 years | 10 | 20 | 50 |
| 45-60 years | 6 | 20 | 30 |
Table 1: Age of the employees
(Source: Created by the author)
Figure 3: Age of the employees
(Source: Created by the author)
Q2. For how many years are you working for this company?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Less than 1 year | 5 | 20 | 25 |
| 1-4 years | 4 | 20 | 20 |
| 5-10 years | 6 | 20 | 30 |
| More than 10 years | 5 | 20 | 25 |
Table 2: Working experience
(Source: created by the author)
Figure 4: Working experience
(Source: created by the author)
Q3. Is the working culture of your organisation is satisfactory and motivating?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| High satisfactorily | 4 | 20 | 20 |
| Satisfactory | 2 | 20 | 10 |
| Neutral | 3 | 20 | 15 |
| Dissatisfactory | 8 | 20 | 40 |
| Highly satisfactory | 3 | 20 | 15 |
Table 3: Working culture
(Source: Created by the author)
Figure 5: Working culture
(Source: Created by the author)
Q4. Do you have a clear understanding of your career path and promotion?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Yes | 4 | 20 | 20 |
| No | 8 | 20 | 40 |
| Neutral | 8 | 20 | 40 |
Table 4: Understanding of career path and promotion
(Source: created by the author)
Figure 6: Understanding of career path and promotion
(Source: created by the author)
Q5. How far do you agree that you hotel is effective for maintaining work life balance in the organisation?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 2 | 20 | 10 |
| Agree | 2 | 20 | 10 |
| Neutral | 4 | 20 | 20 |
| Disagree | 6 | 20 | 30 |
| Strongly disagree | 6 | 20 | 30 |
Table 5: Effective for maintaining work life balance
(Source: created by the author)
Figure 7: Effective for maintaining work life balance
(Source: created by the author)
Q6. Do you feel valued at work?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 2 | 20 | 10 |
| Agree | 2 | 20 | 10 |
| Neutral | 4 | 20 | 20 |
| Disagree | 6 | 20 | 30 |
| Strongly disagree | 6 | 20 | 30 |
Table 6: Value at work
(Source: created by the author)
Q7. What problems do you face in your workplace that reduces your performance?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Lack of communication | 4 | 20 | 20 |
| Lack of training | 4 | 20 | 20 |
| Low future growth | 4 | 20 | 20 |
| Low motivation among employees | 8 | 20 | 40 |
Table 7: workplace problems
(Source: created by the author)
Q8. Do you receive recognition in your workplace?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Yes | 5 | 20 | 25 |
| No | 10 | 20 | 50 |
| Neutral | 5 | 20 | 25 |
Table 8: recognition in workplace
(Source: created by the author)
Q9. Do you believe the leadership team takes your feedback seriously?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Very serious | 2 | 20 | 10 |
| Serious | 4 | 20 | 20 |
| Neutral | 4 | 20 | 20 |
| Not serious | 10 | 20 | 50 |
Table 9: seriousness of feedback
(Source: created by the author)
Q10. How far do you agree that leadership team of Sofitel hotel is transparent?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 4 | 20 | 20 |
| Agree | 2 | 20 | 10 |
| Neutral | 2 | 20 | 10 |
| Disagree | 4 | 20 | 20 |
| Strongly disagree | 8 | 20 | 40 |
Table 10: Transparency in leadership
(Source: Created by the author)
Q11. How much do you agree that the organizational culture of Sofitel hotel is work friendly?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 4 | 20 | 20 |
| Agree | 2 | 20 | 10 |
| Neutral | 4 | 20 | 20 |
| Disagree | 4 | 20 | 20 |
| Strongly disagree | 6 | 20 | 30 |
Table 11: Organizational culture
(Source: Created by the author)
Q12. Does your organisation organise motivational programs for their employees?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 4 | 20 | 20 |
| Agree | 4 | 20 | 20 |
| Neutral | 2 | 20 | 10 |
| Disagree | 5 | 20 | 25 |
| Strongly disagree | 5 | 20 | 25 |
Table 12: Motivational programs
(Source: Created by the author)
Q13. What is the importance of increasing employee retention rate in the organization?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Enhancement of profitability | 5 | 20 | 25 |
| Positive work culture | 10 | 20 | 50 |
| Improvement of employee morale | 2 | 20 | 10 |
| Disagree | 3 | 20 | 15 |
Table 13: the importance of employee retention rate
(Source: created by the author)
Q14. Does your executive team contribute to a positive work culture?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Yes | 5 | 20 | 25 |
| No | 10 | 20 | 50 |
| Neutral | 5 | 20 | 25 |
Table 14: executive team in work culture
(Source: created by the author)
Q15. How far do you agree that workload for every employee is high in Sofitel hotel?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 2 | 20 | 10 |
| Agree | 2 | 20 | 10 |
| Neutral | 4 | 20 | 20 |
| Disagree | 4 | 20 | 20 |
| Strongly disagree | 8 | 20 | 40 |
Table 15: workload for employees
(Source: Created by the author)
