An Empirical Study of Retention Issues in Hotel ... - EuroJournals
An Empirical Study of Retention Issues in Hotel ... - EuroJournals
An Empirical Study of Retention Issues in Hotel ... - EuroJournals
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European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences<br />
ISSN 1450-2275 Issue 29 (2011)<br />
© <strong>EuroJournals</strong>, Inc. 2011<br />
http://www.eurojournals.com<br />
<strong>An</strong> <strong>Empirical</strong> <strong>Study</strong> <strong>of</strong> <strong>Retention</strong> <strong>Issues</strong> <strong>in</strong> <strong>Hotel</strong> Industry:<br />
A Case <strong>Study</strong> <strong>of</strong> Serena <strong>Hotel</strong>, Faisalabad, Pakistan<br />
Aaisha Arbab Khan<br />
Scholars, School <strong>of</strong> Management Studies, The University <strong>of</strong> Faisalabad, Faisalabad, Pakistan<br />
Babak Mahmood<br />
Assistant Pr<strong>of</strong>essor, Department <strong>of</strong> Sociology, University <strong>of</strong> Sargodha, Pakistan<br />
Mehvish Ayoub<br />
Scholars, School <strong>of</strong> Management Studies, The University <strong>of</strong> Faisalabad, Faisalabad, Pakistan<br />
Shabbir Hussa<strong>in</strong><br />
Lecturer, Department <strong>of</strong> Rural Sociology, University <strong>of</strong> Agriculture, Faisalabad, Pakistan<br />
Abstract<br />
The study was aimed to identify factors reduc<strong>in</strong>g employee turnover and to explore the<br />
impact <strong>of</strong> retention strategies on workforce. Serena <strong>Hotel</strong>, Faisalabad, Pakistan was<br />
selected as sample for this study because <strong>of</strong> its uniqueness <strong>in</strong> practic<strong>in</strong>g modern HR<br />
techniques. The research was based on case study method; for this purpose thirty surveys<br />
and six face to face <strong>in</strong>terviews with key personnel were carried out. A total <strong>of</strong> 36<br />
respondents were selected with<strong>in</strong> the population <strong>of</strong> 285. Variables like HR strategies, work<br />
place environment, tra<strong>in</strong><strong>in</strong>g and development, and compensation were found more effective<br />
<strong>in</strong> employee retention at Serena Faisalabad. The study revealed that for higher control over<br />
retention, management must work over monetary rewards and career progression. Overall,<br />
current HR practices at Serena may be benchmarked by others to decrease turnover.<br />
Keywords: <strong>Retention</strong>, Strategies, Productivity, Turnover, Rewards<br />
Type: Research Paper<br />
Introduction<br />
Serena Faisalabad (FSH) is the only four star hotel located 2km away from Clock Tower, surrounded<br />
by lush green gardens <strong>in</strong> Faisalabad. It was <strong>in</strong>augurated by Pr<strong>in</strong>ce Karim Aga Khan and Zia-ul-Haq<br />
(former president <strong>of</strong> Pakistan) <strong>in</strong> 1987. Serena Faisalabad is one among 33 cha<strong>in</strong>-<strong>of</strong>-hotels spread<br />
<strong>in</strong>ternationally. It has a repute <strong>of</strong> an attractive employer <strong>in</strong> market place <strong>of</strong> Faisalabad, with a turnover<br />
rate less than 1.5% (Serena HR Department, 2010). While American, Irish, Australian, Greek, Niagara,<br />
Cyprus and Indian hotel <strong>in</strong>dustry is experienc<strong>in</strong>g high levels <strong>of</strong> staff turnover (AHLA, 2007; O,Leary<br />
& Deegan, 2005; Davidson, Timo, & Wang, 2010; Chand, Katou, 2007; Willie, et al., 2008; Chalkiti,<br />
&Sigala; 2009; Zopiatis, & Constanti, 2007) . Employees are reta<strong>in</strong>ed at Serena for longer period <strong>of</strong><br />
time. This proposed an empirical research on factor caus<strong>in</strong>g retention at Serena FSH.<br />
The term retention can be def<strong>in</strong>ed as “…a systematic effort to create and foster an environment<br />
that encourages employees to rema<strong>in</strong> employed by hav<strong>in</strong>g policies and practices <strong>in</strong> place that address<br />
their diverse needs” (Workforce Plann<strong>in</strong>g for Wiscons<strong>in</strong> State Government, 2005). <strong>Retention</strong> is the key<br />
concern <strong>of</strong> most lead<strong>in</strong>g organizations especially <strong>in</strong> service <strong>in</strong>dustry. “They are aware that
8 European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences Issue 29 (2011)<br />
competitiveness is devised from talent and it follows that recruitment and retention are not just human<br />
resource issues but an important part <strong>of</strong> bus<strong>in</strong>ess strategy” (Thornton, 2008). Johanson, Martenson, &<br />
Skoog added “technology based competitiveness is transient, the susta<strong>in</strong>able advantage lies <strong>in</strong><br />
manag<strong>in</strong>g <strong>in</strong>tangible resources (2001).”<br />
