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Gujarathi, Rajashree
- "A Study of Factors Influencing Increasing Attrition Rate in Hotels of Pune, Its Impact on the Organization and Measures Undertaken by the Hotels to Curb the Attrition Rate"
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Authors
Affiliations
1 AISSMS’s College of HMCT, Pune.
2 Sinhgad Institute of Business Management, Mumbai.
1 AISSMS’s College of HMCT, Pune.
2 Sinhgad Institute of Business Management, Mumbai.
Source
Journal of Hospitality Application and Research, Vol 8, No 1 (2013), Pagination: 40-55Abstract
The hotel industry of Pune has been evolving since long. The competition in the industry is fierce and every brand is putting their best foot forward by providing "Service par Excellence" to their guests to increase their market share and this is where the hospitality sector differentiates itself from others. Hotel industry is a part of Service industry and is characterized by the intangible nature of its product i.e. "Service". Unlike the tangible products produced by other industries, the quality of "Service" cannot be standardized through machines because there is a Human factor that is involved in producing & consuming of service. Thus, in the hotel industry the human element is of utmost importance. The industry aims at channelizing their human resources towards attainment of their objectives and the major challenge faced by the industry today, is the raising attrition rate of its employees.This study is aimed at analyzing the facts pertaining to the issue of increasing attrition rate in the hotels of Pune city. In an effort to do so, a survey in the form of a questionnaire and interviews was conducted from the sample comprising of employees of hotels in Pune to understand their views on the subject. The responses received were represented graphically and analyzed using basic percentage and chi square tools.
The findings of this research suggests that: Long working hours and low salaries are the major factors that affect the attrition rate in hotels which has a great impact on customer satisfaction and reputation of the hotel. Although the hotel industry is concerned with the increasing attrition rate in the industry and have designed various policies to curb the same, they are not found to be sufficiently effective in dealing with the problem.
References
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- Dr. Kalyan Laghane, (2012), “A Study of Retention Management in Indian Hospitality Industry: A Practical Viewpoint”, Excel Journal of Engineering Technology and Management Science (An International Multidisciplinary Journal) Vol. I No. 2 January-June 2012 (Online) ISSN 2277-3339.
- Mukta Kamplikar, (2011”Ginger–Smart Basics™”, Emerald Emerging Markets Case Studies Collection.
- Mahajan, Sugandha, (2010), “Analyzing the impact of attrition rates in hospitality industry”, dissertation submitted in partial fulfillment of requirements of the University of Chester for the degree of Masters of Business Administration.
- Lee, C., (2010), “Individual employment characteristics of hotel employees that play a role in employee satisfaction and work retention”, International Journal of Hospitality Management 2010 Vol. 29 No. 3 pp. 344-353.
- Indira Kandasamy, (2009), “Hotel employees’ expectations of QWL: A qualitative study”, International Journal of Hospitality Management, Volume 28, Issue 3, September 2009, Pages 328–337.
- Seonghee Cho, (2009), “Employees intent to leave: A comparison of determinants of intent to leave versus intent to stay”, International Journal of Hospitality Management, Volume 28, Issue 3, September 2009, Pages 374-381.
- Margaret Deery, (2008), “Talent management, work-life balance and retention strategies”, “Emerald 20, (2008).
- Mohinder Chand, (2007), “The impact of HRM practices on organizational performance in the Indian hotel industry”, Emerald 29, (2007).
- Simons, Tony, (2003), “Why managers should care about fairness: The effects of aggregate justice perceptions on organizational outcomes”, Journal of Applied Psychology, Vol 88(3), Jun 2003, 432-443. DOI: 10.1037/0021-9010.88.3.432.
- Robert A Brymer, (1991), “Managerial job stress in the hotel industry”, International Journal of Hospitality Management, Volume 10, Issue 1, 1991, Pages 47-58.