Q16. Do you find it beneficial to maintain strict deadline to complete a task?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Yes | 8 | 20 | 40 |
| No | 8 | 20 | 40 |
| Neutral | 4 | 20 | 20 |
Table 16: benefits of maintain strict deadline
(Source: Created by the author)
Q17. How far do you agree that communication improves the information flow between departments and reduce workload?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 8 | 20 | 40 |
| Agree | 4 | 20 | 20 |
| Neutral | 3 | 20 | 15 |
| Disagree | 2 | 20 | 10 |
| Strongly disagree | 3 | 20 | 15 |
Table 17: Communication improves the information flow
(Source: Created by the author)
Q18. How much do you agree that skills and abilities of the employees can be improved through the training?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 4 | 20 | 20 |
| Agree | 4 | 20 | 20 |
| Neutral | 8 | 20 | 40 |
| Disagree | 2 | 20 | 10 |
| Strongly disagree | 2 | 20 | 10 |
Table 18: Skills and abilities of the employees for training
(Source: created by the author)
Q19. Do you agree that your organization lacks benefits for the employees?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 8 | 20 | 40 |
| Agree | 4 | 20 | 20 |
| Neutral | 3 | 20 | 15 |
| Disagree | 3 | 20 | 15 |
| Strongly disagree | 2 | 20 | 10 |
Table 19: benefits of organisation
(Source: created by the author)
Q20. Do you agree that promotional and economic benefits are important for an organization?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 4 | 20 | 20 |
| Agree | 8 | 20 | 40 |
| Neutral | 3 | 20 | 15 |
| Disagree | 2 | 20 | 10 |
| Strongly disagree | 3 | 20 | 15 |
Table 20: economic benefits
(Source: Created by the author)
Q21: Are you ready to do overtime if proper incentives and holidays are provided by your company?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 5 | 20 | 25 |
| Agree | 5 | 20 | 25 |
| Neutral | 2 | 20 | 10 |
| Disagree | 5 | 20 | 25 |
| Strongly disagree | 3 | 20 | 15 |
Table 21: Overtime based on incentives
(Source: Created by the author)
Q22. How far do you agree that the morale of the employees needs to be improved to enhance communication and creating positive workload?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 4 | 20 | 20 |
| Agree | 8 | 20 | 40 |
| Neutral | 4 | 20 | 20 |
| Disagree | 3 | 20 | 15 |
| Strongly disagree | 1 | 20 | 5 |
Table 22: Employee morale
(Source: Created by the author)
Q23. What strategies can be taken in the organisation to improve the working process and facilities of the hotel?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Proper training | 8 | 20 | 40 |
| Collection of feedback from employees | 4 | 20 | 20 |
| Salary increment and incentives | 5 | 20 | 25 |
| Transparency in the services | 3 | 20 | 15 |
Table 23: Improvement strategies
(Source: Created by the author)
Q24. How far do you agree that application of new technology can help the employees to improve performance and reduce stress levels?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 4 | 20 | 20 |
| Agree | 4 | 20 | 20 |
| Neutral | 8 | 20 | 40 |
| Disagree | 2 | 20 | 10 |
| Strongly disagree | 2 | 20 | 10 |
Table 24: Application of new technology
(Source: Created by the author)
Q25. Do you agree that future growth perspectives are good in your hotel?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 8 | 20 | 40 |
| Agree | 4 | 20 | 20 |
| Neutral | 3 | 20 | 15 |
| Disagree | 3 | 20 | 15 |
| Strongly disagree | 2 | 20 | 10 |
Table 25: Growth perspectives
(Source: Created by the author)
Q26. According to your opinion, the idea of complimentary meals and bonus in festive season is effective for improving motivation of the employees?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Yes | 11 | 20 | 55 |
| No | 5 | 20 | 25 |
| Neutral | 4 | 20 | 20 |
Table 26: Complimentary meals
(Source: Created by the author)
Q27. Is your educational qualification supporting to your job role?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Yes | 8 | 20 | 40 |
| No | 4 | 20 | 20 |
| Neutral | 8 | 20 | 40 |
Table 27: Educational qualification supporting towards the job
(Source: Created by the author)
Q28. How far do you agree that featuring the original employees for endorsement purposes is beneficial for the hotel?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 5 | 20 | 25 |
| Agree | 5 | 20 | 25 |
| Neutral | 2 | 20 | 10 |
| Disagree | 4 | 20 | 20 |
| Strongly disagree | 4 | 20 | 20 |
Table 28: Purpose of employee endorsement
(Source: Created by the author)
Q29. How much do you agree that enhancement of the competition reduces the motivation of the employees?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 4 | 20 | 20 |
| Agree | 8 | 20 | 40 |
| Neutral | 2 | 20 | 10 |
| Disagree | 2 | 20 | 10 |
| Strongly disagree | 4 | 20 | 20 |
Table 29: Competition and employee motivation
(Source: Created by the author)
Q30. How far do you agree that high employee retention rate improves the performance and profitability of Sofitel hotel?