The importance <strong>of</strong> issue, lead us to f<strong>in</strong>d factors effect<strong>in</strong>g retention and strategies reduc<strong>in</strong>g<br />
turnover at Serena FSH. As turnover <strong>in</strong>creases, negative effects on work place efficiency, productivity,<br />
and cost <strong>of</strong> hir<strong>in</strong>g and develop<strong>in</strong>g new employees can be seen (Deery & Shaw, 1997; Lashley &<br />
Chapla<strong>in</strong>, 1999). Smartly devised strategies can help Serena Faisalabad <strong>in</strong> talent management i.e.<br />
“attract<strong>in</strong>g, develop<strong>in</strong>g, reta<strong>in</strong><strong>in</strong>g, and utiliz<strong>in</strong>g people with required skills and aptitude to meet current<br />
and future bus<strong>in</strong>ess needs (Lockwood, 2006, p.2)”as cited <strong>in</strong> (Hausknecth, Rodda, & Howard, 2008) .<br />
Review<strong>in</strong>g past literature reveals, a study on factors caus<strong>in</strong>g employees turnover is much<br />
focused (Rappaport, Bancr<strong>of</strong>t, & Okum, 2003) as cited <strong>in</strong> (Hausknecth, Rodda, & Howard, 2008, p.4).<br />
Previously exam<strong>in</strong>ed facts proposed a research through case-study method to meet follow<strong>in</strong>g<br />
objectives:<br />
1. To study the factors reduc<strong>in</strong>g turnover and enhanc<strong>in</strong>g retention.<br />
2. To exam<strong>in</strong>e the role <strong>of</strong> HR department regard<strong>in</strong>g strategy formulation and<br />
implementation about retention and turnover.<br />
3. To suggest <strong>in</strong>tervention regard<strong>in</strong>g improvements <strong>in</strong> retention strategies at Serena<br />
Faisalabad.<br />
Literature Review<br />
The exploration <strong>of</strong> literature regard<strong>in</strong>g retention yielded several dimension <strong>of</strong> work by researchers.<br />
Accord<strong>in</strong>g to Walker and Miler retention is a term given to keep<strong>in</strong>g employees jump<strong>in</strong>g from ship<br />
(2010). <strong>Retention</strong> is relative concept so it must be studied along with quitt<strong>in</strong>g process (Maertz &<br />
Campion, 1998). Traditionally factors propp<strong>in</strong>g up turnover are job satisfaction (Holdsworth &<br />
Cartwright, 2003), organizational commitment or psychological contract, career expectations, work life<br />
balance, lack <strong>of</strong> tra<strong>in</strong><strong>in</strong>g and development (Tutuncu & Kozak, 2007; Carbery et al., 2003; Davidson et<br />
al., 2010) peer and supervisor relationship (Graen, Dansereau, & M<strong>in</strong>ami, 1972) cultural context<br />
(Sheridan, 1992), rewards (Hansen, Smith, & Hansen, 2002), seasonality <strong>of</strong> bus<strong>in</strong>ess, and nature <strong>of</strong><br />
jobs (i.e. part time, casual, or seasonal) (Hartman, & Yrle, 1996; Deery, & Shaw, 1997; Ladk<strong>in</strong>, &<br />
Juwaheer, 2000; McCabe & Savery, 2007; Willie, Jayawardena, & Laver, 2008). Control over these<br />
factors can save this “labor <strong>in</strong>tensive hospitality <strong>in</strong>dustry” (Birder, 2002; Brien 2004; Chalkiti, &<br />
Sigala, 2009) from bear<strong>in</strong>g high cost <strong>of</strong> turnover (Davidson et al., 2010).<br />
Lashley and Chapla<strong>in</strong> (1999), claims “labor turnover is not only a significant tangible dollar<br />
cost but also <strong>in</strong>tangible cost, with loss <strong>of</strong> skills, <strong>in</strong>efficiency and replacement cost”. In addition to this<br />
‘retention’ and ‘turnover’ is strongly related to good will and repute <strong>of</strong> organization as potential<br />
employer. Knox and Walsh (2005) suggest <strong>in</strong> a research conducted on hotel <strong>in</strong>dustry <strong>of</strong> UK that hotel<br />
size is a factor that reduces turnover because <strong>of</strong> adoption <strong>of</strong> HRM practices (Lockyer, & Scholarios,<br />
2004). In cultural context <strong>of</strong> Faisalabad, human resource is <strong>of</strong>ten considered as cost <strong>in</strong>stead <strong>of</strong> asset.<br />
Staff must be treated as human with feel<strong>in</strong>gs, aspirations, and self-esteem, their dignity may not be<br />
<strong>in</strong>vaded and they must not be considered as cost or burden <strong>in</strong>stead <strong>of</strong> asset (Lucas & Deery, 2004;<br />
Abeysekera, 2006). In the theory <strong>of</strong> Human Capital given by Becker <strong>in</strong> 1964, he proposes that<br />
<strong>in</strong>dividual’s skills, experience, and knowledge br<strong>in</strong>g economic value to the organization. This serious<br />
problem <strong>of</strong> turnover is underestimated many a times. Increased turnover results <strong>in</strong>: <strong>in</strong>creased cost,<br />
stress, disenchantment with <strong>in</strong>dustry, loss <strong>of</strong> bus<strong>in</strong>ess and productivity, and wastage <strong>of</strong> tra<strong>in</strong>ed and<br />