- Hospitals Green Practices as Drivers of Talent Retention
Abstract Views :338 |
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Authors
Affiliations
1 Shri. S P Kothari and Smt. G S Kothari Institute of Computer Science & Technology Management, Maharashtra, IN
2 Sinhgad Institute of Business Management, Chandivali, Mumbai, IN
1 Shri. S P Kothari and Smt. G S Kothari Institute of Computer Science & Technology Management, Maharashtra, IN
2 Sinhgad Institute of Business Management, Chandivali, Mumbai, IN
Source
Journal of Organization and Human Behaviour, Vol 2, No 3 (2013), Pagination: 9-16Abstract
The environmentally conscious economy makes sustainable business practices imperative. Green environmental practices in the healthcare sector is a subject which is acquiring more consideration by healthcare professionals, hospital, and government authorities world over. The purpose of this study was to seek answers to the research question, whether and to what extent does hospital’s green practices promote and support doctors’ retention. Self report questionnaires were used to study hospital’s green practices impact on retention, organisational commitment, and job satisfaction of doctors. Findings suggest that doctors perceived huge potential for green practices in hospitals and also expressed strong willingness to work for such hospitals. The paper has implication that by committing to green practices and embedding it into an overall growth strategy and culture; hospitals could design a targeted retention strategy to navigate through difficult times and face the challenge.Keywords
Doctors, Green Practices, Job Satisfaction, Nashik, Organisational Commitment, Talent RetentionReferences
- Allen, D. (2008). Retaining Talent: A Guide to Analyzing and Managing Employee Turnover, SHRM Foundation. Retrieved from: http://www.shrm.org/about/foundation/ research/documents/retaining%20talent-%20final.pdf
- Brighter Planet. (2010). Employee Engagement Survey 2009: An analysis of the Extent and Nature of Employee Sustainability Programs. Retrieved from: http://attachments. brighterplanet.com/press_items/local_copies/55/ original/employee_engagement_2009.pdf?1265816076
- Buck Consultants. (2009). Greening of the American Workplace. Retrieved from: https://www.buckconsultants.com/Portals/0 /publications/press-releases/PR-2010-Green-Workplace- Survey-US.pdf
- Cascio, F., & Nambudiri, R. (2010). Managing Human Resources: Productivity, Quality of work life,and Profits, Tata McGraw Hill, New Delhi
- Cooney, S. (2009). Build A Green Small Business: Profitable ways to become an ecopreneur. McGraw-Hill
- Delmas, M., & Pekovic, S. (2012). Environmental standards and labor productivity: Understanding the mechanisms that sustain sustainability. Journal of Organizational Behavior, 34(2), 230-252.
- Haas, J., Cook, E., Puopolo, A., Burstin, H., Cleary, P., & Brennan, T. (2000). Is the professional satisfaction of general internists associated with patient satisfaction? Journal of General Intern Medical, 15, 122-8.
- Herman, R. (1997). Keeping good people: Strategies for solving the dilemma of the decade, Business and Economics: Oakhill Press.
- Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757
- Kaur, S., Sharma, R., Talwar, R., Verma, A., & Singh, S. (2009). A study of job satisfaction and work environment perception among doctors in a tertiary hospital in Delhi. Indian Journal of Medical science, Vol 63(4),139-144.
- Kenexa Research Institute. (2010). Being Green is Still in Fashion: Global Businesses Continue to Practice Eco- Friendly Behavior in Economically Challenging Times. Employee Insight report. Retrieved from http://www. kenexa.com/getattachment/a8ce2c40-3387-4f5d-be22- 838bc0a608c6/Being-Green-is-Still-in-Fashion-Global- Businesses.aspx
- Martin, C. (2004). Turn on the staying power. Nursing Management: The Journal of Excellence in Nursing Leadership, 35(3), 20-27. Retrieved from http://journals. lww.com/nursingmanagement/toc/2004/03000
- Murray, A. (2007). Employee Recognition getting its due. The Boston Globe. Retrieved from http://www. boston.com/jobs/news/articles/2007/09/ 09/employee _recognition_getting_its_due O’Connell, M., & Kung, C. (2007). The cost of employee turnover. Industrial Management, 49(1), 14-19.
- Ramus, C., & Steger, U. (2000). The roles of supervisory support behaviors and environmental policy in employee eco-initiatives at leading-edge European companies. The Academy of Management Journal, 43, 605-626.
- Rich, C., & Wadhwa, S. (2010). People, Planet, Profit, Sustainable Healthcare and Hospital Development Magazine. Retrieved from http://www.healthcaredevelopmentmagazine. com/article/people-planet-profit.html Shaik, R. (n.d). Defining Talented Employees from the Purviews of Talent Management. Malaysian Institute of Management e-News. Retrieved from http://www.mim. org.my/news/archives.htm
- Smith, E., & Perks, S. (2010). A perceptual study of the impact of green practice implementation on the business functions. Southern African Business Review, 14(3), 1-29.