| Options | Frequency of Respondents | Total number of respondents | Percentage of Responses (%) |
| Strongly agree | 5 | 20 | 25 |
| Agree | 5 | 20 | 25 |
| Neutral | 2 | 20 | 10 |
| Disagree | 3 | 20 | 15 |
| Strongly disagree | 5 | 20 | 25 |
Table 30: Employee retention and profitability
(Source: Created by the author)
Data collection through interview
Q1. What are the challenges faced by Sofitel hotel in maintaining high turnover rate in the organisation?
Manager 1: Proper communication is not maintained in the organisation that reduces collaboration between the employees and proper information flow is not conducted. However, competitive structure in the hotel also reduces employee retention.
Manager 2: Future growth possibility is low for the employee as the organisation does not provide proper promotion and incentive facilities to the employees. It receives the motivation of the employees and reduce retention rate
Manager 3: Training is not provided by the organisation to their employees that reduces their skills and intention of retention. As transparency in organizational activities is low, it is effective for enhancing employee turnover rate.
Q2. What benefits can be obtained by the hotel due to proper communication and morale among the employees?
Manager 1: It can improve performance of the employees that can enhance organizational performance and profitability.
Manager 2: Morale among the employees can be improved if job position of the employees is improved. Ethical practices in the workplace become more supportive of the employees and develop career opportunities for the managers.
Manager 3: high employee retention helps the company to gain skilled labour force, improved customer services, high employee satisfaction and reducing costs of operations.
Q3. What strategies can be adopted by Sofitel hotel to reduce turnover rate in the organisation?
Manager 1: Training can be provided by the hotel to their employees that improve skills and their motivation to work. Salary increment and incentives are also effective for improving employee retention.
Manager 2: Talent management is necessary for retaining the employees and lowering the hiring costs. Collaboration between employees is effective for communication.
Manager 3: It is necessary for improving transparency in the organisation that improves communication and information flow.
Discussion
The employees of Sofitel hotel have proper knowledge regarding the organizational processes and as per the employees, the working culture of the organization is not motivating and satisfactory.
The employees do not have a clear understanding of the promotion and career and therefore, it is required for the company to improve the transparency in the organisation. The organisation is not beneficial for maintaining work life balance as proper work culture is not maintained by the company. Huge work pressure and workload for the employees has been identified.
The leaders also do not take the opinion and feedback of the employees seriously. Henceforth, it is effective for the leaders to improve their skills and take feedback from the employee and determine their experiences and skills at the time of allocating roles and responsibilities of the employees.
As per the employees, high employee retention rate help Sofitel hotel to increase organisational productivity and performance. Therefore, improvement in motivation is required for the employees.
As per the Maslow’s hierarchy of needs, motivation is required for improving the performance of employees. The performance of the employees is based on the skill, knowledge and personality. However, it is effective for improving the skills of the employees to maintain a proper performance in the organisation. On the other hand, leadership improvement is also effective for enhancing performance and profitability in the organisation.
For this purpose, contingency theory can be followed by the employees in which improvement of leadership skills is necessary and the leaders need to make strategies after determining the current situation.
Proper incentives need to be provided to the employees for improving the performance and motivation of the employees. Advanced technologies for measuring the performance and incentives need to be provided as per the performance and skills of the employees.
It can increase organisational transparency and the employees of Sofitel hotel can gain more motivation and enthusiasm for improving organisational benefits, productivity and performance.