experienced employees (O’Leary & Deegan, 2005; Davidson, et al., 2009). Babak et al., (2010) found<br />
<strong>in</strong> their study that under <strong>in</strong>fluence <strong>of</strong> global bus<strong>in</strong>ess culture now employer do understand the cost <strong>of</strong><br />
loos<strong>in</strong>g employee even <strong>in</strong> a country where high level <strong>of</strong> unemployment prevails and they (employers)<br />
are us<strong>in</strong>g different tactics like decentralization and attractive rewards to overcome employee turnover.<br />
A study also showed that turnover <strong>in</strong> UK is less than America and approximately non-existent <strong>in</strong> hotel
9 European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences Issue 29 (2011)<br />
<strong>in</strong>dustry <strong>of</strong> S<strong>in</strong>gapore because <strong>of</strong> un-employment (Holtom, Mitchell, Lee, & Eberley, 2008). This<br />
rem<strong>in</strong>ds <strong>of</strong> the work done by March and Simon (1958) Theory <strong>of</strong> organizational equilibrium;<br />
describ<strong>in</strong>g two important factors one is job satisfaction and other is availability <strong>of</strong> opportunities <strong>in</strong><br />
market. Employees with higher satisfaction and lack <strong>of</strong> alternatives are less mobile. Employee<br />
retention is also <strong>in</strong>fluenced by psychological, behavioral, and demographic factors (Hausknecht, 2008).<br />
From the po<strong>in</strong>t <strong>of</strong> view <strong>of</strong> Sussk<strong>in</strong>d et al., (2000) turnover problem should be dealt with<br />
carefully crafted strategies concentrat<strong>in</strong>g human resource problems. Areas like career progression,<br />
team support (socialization), comfortable environment, communication, etc, if adm<strong>in</strong>istered properly<br />
then can enhance employee retention and can save tangible and <strong>in</strong>tangible cost <strong>of</strong> organization<br />
(Davidson, et al., 2010; Chalkiti, & Sigala, 2009). Proactive approach <strong>of</strong> employer regard<strong>in</strong>g retention<br />
cultivates employee satisfaction, enhanced goodwill and germ<strong>in</strong>ates trust that ultimately leads to<br />
productivity (Willie, et al., 2008; Earle 2003).<br />
Hypotheses<br />
H1: <strong>Retention</strong> <strong>of</strong> employees at Serena hotel is high due to HR based strategies that focus on<br />
advancement opportunities, constituent attachment, extr<strong>in</strong>sic rewards, flexible work, job<br />
satisfaction, location and work-life balance.<br />
H2: Goodwill, employee empowerment, shared values, and goodwill <strong>of</strong> organization, contribute to<br />
reta<strong>in</strong> employees.<br />
Conceptual Framework<br />
Socio-Economic Variables Interven<strong>in</strong>g /Moderat<strong>in</strong>g Variables<br />
• Age<br />
• Gender<br />
• Marital Status<br />
• Religion<br />
• Back ground<br />
• Salary<br />
• Experience<br />
• Education<br />
• Level<br />
• Good Will<br />
• Tra<strong>in</strong><strong>in</strong>g and<br />
Development<br />
• Rewards and<br />
recognition<br />
• Teamwork<br />
(constituent<br />
attachment)<br />
• Work‐Life Balance<br />
Independent Variables<br />
• Location <strong>of</strong> org.<br />
• History <strong>of</strong> org. • Empowerment<br />
• Job satisfaction<br />
• Shared Values<br />
• Control and<br />
monitor<strong>in</strong>g<br />
Dependent Variable<br />
<strong>Retention</strong><br />
Methodology<br />
The study was conducted on the only luxury hotel (Serena Faisalabad; four-star) <strong>of</strong> Faisalabad, a third<br />
largest city <strong>of</strong> Pakistan, also known as Manchester <strong>of</strong> Pakistan with thick population <strong>of</strong> 6 million. The
10 European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences Issue 29 (2011)<br />
city is popular because <strong>of</strong> its textile, hosiery, soap, and pharmaceutical <strong>in</strong>dustry. It is considered as a<br />
bus<strong>in</strong>ess hub for national and <strong>in</strong>ternational trade. The hotel was established <strong>in</strong> 1987 with a futuristic<br />
approach. It’s a part <strong>of</strong> hotels cha<strong>in</strong> located <strong>in</strong> Islamabad, Quetta, Swat, Gilgit, Hunza and Shigar Fort.<br />
Case study method was applied to f<strong>in</strong>d out the factors play<strong>in</strong>g vital role <strong>in</strong> retention along with<br />
HR strategies at Serena Faisalabad. This is because no prior research on hotels <strong>of</strong> Faisalabad is<br />
available and little is known about causes, outcomes and strategies used by HR department to reta<strong>in</strong><br />
employees. A similar research was conducted by Chalkiti and Sigala (2010) on Greek tourism <strong>in</strong>dustry.<br />
Workforce size at Serena is 285 (permanent staff) and varies to 300 to 350 because <strong>of</strong> casual and<br />