- Stawiski S., Deal, J., & Gentry, W. (2010). Employee Perceptions of Corporate Social Responsibility. Centre for Creative Leadership. Retrieved from http://www.ccl. org/leadership/pdf/research/EmployeePerceptionsCSR. pdf
- United Nations Environment Programme Finance Initiative (2010). Making Environmental Employee Engagement Happen. North American Task Force of UNEP FI.
- World Commission on Environment and Development (1987). Our Common Future. Oxford University Press: Brundtland Commission
- An Analysis of Work-Life Balance (WLB) Situation of Employees and its Impact on Employee Productivity with Special Reference to the Indian Hotel Industry
Abstract Views :628 |
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Authors
Affiliations
1 AISSMS’s College of HMCT, Pune, IN
2 Sinhgad Institute of Business Management, Mumbai, IN
1 AISSMS’s College of HMCT, Pune, IN
2 Sinhgad Institute of Business Management, Mumbai, IN
Source
Asian Journal of Management, Vol 5, No 1 (2014), Pagination: 69-74Abstract
In the recent years, the word productivity has gained popularity in the business world and it is no longer a secret that productivity is positively linked to the Work-Life Balance (WLB) situation of the concerned employees. Hotel industry is characterized by provision of services round the clock. Moreover, due to the seasonal nature of hotel business and high attrition rate in the industry, hotels face manpower shortage. This situation forces the employees to take up the extra load by working for long hours and sometimes their duties are stretched to 16 to 24 hours at a go. This factor has a great negative impact on the WLB situation of the employees since they do not get sufficient time for their personal and social commitments. They are thus trapped in scheduling conflicts and feel the pressure of multiple roles.
This study is aimed at analyzing the work-life balance situation of the Indian hotel employees and its impact on employee productivity. In an effort to do so, a survey in the form of a questionnaire and interviews was conducted from the sample comprising of 200 hotel employees from the management and the associates categories to understand their views on the subject. The responses received were represented graphically and analyzed using basic analytical tools.
The findings of his research suggest that the hotel industry is concerned about the issue related to WLB of its employees; however, the measures taken to improve the situation are not very effective. Employment practices pertaining to areas of WLB are rated as second most important on the basis of its ability to enhance employee productivity in hotels.
Keywords
"Hotel Industry", "Work-Life Balance (WLB)", "Employee Productivity", "Service Industry", "Work-Family Conflict".References
- Flora F.T. Chiang, (2010), "The moderating roles of job control and work-life balance practices on employee stress in the hotel and catering industry", International Journal of Hospitality Management, Volume 29, Issue 1, March 2010, Pages 25-32.
- Simon Chak-keung Wong, (2009), "Exploratory study of understanding hotel employees'perception on work-life balance issues", Management. Volume, June 2009, Pages 195-203.
- Margaret Deery, (2009), "A framework for work - life balance practices: Addressing the needs of the tourism industry", Tourism and Hospitality Research (2009) 9, 97-108.
- Indira Kandasamy, (2009), "Hotel employees'expectations of QWL: A qualitative study", International Journal of Hospitality Management Volume 28, Issue 3, September 2009, Pages 328- 337.
- Vincent P. Magnini, (2009), "Understanding and Reducing Work-Family Conflict in the Hospitality Industry", Journal of Human Resources in Hospitality and Tourism Volume 8, Issue 2, 2009, pages 119-136.
- Margaret Deery, (2008), "Talent management, work-life balance and retention strategies", Emerald 20, (2008)
- Jeanette N. Cleveland, (2007), "Work and Family Issues in the Hospitality Industry: Perspectives of Entrants, Managers, and Spouses", of Hospitality and Tourism Research August 2007 vol. 31 no. 3275-298.
- Rebecca Harris Mulvaney, (2007), "A model of work-family dynamics of hotel managers", Annals of Tourism Research, Volume 34, Issue 1, January 2007, Pages 66-87.
- Liz Doherty, (2004), ) "Work-life balance initiatives: implications for women", Employee Relations, Vol. 26 Iss: 4, pp.433 - 452.