Alongside, complimentary meals need to be provided by the organisation and it is also required for the hotel to reduce competition between the employees for enhancing their enthusiasm and reduce their stress level.
The employees do not have proper values in the organisation as most of the managers of the organisation do not provide transparency in the organization that reduces communication between the employees.
Different problems have been faced by the employees that reduce employee’s retention and different factors such as lack of training, lack of communication and empower motivation of the employees can reduce employee performance. The employees do not receive recognition in the workplace that also reduced collaboration between employees and managers.
Proper leadership strategies are not followed by the managers that reduce transparency of the organisation. It decreases the work culture of the employees of Sofitel NZ. As the organisation does not organise motivational problems in the organization, it is not effective for the employees to mountain proper performance.
Ethical consideration
It can be assured that the participants were not forced in any way and took part as per their own free will. Their identities shall not be disclosed as the researcher is bound by the pledges of anonymity. The datum that has been collected is valid and reliable since it has been presented in its authentic form. It is free from any kinds of bias and can be further used for the analysis of the subject.
The given piece of work is valid as the data analysis that has been conducted is genuine and free from any kind of bias. It is reliable as it represents the opinions of the interviewees as they are and can be used for the scheme of business analysis.
None of the participants have been forced to give out their opinions and no part of it has been misrepresented in any way. As a researcher one is bound by the pledges of anonymity so the identity of the participants has been kept unrevealed for the same purpose.
Importance and limitations of data collected processes
The data has been collected from the secondary data sources which are relevant to the employee retention in Sofitel hotel. Therefore, it is effective for improving the validity and reliability of the research.
The data that have been collected from these secondary sources have not been manipulated during research that has improved the possibilities of increasing reliability of data. The literature review data and primary data that has been collected in this research has analysed in the research that has improved the possibilities of employee retention.
Findings, Conclusions and Recommendations:
Summary of findings
It is identified from the above findings that most of the employees of Sofitel hotel have age of 36-45 years that identified that most of the employees have good knowledge and experience regarding the business functions. The working culture of the organization is not satisfactory and proper transparency does not provided by the company that reduces the communication.
There is not a clear understanding of the career path and promotion. The hotel is not effective for maintaining the work life balance. It reduces the workload of the employees as well as increasing work pressure.
Team management is effective for enhancing the collaboration in the organisation. It is effective for maintaining the strict deadline to complete the tasks. Training is necessary for the managers to improve the skills and enhancing the enthusiasm of the employees.
Both the promotional and economic benefits are necessary for the employees to improve the performance as well as it is necessary for improving performance and profitability of the organisation. Overtime increases the stress and workload of the employees and it is required for the managers to improve the communication and create positive workload in the Sofitel Hotel.
The managers need to take feedback from the employees for maintaining the turnover rate in the organisation. It is also identified from the managers that talent management is also necessary for determining the skills of the employees and segments the responsibilities among the employees properly accosting to their education qualification to improve the performance. It is effective for increasing future growth perspectives and motivation of the employees to increase employee retention.
Conclusion
From the present study, different issues that are associated with the hotel Sofitel Auckland Viaduct Harbour Hotel are less of future expansion scenario, lack of communication with the team coordinators and others. Apart from that, the management of the hotel is not providing proper training to the workers; the company managers do not motivate their workers for that reason overall productivity of the employees decreases.
At the end a recommendation is provided that can be implemented by the management team of the Sofitel Auckland Viaduct Harbour hotel in order to enhance the overall productivity of the company. In addition, after performing an interview with the management and survey between workers, due to lack of communication, most of the workers is leaving office and it affects the overall management of the Sofitel Auckland Viaduct Harbour Hotel.
Recommendations
Employees are always plays crucial role in the business organisation. The term ‘consumer retention’ can be described as the process in which the workers within the organisation are influenced or motivated to remain with the business firm for a long time or at the end of the entire project.
There are various advantages related to the ‘consumer retention’ such as overall turnover of the cost, no data loss from the company and many more. In addition, five crucial components that are interconnected with the consumer retentions are ‘relationship with the workers’, ‘support from the company’, ‘compensation’, external as well as ‘internal environment’ and ‘growth’.
Provide proper salary and benefits
In the present project report the hotel, Sofitel Auckland Viaduct Harbour can use different strategies that are associated with the consumer retention such as the management of the company can increase the salary and provide incentives based on the performance, this technique will motivate workers within the organisation. As a result the workers are easily being able to work without any hesitation and the productivity of the hotel will also increase.