contractual staff. A group <strong>of</strong> 36 respondents was carefully selected through convenience sampl<strong>in</strong>g for<br />
true representation. Convenience sampl<strong>in</strong>g refers to collection <strong>of</strong> data from people or units easily<br />
available (Zikhmund, 1996). This sampl<strong>in</strong>g technique is used to gather data quickly and economically<br />
and is best for exploratory research (Gu, & Siu, 2008). Out <strong>of</strong> 36 respondents; quantitative data related<br />
to the objectives <strong>of</strong> study was collected through 30 self adm<strong>in</strong>istered questionnaires (designed on the<br />
base <strong>of</strong> researchers’ observations and literature review: from the study <strong>of</strong> (Herzberg, 1959; Potter and<br />
Steer, 1973; March and Simon, 1958)), measur<strong>in</strong>g effect <strong>of</strong> 12 socio-economic, 4 <strong>in</strong>terven<strong>in</strong>g, and 4<br />
<strong>in</strong>dependent variables on retention. Well known Likert scale rang<strong>in</strong>g from used to rate 26 questions,<br />
with 1 = Strongly Disagree and 5 = Strongly Agree. Response rate was 100% as all questionnaires<br />
were properly filled and was returned on time. Descriptive statistics like frequency distribution and<br />
percentage <strong>of</strong> 10 socio-economic factors (Table: 1) were calculated along with mean and standard<br />
deviation for rest <strong>of</strong> 26 questions (Table: 2 & 3). Cross table, multivariate analysis and chi-square test<br />
was applied to check relationship and significance <strong>of</strong> <strong>in</strong>dependent variables with retention (dependent<br />
variable) by process<strong>in</strong>g data through SPSS (Table 5).<br />
For deeper <strong>in</strong>sight along with validity and reliability, a semi-structured <strong>in</strong>terview based on the<br />
f<strong>in</strong>d<strong>in</strong>gs <strong>of</strong> questionnaire was conducted. The average time for <strong>in</strong>terview was 19 m<strong>in</strong>. and 5 sec.,<br />
maximum time 27 m<strong>in</strong>. and m<strong>in</strong>imum time 15 m<strong>in</strong>. The <strong>in</strong>terviews were conducted with 6 key<br />
personnel, rang<strong>in</strong>g <strong>in</strong> experience from 3 to 22 years <strong>in</strong> hotel <strong>in</strong>dustry. Out <strong>of</strong> 6, 5 men and a lady were<br />
<strong>in</strong>terviewed <strong>in</strong> their respective <strong>of</strong>fices; respondents were heads <strong>of</strong> different departments. The answers<br />
<strong>of</strong> the semi-structured <strong>in</strong>terview were positive and audio taped. All questions were answered along<br />
with explanations and logics, Table: 6 shows the f<strong>in</strong>d<strong>in</strong>gs <strong>of</strong> these <strong>in</strong>terviews.<br />
<strong>An</strong>alysis, F<strong>in</strong>d<strong>in</strong>gs and Results<br />
1. Results Through Questionnaire<br />
Univariate analysis presented <strong>in</strong> Table 1 gives an <strong>in</strong>sight <strong>of</strong> demographical characteristics <strong>of</strong> sample.<br />
Out <strong>of</strong> 30; 60% respondents were found below 30 and rest <strong>of</strong> 40% were above 30. The result shows<br />
more presence <strong>of</strong> younger work force <strong>in</strong> Pakistan’s hotel <strong>in</strong>dustry than older. While <strong>in</strong> American hotel<br />
<strong>in</strong>dustry accord<strong>in</strong>g to department <strong>of</strong> labor (2005) the availability <strong>of</strong> young work force will be less by<br />
2014. Gender diversity at Faisalabad Serena is 1:3 that is 66.7% male and 33.3% females. The sample<br />
represents married to unmarried percentage <strong>of</strong> 40 and 60 % respectively. 33% people belong to rural<br />
area and others are from urban area. Highly salaried (above 45000) employees are only 20% and rests<br />
<strong>of</strong> 80% are below the range. This f<strong>in</strong>d<strong>in</strong>g is similar to other researchers’ f<strong>in</strong>d<strong>in</strong>gs <strong>in</strong> different regions,<br />
i.e. hospitality <strong>in</strong>dustry has a m<strong>in</strong>imum wage rate as compared to other <strong>in</strong>dustries (Hosmer, 2009;<br />
Kelly, & George, 2001). Level <strong>of</strong> education at Serena Faisalabad is high; 53% <strong>of</strong> employees have<br />
master degrees, 33 did bachelor and 6.7 HSSC and SSC. The respondents are currently work<strong>in</strong>g at<br />
different levels <strong>in</strong> the organization as shown <strong>in</strong> Table 1. Their response towards different attributes <strong>of</strong><br />
retention was positive, Table 2, 3 and 4 are affirm<strong>in</strong>g the statement. Some factors with no significance<br />
were identified; these are the areas where HR department and management <strong>of</strong> Serena have to put their<br />
focus.