- Philip Bohle, (2004), "Working hours, work-life conflict and health in precarious and "permanent" employment", Saude Publica vol.38 suppl.0 São Paulo Dec. 2004.
- David E. Guest, (2002), "Perspectives on the Study of Work-life Balance", Social Science Information June 2002 vol. 41 no. 2 255-279.
- An Analysis of the Challenges Faced by Hospitality Educators While Pursuing Ph.D.
Abstract Views :263 |
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Authors
Affiliations
1 BVDU-IMED, Pune, Maharashtra, IN
2 AISSMS, CHMCT, Pune, Maharashtra, IN
3 N. L. Dalmia Institute of Management Studies & Research, Mumbai, Maharashtra, IN
1 BVDU-IMED, Pune, Maharashtra, IN
2 AISSMS, CHMCT, Pune, Maharashtra, IN
3 N. L. Dalmia Institute of Management Studies & Research, Mumbai, Maharashtra, IN
Source
Atithya: A Journal of Hospitality, Vol 2, No 1 (2016), Pagination: 27-33Abstract
With research gaining a lot of importance in today's world, the educators cannot be ignorant of this field and has to develop knowledge and skills to participate in active research. In view of the changing role of educators, it has become the need of the hour for the faculty to pursue Ph.D. However, for non-conventional professional courses like "Hotel Management" the shift is a little challenging since majority of the Hotel Management programmes offered across the country are Under Graduate level. The study aimed at analyzing the various challenges faced by hospitality educators in pursuing Ph.D. in the relevant field. The findings suggest that time constraint, job commitments, inadequate information&knowledge about research and lack of research culture are the major challenge faced by educators in pursuing their Ph.D. Moreover, collecting the required primary data from the industry is a challenging task due to the characteristic operational centric approach of the industry professionals. Effective time management is the key to overcome these challenges and the faculty can gain knowledge and confidence in research process by practicing research actively and networking with other research groups who are involved in research on topics that interests them.Keywords
Hospitality Educators, Ph.D. Challenges, Hotels, Hotel Industry, Women Employees.- An Analysis of the Methodology Adopted by Hotel Industry for Measuring Employee Productivity and the Challenges Faced therein with Special Reference to Pune, Hyderabad & Bangalore Cities
Abstract Views :279 |
PDF Views:0
Authors
Affiliations
1 AISSMS’s College of HMCT, Pune, Maharashtra, IN
2 Sinhgad Institute of Business Management, Mumbai, Maharashtra, IN
1 AISSMS’s College of HMCT, Pune, Maharashtra, IN
2 Sinhgad Institute of Business Management, Mumbai, Maharashtra, IN
Source
Atithya: A Journal of Hospitality, Vol 1, No 1 (2015), Pagination: 22-33Abstract
Productivity management is a big challenge to organizations especially when the product is in the form of a service. The characteristics of service industry make productivity management in such industries more difficult and challenging. Hotel industry being a part of such a service industry faces a similar problem.
This study is aimed at analyzing the challenges faced by hotels in measuring employee productivity and to suggest the most suitable method of measuring employee productivity in hotel industry. In an effort to do so, a survey in the form of a questionnaire and interviews was conducted from the sample comprising of 365 hotel employees from the management and the associates categories to understand their views on the entire process.
The findings of his research state that 'Intangible Product' is the biggest challenge in measuring employee productivity in hotels and "Number of guest praises / positive feedbacks received per department / person" and "Percentage of repeat guests generated" are the most suitable methods to measure employee productivity in hotels. However, a significant difference has been observed in the comparative study of hotel industry of Pune, Hyderabad&Bangalore cities.
Keywords
Hotel Industry, Employee Productivity, Measurement of Productivity.- Applying Job Characteristics Model to Nursing Profession
Abstract Views :219 |
PDF Views:0
Authors
Affiliations
1 Shri. S P Kothari & Smt. G S Kothari Institute of Computer Science & Technology Management, Nashik Road – 422101. Maharashtra, IN
2 Sinhgad Institute of Business Management, Chandivali, Mumbai, Maharashtra, IN
1 Shri. S P Kothari & Smt. G S Kothari Institute of Computer Science & Technology Management, Nashik Road – 422101. Maharashtra, IN
2 Sinhgad Institute of Business Management, Chandivali, Mumbai, Maharashtra, IN