Research Article
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IMPLEMENTING TOTAL REWARD STRATEGIES TO IMPROVE EMPLOYEE RETENTION IN HOSPITALITY

Year 2023, Volume: 5 Issue: 2, 149 - 160, 29.10.2023

Abstract

Hospitality industry faces many difficulties with retention of the labour force which creates numerous challenges for human resource (HR) departments in these companies. At the beginning of every tourist season, employers in hospitality in Croatia have a challenging task to attract sufficient seasonal workers. In many cases, hospitality companies are forced to employ non-skilled workers and train them for the job which leads to additional costs and decreases productivity. However, this paper argues that by implementing appropriate reward management practices the level of employee turnover could be decreased. Specifically, this paper develops total reward strategy that could be used by employers in hospitality industry to decrease employee turnover and increase employee retention.

References

  • Agency for Vocational and Adult Education (2012). Tourism and hospitality, sector profile. ASOO.
  • Armstrong, M., & Murlis, H. (2004). Reward management: A handbook of remuneration strategy and practice (5th edition). Kogan Page Limited.
  • Babakus, E., Yavas, U., & Karatepe, O. M. (2017). Work engagement and turnover intentions. International Journal of Contemporary Hospitality Management, 29(6), 1580-1598. https://doi.org/10.1108/ijchm-11-2015-0649
  • Baum, T. (ed.) (1993). Human Resource Issues in International Tourism. Butterworth-Heinemann.
  • Bussin, M. H., Pregnolato, M., & Schlechter, A. F. (2017). Total rewards that retain: A study of demographic preferences. SA Journal of Human Resource Management, 15(1), 1-10.
  • Čavlek, N., Bartoluci, M., Prebežac, D., & Kesar, O. (2011). Turizam – ekonomske osnove i organizacijski sustav. Školska knjiga.
  • Cheng, J.-C., & O-Yang, Y. (2018). Hotel employee job crafting, burnout, and satisfaction: The moderating role of perceived organizational support. International Journal of Hospitality Management, 72, 78-85. https://doi.org/10.1016/j.ijhm.2018.01.005
  • Croatian Bureau of Statistics. (2022a). Tourism in 2021. https://podaci.dzs.hr/media/gwcghawn/si-1700_turizam-u-2021.pdf (Accessed: 21st August 2023)
  • Croatian Bureau of Statistics. (2022b). Employment and wages. https://podaci.dzs.hr/hr/arhiva/zaposlenost-i-place/zaposlenost/zaposleni-po-djelatnostima/ (Accessed: 21st August 2023)
  • De Gieter, S. & Hofmans, J. (2015). How reward satisfaction affects employees’ turnover intentions and performance: An individual differences approach. Human Resource Management Journal, 25(2), 200-216.
  • Dogonyaro, H. (2021). Employee retention strategy in the hospitality industry (Doctoral Thesis). https://www.proquest.com/dissertations-theses/employee-retention-strategy-hospitality-industry/docview/2545629862/se-2 (Accessed: 21st August 2023)
  • Frye, W. D., Kang, S., Huh, C., & Lee, M. J. M. (2020). What factors influence Generation Y’s employee retention in the hospitality industry?: An internal marketing approach. International Journal of Hospitality Management, 85, 102352. https://doi.org/10.1016/j.ijhm.2019.102352
  • Ghani, B., Zada, M., Memon, K. R., Ullah, R., Khattak, A., Han, H., Ariza-Montes, A., & Araya-Castillo, L. (2022). Challenges and strategies for employee retention in the hospitality industry: A review. Sustainability, 14(5), 2885. https://doi.org/10.3390/su14052885
  • Gursoy, D., Maier, T. A., & Chi, C. G. (2008). Generational differences: An examination of work values and generational gaps in the hospitality workforce. International Journal of Hospitality Management, 27(3), 448-458. https://doi.org/10.1016/j.ijhm.2007.11.002
  • Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Human Resource Management, 48(2), 269-288. https://doi.org/10.1002/hrm.20279
  • Holston-Okae, B. L., & Mushi, R. J. (2018). Employee turnover in the hospitality industry using Herzberg’s two-factor motivation-hygiene theory. International Journal of Academic Research in Business and Social Sciences, 8(1), 218-248.
  • Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). One hundred years of employee turnover theory and research. Journal of applied psychology, 102(3), 530-545.
  • Jiang, K., Lepak, D., Hu, J., & Baer, J. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264-1294.
  • Kim, H. S., & Jang, S. S. (2020). The effect of increasing employee compensation on firm performance: Evidence from the restaurant industry. International Journal of Hospitality Management, 88, 102513. https://doi.org/10.1016/j.ijhm.2020.102513
  • Lundberg, C., Gudmundson, A., & Andersson, T. D. (2009). Herzberg's two-factor theory of work motivation tested empirically on seasonal workers in hospitality and tourism. Tourism Management, 30(6), 890-899.
  • Maroudas, L., Kyriakidou, O. & Vacharis, A. (2013). Performance Measurement and Leisure Management. Employees' motivation in the luxury hotel industry: The perceived effectiveness of human-resource practices (pp. 124-137). Routledge.
  • Namasivayam, K., Miao, L., & Zhao, X. (2007). An investigation of the relationships between compensation practices and firm performance in the US hotel industry. International Journal of Hospitality Management, 26(3), 574-587.
  • Pirjevec, B., & Kesar, O. (2002). Počela turizma. Mikrorad.
  • Putra, E. D., Cho, S., & Liu, J. (2017). Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory. Tourism and Hospitality Research, 17(2), 228-241. https://doi.org/10.1177/1467358415613393
  • Simons, T., & Hinkin, T. (2001). The effect of employee turnover on hotel profits: A test across multiple hotels. Cornell Hotel and Restaurant Administration Quarterly, 42(4), 65-69.
  • Szivas, E., Riley, M., & Airey, D. (2003). Labour mobility into tourism: Attraction and Satisfaction. Annals of Tourism Research, 30(1), 64-76. https://doi.org/10.1016/S0160-7383(02)00036-1
  • Torres, E., & Adler, H. (2012). Hotel compensation strategies: Perceptions of top industry executives. Journal of Human Resources in Hospitality & Tourism, 11(1), 52-71.
  • WorldatWork. (2020). WorldatWork total rewards model. WorldatWork.
  • Zopiatis, A., & Constanti, P. (2007). Human resource challenges confronting the Cyprus hospitality industry. EuroMed Journal of Business, 2(2), 135-153.
  • Zopiatis, A., Constanti, P., & Theocharous, A. L. (2014). Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus. Tourism Management, 41, 129-140. https://doi.org/10.1016/j.tourman.2013.09.013
Year 2023, Volume: 5 Issue: 2, 149 - 160, 29.10.2023