11 European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences Issue 29 (2011)<br />
Table 1: Distribution <strong>of</strong> the respondents accord<strong>in</strong>g to their socio-economic characteristics<br />
Age Frequency Percentage<br />
Below 30 18 60.0<br />
30 or above 12 40.0<br />
Total 30 100.0<br />
Gender<br />
Male 20 66.7<br />
Female 10 33.3<br />
Total 30 100.0<br />
Marital status<br />
Married 12 40.0<br />
Unmarried 18 60.0<br />
Total 30 100.0<br />
Background<br />
Rural 10 33.3<br />
Urban 20 66.7<br />
Total 30 100.0<br />
Salary<br />
15000-45000 24 80.0<br />
45000 and above 6 20.0<br />
Total 30 100.0<br />
Experience<br />
1-5 years 17 56.7<br />
6-10 years 5 16.7<br />
Above 8 26.7<br />
Total 30 100.0<br />
Education<br />
SSC 2 6.7<br />
HSSC 2 6.7<br />
Bachelors 10 33.3<br />
Masters 16 53.3<br />
Total 30 100.0<br />
Level<br />
Supervisor 12 40.0<br />
Manager 16 53.3<br />
Non-Manager 2 6.7<br />
Total 30 100.0<br />
These variables were studied because they play a major role <strong>in</strong> retention <strong>of</strong> employees. As<br />
young people are more mobile and switch careers frequently than mature workers that are less transient<br />
(Wille, Jayawardena, & Laver, 2008).<br />
Table 2: Distribution <strong>of</strong> the respondents accord<strong>in</strong>g to their op<strong>in</strong>ion about the follow<strong>in</strong>g statements<br />
Sr. No. Statements 5 4 3 2 1<br />
1 Do the employees have the right to make decision regard<strong>in</strong>g job<br />
related activities?<br />
33.3 60.0 6.7<br />
2 Does management have faith <strong>in</strong> employees regard<strong>in</strong>g decision<br />
mak<strong>in</strong>g at different level <strong>in</strong> organization?<br />
20.0 60.0 20.0<br />
3 Do the employees consider the company as a good place for career<br />
growth and development?<br />
60.0 40.0<br />
4 Is the company an attractive employer <strong>in</strong> the market place for<br />
talented person?<br />
46.7 53.3<br />
5 Company policies promote dynamic and diverse workforce 53.3 46.7<br />
6 People from different background get a chance <strong>of</strong> employment and<br />
socialization <strong>in</strong> the company?<br />
43.3 40.0 10.0 6.7<br />
7 Company has an image <strong>of</strong> equal employment opportunity<br />
employer?<br />
40.0 43.3 16.7
12 European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences Issue 29 (2011)<br />
Table 2: Distribution <strong>of</strong> the respondents accord<strong>in</strong>g to their op<strong>in</strong>ion about the follow<strong>in</strong>g statements - cont<strong>in</strong>ous<br />
8 Do the employees have clear understand<strong>in</strong>g <strong>of</strong> mission, vision and<br />
culture <strong>of</strong> organization?<br />
20.0 70.0 3.3 6.7<br />
9 Is succession plann<strong>in</strong>g (who is the next to get promoted for a<br />
particular seat) evident <strong>in</strong> the organization?<br />
6.7 66.7 26.7<br />
10 Support to all employees regard<strong>in</strong>g work and difficulties from<br />
supervisors, coworker and management are a key element <strong>of</strong> work<br />
environment?<br />
40.0 60.0<br />
11 Does promotions <strong>of</strong> good performers <strong>in</strong> the organization is <strong>of</strong>ten? 36.7 56.7 6.7<br />
12 Do all the employees get equal chances <strong>of</strong> tra<strong>in</strong><strong>in</strong>g and<br />
development?<br />
40.0 43.3 10.0 6.7<br />
13 Tra<strong>in</strong><strong>in</strong>gs are conducted and imposed by management on all<br />
employees currently work<strong>in</strong>g at Serena?<br />
43.3 43.3 6.7 6.7<br />
14 Instead <strong>of</strong> <strong>in</strong>-house tra<strong>in</strong><strong>in</strong>gs employees also get a chance to go out<br />
for development purpose?<br />
30.0 43.3 6.7 20.0<br />
15 Tra<strong>in</strong><strong>in</strong>gs are attached with certa<strong>in</strong> rewards that are given to high<br />
performer<br />
10.0 40.0 33.3 16.7<br />
16 Highly tra<strong>in</strong>ed employees get perks and <strong>in</strong>crements compensations<br />
and benefits<br />
6.7 46.7 30.0 16.7<br />
17 Flexible work<strong>in</strong>g hours and environment is provided to all for<br />
retention and high satisfaction?<br />
16.7 63.3 16.7 3.3<br />
18 Employees are reta<strong>in</strong>ed <strong>in</strong> the organization through different<br />
policies and procedure for maximum benefits?<br />
23.3 70.0 6.7<br />
19 Restructur<strong>in</strong>g <strong>of</strong> jobs, lay<strong>of</strong>fs, or resignations <strong>in</strong>creases work load<br />
on other employees?<br />
6.7 80.0 6.7 6.7<br />
20 Job burnout is reported by different people at different level <strong>in</strong> the<br />
organization?<br />
3.3 43.3 30.0 16.7 6.7<br />
21 Hir<strong>in</strong>g new staff at low cost is preferred over reta<strong>in</strong><strong>in</strong>g old staff at<br />
high cost at some or all the level <strong>of</strong> organization?<br />
20.0 10.0 30.0 30.0 10.0<br />
22 Due to <strong>in</strong>flation and poor economic conditions cost <strong>of</strong> liv<strong>in</strong>g has<br />
been <strong>in</strong>creased <strong>in</strong> Pakistan, does this resulted <strong>in</strong> <strong>in</strong>crements at all<br />
level?<br />
6.7 53.3 13.3 23.3 3.3<br />
23 Does employee quit from the organization solely because <strong>of</strong> pay,<br />
wages or salary?<br />
20.0 33.3 30.0 16.7<br />
24 Due to active role <strong>of</strong> HR department regard<strong>in</strong>g retention and<br />
