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Leisure and Tourism Operation Management
Pages 10 (2510 words)
Due to high turnover rates, the hospitality industry has a negative image. Those who are in leisure and tourism operation management cannot ignore the consequences of high turnover. Whether the consequences of high turnover such as "impermanence by managers and the lack of job security for employees, unpleasant working conditions, limited opportunities for advancement in developing countries, lack of respect from the public, etc." (D'Announzio-Green, Maxwell, Watson, 2002, pp…
Another aim was to prove that the hypothesis of acceptance of this culture leads to devastating consequences and that high turnover must be prevented, minimized, and managed.
In order to meet the aims of the study, it was necessary to examine the causes and nature of turnover, whether it is considered to be bad or if it is considered to be good and necessary in the operation of companies. Existing arguments were examined as some believe that high turnover is desired in the hospitality industry yet some do not believe it to be a positive thing. Another argument included turnover as a culture for the industry. Interviews from hotels/resorts owners and managers were used to provide which proved the writer's hypotheses and aims.
Turnover is when employees stay only for a short time before moving on or becoming dismissed for one reason or another. (D'Announzio-Green, Maxwell, & Watson 2002, quote Barron and Maxwell, 1993, p. 5). "Turnover is the result of both quits and layoffs. ...
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