Proper training and trainer
Apart from that, the hotel can hire proper training and placement in charge. It is the responsibility of the management team of Sofitel Auckland Viaduct Harbour Hotel to provide proper training to the new joiners in order to increase the productivity ratio.
Therefore, if the hotel is able to hire efficient trainer then it will help to improve the training session of the employees. Proper training helps the workers to perform their job without any hassle.
Identify the employees’ difficulties and try to resolve it
Apart from that, one of the most common changes that need to be incorporated in this segment to recognise the basic difficulties that are associated with employees and try to mitigate or resolve it.
Human resource department of the hotel must look into this particular matter and communicate with the departmental heads regarding this topic to solve it. Therefore, Sofitel Auckland Viaduct Harbour Hotel can hire well-equipped human resource managers who can communicate with the workers in a daily basis and try to communicate with them to identify or understand the needs of the workers.
The project work for any industry is never easy but as a researcher I have tried my best in order to make sense of all the outcome of my findings in order to be able to use the same in my life in the future. Evidently, in any formal research work theories are meant to be referred to which I have done as per necessary.
This part of the report or study reflects on the kind of experience I have gathered from working for the host company which is Sofitel Auckland Viaduct Harbour hotel. This part of the report contains a reflection on the critical analysis of the major findings of the report.
Critical analysis of work experience and its outcomes
It is under the purview of personal development that covers factors that form the very basis of awareness and its improvement (Tattum & Tattum, 2017). Personal awareness also means the extra development in the faculties of talent, potential etc.
This is something that builds my curriculum vitae and in the future it may help in the facilitation of employability. The fact that I was able to write a complete business report gave me a sense of achievement and accomplishment. It has enhanced the quality of my life and somehow this personal development will help me in the realization and achievement of my dreams.
I will be the most glad if any part of the report actually helps the organization. There are many aspects of the report that help me increase myself awareness that can help me build a bright future for myself.
I will not say that writing formal business reports is my true-calling but I did help bring out the best aspects of myself. I have improved many skills like that of performing something in a time-bound way and research in itself is the desired outcome that gives me a lot of confidence. The study also makes it evident that it is a result of brainstorming for days even if the results were to be negated or overlooked.
Work experience is the hands-on experience gathered in a workplace situation gained prior to that of graduation or prior to one’s starting to work somewhere (Mom, Fourné, & Jansen, 2015).
This is generally something that is usually credit-bearing. Partnering up with a company in order to perform a project gives me the opportunity to learn outside the classroom. The opportunity to do a project that took me outside of class and work with a company of repute has tested certain skills or personal attributes that employers generally seek I their new hires.
I am not saying that this will work as a replacement for actual experience but it is somewhat akin to that. I am fully aware that the world is very competitive and just a degree alone will not be sufficient for anyone as the jobs are few. I have come to a point in realization that problem-solving, communication and team-work goes a long way and can qualify a person’s skills in the field of hiring and recruitment.
As a future job applicant in a company I feel that it is my responsibility to have mastered these skills first before I apply for a job. The fact that this does not qualify as a formal job experience is probably the only thing that I do not appreciate and also it took me about as long as month to complete so the time consuming factor was also difficult to manage.
Critical analysis of the project process and outcomes
According to my own experience the term critical analysis can only arise from that of critical thinking which is mainly the ordering of thoughts in the minds of people in a reasoned, consistent and a logical way.
Since critical thinking is a cognitive activity it has much to do with critical analysis which is more than just stating what are the positives and the negatives of something like that employee turnover in the hospitality industry and my own interpretations in regards to the same.
According to Amanda Burls who wrote “What is Critical Appraisal?” it is the way of systematically and carefully examining a research in order to make sure it is trustworthy, valuable and relevant in relation to something very particular.
The critical analyses have been made in order to reduce the overload of information by filtering out weak or irrelevant chunks of data. The term project process denotes the process that to project implementation that has been divided into certain sub-parts (Roberts & Allen, 2015).
The value of the project cannot be measured without an assessment of its outcomes as per my opinion. The success of the project is also dependent on how much of my goals have been met by analyses involved in the project. I do believe that most of the outcomes that I had set out to achieve have been met as I have explained why employee turnover can make sure the company or business organization thrives in the chosen industry.
The effects of employee turnover in the industry of Auckland, New Zealand have also been analysed which was one of the project objectives. There are certain unmitigated challenges in relation to the industry that have also been described or delineated.