development, employee tenure is prolonged?<br />
6.7 66.7 26.7<br />
25 Work life balance is easy to atta<strong>in</strong> while work<strong>in</strong>g on current<br />
position<br />
6.7 36.7 43.3 13.3<br />
26 Convenience <strong>in</strong> approach<strong>in</strong>g location <strong>of</strong> organization is also a<br />
reason for consider<strong>in</strong>g it as good employer?<br />
13.3 66.7 13.3 6.7<br />
Scale: 1 = Strongly disagree, 2 = Disagree, 3 = Neither agree nor disagree, 4 = Agree, 5 = strongly agree<br />
N = 30<br />
Table 2 and 3 measures 26 questions related to retention. These 2 tables provide the overlook <strong>of</strong><br />
participant responses to different variables <strong>in</strong>cluded <strong>in</strong> research for retention and table 3 illustrate the<br />
mean and standard deviation <strong>of</strong> the same statements. The mean <strong>of</strong> these statements ranges from 1.40<br />
m<strong>in</strong>imum to 3.00 maximum and standard deviation lies from 0.50 to 1.29. This data shows least<br />
variation among the responses <strong>of</strong> participants; this also refers to the validity <strong>of</strong> data.<br />
Table 3: Mean and Std. Dev. <strong>of</strong> the follow<strong>in</strong>g statements<br />
Statements Mean SD<br />
Do the employees have the right to make decision regard<strong>in</strong>g job related activities? 1.73 .58<br />
Does management have faith <strong>in</strong> employees regard<strong>in</strong>g decision mak<strong>in</strong>g at different level <strong>in</strong><br />
organization?<br />
2.00 .64<br />
Do the employees consider the company as a good place for career growth and development? 1.40 .50<br />
Is the company an attractive employer <strong>in</strong> the market place for talented person? 1.53 .51<br />
Company policies promote dynamic and diverse workforce 1.47 .51
13 European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences Issue 29 (2011)<br />
Table 3: Mean and Std. Dev. <strong>of</strong> the follow<strong>in</strong>g statements - cont<strong>in</strong>ous<br />
People from different background get a chance <strong>of</strong> employment and socialization <strong>in</strong> the company? 1.80 .89<br />
Company has an image <strong>of</strong> equal employment opportunity employer? 1.77 .73<br />
Do the employees have clear understand<strong>in</strong>g <strong>of</strong> mission, vision and culture <strong>of</strong> organization? 1.97 .72<br />
Is succession plann<strong>in</strong>g (who is the next to get promoted for a particular seat) evident <strong>in</strong> the<br />
organization?<br />
2.20 .55<br />
Support to all employees regard<strong>in</strong>g work and difficulties from supervisors, coworker and<br />
1.60 .50<br />
management are a key element <strong>of</strong> work environment?<br />
Does promotions <strong>of</strong> good performers <strong>in</strong> the organization is <strong>of</strong>ten? 1.77 .77<br />
Do all the employees get equal chances <strong>of</strong> tra<strong>in</strong><strong>in</strong>g and development? 1.83 .87<br />
Tra<strong>in</strong><strong>in</strong>gs are conducted and imposed by management on all work<strong>in</strong>g <strong>in</strong> organization? 1.77 .86<br />
Instead <strong>of</strong> <strong>in</strong>-house tra<strong>in</strong><strong>in</strong>gs employees also get a chance to go out for development purpose? 2.17 1.09<br />
Tra<strong>in</strong><strong>in</strong>gs are attached with certa<strong>in</strong> rewards that are given to high performer 2.57 .90<br />
Highly tra<strong>in</strong>ed employees get perks and <strong>in</strong>crements compensations and benefits 2.57 .86<br />
Flexible work<strong>in</strong>g hours and environment is provided to all for retention and high satisfaction? 2.07 .69<br />
Employees are reta<strong>in</strong>ed <strong>in</strong> the organization through different policies and procedure for<br />
maximum benefits?<br />
1.83 .53<br />
Restructur<strong>in</strong>g <strong>of</strong> jobs, lay<strong>of</strong>fs, or resignations <strong>in</strong>creases work load on other employees? 2.13 .63<br />
Job burnout is reported by different people at different level <strong>in</strong> the organization? 2.80 1.00<br />
Hir<strong>in</strong>g new staff at low cost is preferred over reta<strong>in</strong><strong>in</strong>g old staff at high cost at some or all the<br />
level <strong>of</strong> organization?<br />
3.00 1.29<br />
Due to <strong>in</strong>flation and poor economic conditions cost <strong>of</strong> liv<strong>in</strong>g has been <strong>in</strong>creased <strong>in</strong> Pakistan, does<br />
this resulted <strong>in</strong> <strong>in</strong>crements at all level?<br />
2.63 1.03<br />
Does employee quit from the organization solely because pay, wages or salary? 2.43 1.01<br />
Due to active role <strong>of</strong> HR department regard<strong>in</strong>g retention and development, employee tenure is<br />
prolonged?<br />
2.20 .55<br />
Work life balance is easy to atta<strong>in</strong> while work<strong>in</strong>g on current position 2.63 .81<br />
Convenience <strong>in</strong> approach<strong>in</strong>g location <strong>of</strong> organization is also a reason for consider<strong>in</strong>g it as good 2.13 .73<br />
employer?<br />
Scale: 1 = Strongly disagree, 2 = Disagree, 3 = Neither agree nor disagree, 4 = Agree, 5 = strongly agree<br />
N = 30<br />
The multivariate analysis shows <strong>in</strong> table 4 reports high level <strong>of</strong> retention at Serena. Tra<strong>in</strong><strong>in</strong>g<br />
