STAFF RETENTION: A CHALLENGE IN THE HOSPITALITY INDUSTRY

OSEI  BOADI, BENJAMIN; POKU, KWAME  FRANCIS; BOAFO, ROSEMOND; SAM EDITH, JOYCE; BOADUWAA DICKSON, PATRICIA

DSpace Home
→
STUDENTS’ FINAL PROJECT (THESIS/DISSERTATION)
→
SCHOOL OF BUSINESS- ST
→
Business Administration -ST
→
View Item

dc.contributor.author	OSEI BOADI, BENJAMIN
dc.contributor.author	POKU, KWAME FRANCIS
dc.contributor.author	BOAFO, ROSEMOND
dc.contributor.author	SAM EDITH, JOYCE
dc.contributor.author	BOADUWAA DICKSON, PATRICIA
dc.date.accessioned	2012-11-20T18:10:26Z
dc.date.accessioned	2022-01-20T10:08:58Z
dc.date.available	2012-11-20T18:10:26Z
dc.date.available	2022-01-20T10:08:58Z
dc.date.issued	2012-11-20
dc.identifier.uri	http://localhost:8080/xmlui/handle/123456789/3035
dc.description	The workforce or labour force is a group within the organization that is undeniably one of the most important factions that contributes to its success. A business cannot exist without both financial and human capital, (Davis, C.2003). It is the employees who work for the company, performs necessary task to make the company function and are responsible for the profit and growth of the company (Ellis, R, 2000) Human Resource Managers in organization go through time consuming and expensive process to mobilize workforce for the organization. It is estimated that the costs associated with recruiting and training a new employee average between half and one and a half times the annual salary for the post in question, depending on the approaches (Branham 2005, P.3). Human Resource Managers therefore seek ways to reduce the time and money spent on trying to ensure that people choose not to leave an organization voluntarily in the first place. Labour turnover rates vary in the UK from region and from industry to industry. Results from the CIPD 2003 Survey (2004) indicate that the aggregate rate of labour turnover for the UK was 16 percent. Geographic variations indicate that labour turnover rates are more likely to occur in regions where unemployment rates are lower and it is easier for employees to find alternative work. The survey also shows that labour turnover rates are highest in the private sector where the aggregate is around 20 percent and lowest in the public sector at around 12 percent. (Torrington et al, 2008).	en_US
dc.description.abstract	This study examined staff retention as a challenge in the hospitality industry with particular reference to Miklin Hotel, Kumasi. The study further examined the causes of turnover in the organization, the socio-economic effects of turnover on the organization and what management can do to retain staff. The Population size was 50 which comprises of management and staff of Miklin Hotel. Primary and Secondary sources of data were used for the study. The data collection methods used were questionnaires and interview. The findings revealed that the number of female exceeded the male employees, majority of employees had no contract of employment and employees frequently leave Miklin Hotel to further their education or to work elsewhere. The researchers therefore recommend that, management should concentrate on employing more females than males since they turn to stay longer in the hospitality industry than males , written contract of employment should be given to employees to make them feel secured with their job as soon as they are hired., longevity rewards should be instituted as an incentive for employees who turn to stay long in the organization and finally overtime allowances should be given to remaining employees as an incentive for coping with the pressure and volume of work due to employee turnover.	en_US
dc.subject	CHALLENGE	en_US
dc.subject	HOSPITALITY	en_US
dc.subject	INDUSTRY	en_US
dc.subject	STAFF RETENTION	en_US
dc.title	STAFF RETENTION: A CHALLENGE IN THE HOSPITALITY INDUSTRY	en_US
dc.title.alternative	CASE STUDY OF MIKLIN HOTEL	en_US
dc.type	Thesis	en_US