Critical analysis and reflection with application of theories, concepts and models
A theory is the statement of a system of ideas that explains something. This is something that can be based on general principles that is independent of the phenomena that is sought to be exemplified. Theory is also something that implies that there is a whole body consisting of ideas or principles based on which activities take place.
A model on the other hand is a verbal representation or a simple version of the concept that is sought to be explained. A model is something that explains something that really exists and is a complicated real phenomenon. It is the mathematical, symbolic, graphical and physical representation of the same.
On the importance of turnover intention and why I have taken it to be as a part of my research is that if the organisation Sofiet Auckland can measure or fond out by calculation by the employee intention it will be instrumental in letting the heads know about the staff turnover.
This particular theory is something that can help the company in reduction of their overall attrition and turnover. The research makes it clear that turnover intention is similar to turnover itself and can be both involuntary and voluntary.
The other theory that I have incorporated into my piece of work is the Expectancy Theory by Vroom from 1964. This theory explains in detail how a person’s motivation can be changed or affected by the expectation that the same individual has from the outcome. It shows that individuals are more inclined to put more effort into something so that it brings them closer to their personal goals.
This theory is directly relevant to that of my problem statement because it shows that company employees deserve better job satisfaction which will make them loyal to their organization. It is mainly for the veterans in the industry to make sure that no rash decisions or policies are made while so their leaving will have a negative impact on a company given that almost ten percent of the working population is working for the hospitality sector.
The theory teaches that policies of the HRM that may seem only for the sake of appeasement of the employees unnecessarily can be the reason why they stay in a particular industry or a company.
It is very important to depend on a theory while making a business research since without the same I feel that the interaction, proposed mechanism or the phenomenon cannot or will not be able to be examined or explained. Generally research is carried out to either side with or goes against a particular theory however in the context of this study the theories that have been utilized are of relevance.
Application of theories to real life situations is very much a part of experiential learning as per Kolb’s Learning Cycle. A single piece of research has the ability to take someone to a different place and make them more enlightened by adding to their experience. It really helped that I kept my mind focused and my attitude open and free while learning something new.
There are various models that have been considered for the sake of problem solving and situation analysis like that of the fishbone structure and the process of brainstorming.
Critical analysis and reflection of current industry practices (Sofitel NZ)
The concept of labour turnover in the industry of New Zealand is not new the reason why the organization of concern is concerned about the same. The problem of labour turnover affects the industry as a whole in New Zealand for hospitality.
The tourism business as per statistics is the topmost earner of foreign currency. Current industry reflections from experts show that hospitality and p[productivity in relation to the same have declined since the year 1978. The percentage of fall is at 1.3% per year as per what was last seen in the year 2010.
The industry currently has the most semi-skilled employees that produce only something as low as 2% of the Gross domestic Product. The labor turnover has increased at an alarming rate and is two times the amount that constitutes the national average in relation to the same.
It has been seen that the industry has been thriving although it holds the record for the lowest pay made hourly. Many workers are of the opinion that working in the hospitality sector can be extremely degrading.
They have also labeled it to be largely exploitative, unpleasant, degrading and without any job security. The reviews of the industry are not very positive or encouraging since labourers have chosen the industry only as it is more tolerable in relation to that of wider economic and social constraints and commitments.
According to many stalwarts the field is limited in paradigm however extremely important in its own way. It has been observed by data analysts that the factor of age is definitely associated with the length of a person’s tenure in the industry but it is negatively related to turnover.
It can be seen after analyses that remuneration and the fact that mostly semi-skilled workers are underpaid is a problem area in the industry. It can be seen that exit interviews are the potent tools for analyzing the reason for low unemployment rates but higher employee turnover.
This study also touches on the subject of the fact that there lies a kind of discrepancy or failure to make remedies or corrections in the industry as per the unmet demands alluded to in the exit interviews. It has been seen as the common fault of an organization to be unable to meet the same criteria in the realm of hospitality in New Zealand.
The workers are mostly paid on the basis of a casual contract and have not been able to survive leave alone thrive in the industry for more than a financial year.
The very fact that the employee turnover has not been studied about enough, cannot be emphasized more since large hotels in the league of Sofiet Auckland have failed to address the issues that are mostly occurring due to the age, payment and employee engagement factors that are directly related to that of the employee turnover.
Researchers have shown interest but somehow the topic remains somewhat still unexplored as compared to others. The fact that job commitment and satisfaction are intrinsically related to the phrase employee turnover has been exemplified as per my own research.
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