and development, work life balance and job satisfaction are the cause <strong>of</strong> prolonged tenure <strong>of</strong><br />
employment at Serena Faisalabad. The only non significant variable among all was reward or salaries.<br />
A reason for dissatisfaction regard<strong>in</strong>g salaries may be high cost <strong>of</strong> liv<strong>in</strong>g and <strong>in</strong>creas<strong>in</strong>g dearness <strong>in</strong><br />
Pakistan.<br />
Table 4: Multivariate <strong>An</strong>alysis- Coefficient alpha<br />
Unstandardized Coefficients Standardized Coefficients t Sig.<br />
Model<br />
B Std. Error Beta B<br />
Std.<br />
Error<br />
1 (Constant) .583 1.093 .533 .599<br />
<strong>Retention</strong> 2.667 .374 .788 7.139 .000<br />
Tra<strong>in</strong><strong>in</strong>g and development .177 .072 .250 2.474 .021<br />
Reward or Salaries -.022 .080 -.025 -.271 .789<br />
Work life balance .340 .126 .230 2.696 .013<br />
Job satisfaction -.045 .119 -.033 -.382 .706<br />
Dependent Variable: <strong>Retention</strong><br />
Table 5: Chi-square test<br />
Variables<br />
Chi-square<br />
value<br />
D.F. P-value<br />
Gamma<br />
value<br />
Association between work life balance and retention 10.63 4 .03* .770<br />
Association between tra<strong>in</strong><strong>in</strong>g and retention 15.67 4 .00** .727<br />
Association between reward & recognition and retention 4.31 4 .36 NS<br />
-.388
14 European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences Issue 29 (2011)<br />
Table 5: Chi-square test - cont<strong>in</strong>ous<br />
Association between constituent attachment, culture and<br />
retention<br />
* = Significant<br />
** = Highly significant<br />
NS = Non-Significant<br />
9.27 4 .05* .256<br />
1. The chi-square (10.63) shows a significant association between work-life balance and retention.<br />
The gamma value shows a positive relationship between the variables. Its mean higher work<br />
life balance, higher will be retention. Similar to the f<strong>in</strong>d<strong>in</strong>gs <strong>of</strong> (Cho, Woods, Soocheong, &<br />
Mehmet, 2006; McCabebe, & Savery, 2007; Wildes, 2007) who <strong>in</strong> general are <strong>in</strong> view after the<br />
research that the organizations that cont<strong>in</strong>uously make the effort <strong>of</strong> ma<strong>in</strong>ta<strong>in</strong><strong>in</strong>g this balance are<br />
always able to reta<strong>in</strong> their employees for longer time and multiply the worth <strong>of</strong> their<br />
organization.<br />
2. The chi-square (15.67) shows a highly significant association between tra<strong>in</strong><strong>in</strong>g and<br />
development and retention. The gamma value shows a strong positive relationship between the<br />
variables. The results match with the f<strong>in</strong>d<strong>in</strong>gs <strong>of</strong> Davidson (2010) who correlated tra<strong>in</strong><strong>in</strong>g and<br />
development with the human asset and proved that T&D <strong>in</strong>creases loyalty and ownership <strong>of</strong><br />
employees towards their organizations.<br />
3. A non-significant association (P = .36) has been found between rewards or salary and retention;<br />
while the gamma value shows a negative relationship between the variables. It refers to the<br />
f<strong>in</strong>d<strong>in</strong>gs <strong>of</strong> Chalkiti and Sigala on staff turnover <strong>in</strong> Greek tourism <strong>in</strong>dustry (2010). Babak et al,<br />
(2010), <strong>in</strong> their research on export based textile organizations work<strong>in</strong>g <strong>in</strong> the same area<br />
(Faisalabad, Pakistan) with reference to employees’ chang<strong>in</strong>g perception about rewards found<br />
that rewards has been emerged as an important <strong>in</strong>dicator to behavioral shift.<br />
4. The chi-square (9.27) shows a highly significant association between constituent attachment,<br />
culture and retention. The gamma value shows a positive relationship between the variables.<br />
F<strong>in</strong>d<strong>in</strong>gs Through Interviews<br />
The selected six people for <strong>in</strong>terview were asked about their reasons for stay<strong>in</strong>g at Serena FSH and role<br />
<strong>of</strong> HR department. In general, people at Serena are found satisfied with the performance <strong>of</strong> HR<br />
department and its current practices. They reported that HR worked out for the betterment <strong>of</strong> entire<br />
workforce, its play<strong>in</strong>g a proactive role concern<strong>in</strong>g all areas (e.g. recruitment, selection, negotiation,<br />
cafeteria <strong>of</strong>fer<strong>in</strong>gs, performance appraisals etc.).<br />
In the course <strong>of</strong> research this was found that high performers were highly respected by the<br />
management and have been reta<strong>in</strong>ed for years. They love to work for Serena and are enjoy<strong>in</strong>g their<br />
current jobs and found much satisfied; so why the percentage <strong>of</strong> absenteeism also found low. The top<br />
<strong>of</strong> list causes <strong>of</strong> retention reported by associates at different level were prestige <strong>of</strong>fered to them,<br />
learn<strong>in</strong>g environment (<strong>in</strong>-house and external tra<strong>in</strong><strong>in</strong>gs), promotions and growth, empowerment and<br />
sense <strong>of</strong> ownership, facilities (like laundry, percentage <strong>of</strong>f, free medical, tea, lunch and etc.), chances<br />
<strong>of</strong> socialization and recreational activities, <strong>in</strong>ternational brand name (Serena) and good will, team work<br />
and cooperation, ease <strong>of</strong> communication, Retirement plans (employee old age benefits i.e. provident<br />
fund, pension and <strong>in</strong>surances), easy accessibility, flexibility <strong>in</strong> work, lack <strong>of</strong> alternatives and lastly the<br />
rightsiz<strong>in</strong>g <strong>of</strong> workforce. The def<strong>in</strong>itions and description <strong>of</strong> the reasons <strong>of</strong> retention are be<strong>in</strong>g given <strong>in</strong><br />
table 6:
15 European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences Issue 29 (2011)<br />
Table 6: Def<strong>in</strong>ition and Descriptions <strong>of</strong> Factors Caus<strong>in</strong>g <strong>Retention</strong><br />
Sr. No. Term<strong>in</strong>ology Def<strong>in</strong>ition Frequency Parentage<br />
1 Job Satisfaction “a pleasurable or positive emotional state result<strong>in</strong>g from the<br />
appraisal <strong>of</strong> one’s job or job experience”<br />
5 83%<br />
2 Learn<strong>in</strong>g <strong>An</strong> organization with a philosophy <strong>of</strong> cont<strong>in</strong>uous improvement 6 100%<br />
environment serves the def<strong>in</strong>ition <strong>of</strong> learn<strong>in</strong>g environment<br />
3 Advancement To potential for rapid advancement for higher level or<br />
4 66.67%<br />
opportunities position.<br />
4 Rightsiz<strong>in</strong>g “Ensure the organization has the right employees with the right<br />
skills <strong>in</strong> the right place at the right time”<br />
6 100%<br />
5 Empowerment Transmission <strong>of</strong> organizational power to <strong>in</strong>dividual through<br />
systematic process<br />
5 83.34%<br />
6 Lack <strong>of</strong> Beliefs about the unavailability <strong>of</strong> jobs outside the<br />
4 66.6%<br />
alternatives organization<br />
7 Goodwill Perception <strong>of</strong> organization as reputable and well regarded<br />
<strong>in</strong>stitute<br />
6 100%<br />
8 Location “The proximity <strong>of</strong> workplace relative to one’s home” 4 66.7%<br />
9 Socialization Association between supervisor, co-workers and other<br />
6 100%<br />
(constituent members <strong>in</strong>volved <strong>in</strong> operations <strong>in</strong>side and outside <strong>of</strong><br />
attachments) organization.<br />
10 Flexibility Schedul<strong>in</strong>g <strong>of</strong> work<strong>in</strong>g hours at <strong>of</strong>fice. 4 66.67%<br />
11 Retirement<br />
Plans<br />
Benefits <strong>of</strong>fered to employees on their retirement 6 100%<br />
12 Communication Shar<strong>in</strong>g <strong>of</strong> ideas and thoughts with supervisors, peers and<br />
subord<strong>in</strong>ate.<br />
5 83.34%<br />
13 Prestige Respect <strong>of</strong>fered to the employees <strong>in</strong> spite <strong>of</strong> their role <strong>in</strong><br />
hierarchy<br />
6 100%<br />
14 Facilities Benefits and services <strong>of</strong>fered to associate other than pay 6 100%<br />
[Citation for the contents <strong>in</strong> table: (Daft, 2009); (Price & Muller, 1981); (Steers, 1977); (Mello, 2007); (Beach, 1996);<br />
(<strong>An</strong>thony, Kacmar, & Perrewe, 2002); (Daft, & Mercic, 2009); (March, & Simon, 1958)]<br />
Suggestion and Recommendations<br />
<strong>Hotel</strong> <strong>in</strong>dustry contribute to economy, as it is provid<strong>in</strong>g services to number <strong>of</strong> customers and<br />
employ<strong>in</strong>g thousands <strong>of</strong> employees. <strong>Retention</strong> at hotels is very important otherwise turnover will affect<br />
employees <strong>in</strong> form <strong>of</strong> dissatisfaction and emotional <strong>in</strong>stability (Cho et al. 2006). The current studies<br />
revealed the factors caus<strong>in</strong>g retention at Serena Faisalabad and provide a guide l<strong>in</strong>e to other for control<br />
over turnover. Implement<strong>in</strong>g retention <strong>in</strong> hotels requires active role <strong>of</strong> HR department to develop<br />
career progression programs, and knowledge retention strategies (Chalkiti, & Sigala, 2010),<br />
commitment from management <strong>in</strong> order to <strong>in</strong>still employees for behavioral shift, and cultural<br />
improvements through motivation and appreciations. This will leads to enhanced service quality,<br />
customer satisfaction, retention <strong>of</strong> knowledge and enrich cultural values, organizational productivity <strong>in</strong><br />
terms <strong>of</strong> pr<strong>of</strong>its and performance. At the moment Serena hotel has ma<strong>in</strong>ta<strong>in</strong>ed issues <strong>of</strong> employee<br />
retention and is head<strong>in</strong>g towards growth with positive attitude.<br />
Future Research<br />
• F<strong>in</strong>d<strong>in</strong>gs were gathered from a small sample, a replica study with large sample size should seek<br />
validity.<br />
• A comparison <strong>of</strong> Pakistani and <strong>in</strong>ternational hotel <strong>in</strong>dustry could be made to identify the gap<br />
and recommendations for improvements.<br />
• A study <strong>of</strong> factors other than these could be conducted: <strong>in</strong>dicat<strong>in</strong>g the effect <strong>of</strong> other forces and<br />
strategies on retention.
16 European Journal <strong>of</strong> Economics, F<strong>in</strong>ance and Adm<strong>in</strong>istrative Sciences Issue 29 (2011)<br />
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