Abstract

References

  • Agency for Vocational and Adult Education (2012). Tourism and hospitality, sector profile. ASOO.
  • Armstrong, M., & Murlis, H. (2004). Reward management: A handbook of remuneration strategy and practice (5th edition). Kogan Page Limited.
  • Babakus, E., Yavas, U., & Karatepe, O. M. (2017). Work engagement and turnover intentions. International Journal of Contemporary Hospitality Management, 29(6), 1580-1598. https://doi.org/10.1108/ijchm-11-2015-0649
  • Baum, T. (ed.) (1993). Human Resource Issues in International Tourism. Butterworth-Heinemann.
  • Bussin, M. H., Pregnolato, M., & Schlechter, A. F. (2017). Total rewards that retain: A study of demographic preferences. SA Journal of Human Resource Management, 15(1), 1-10.
  • Čavlek, N., Bartoluci, M., Prebežac, D., & Kesar, O. (2011). Turizam – ekonomske osnove i organizacijski sustav. Školska knjiga.
  • Cheng, J.-C., & O-Yang, Y. (2018). Hotel employee job crafting, burnout, and satisfaction: The moderating role of perceived organizational support. International Journal of Hospitality Management, 72, 78-85. https://doi.org/10.1016/j.ijhm.2018.01.005
  • Croatian Bureau of Statistics. (2022a). Tourism in 2021. https://podaci.dzs.hr/media/gwcghawn/si-1700_turizam-u-2021.pdf (Accessed: 21st August 2023)
  • Croatian Bureau of Statistics. (2022b). Employment and wages. https://podaci.dzs.hr/hr/arhiva/zaposlenost-i-place/zaposlenost/zaposleni-po-djelatnostima/ (Accessed: 21st August 2023)
  • De Gieter, S. & Hofmans, J. (2015). How reward satisfaction affects employees’ turnover intentions and performance: An individual differences approach. Human Resource Management Journal, 25(2), 200-216.
  • Dogonyaro, H. (2021). Employee retention strategy in the hospitality industry (Doctoral Thesis). https://www.proquest.com/dissertations-theses/employee-retention-strategy-hospitality-industry/docview/2545629862/se-2 (Accessed: 21st August 2023)
  • Frye, W. D., Kang, S., Huh, C., & Lee, M. J. M. (2020). What factors influence Generation Y’s employee retention in the hospitality industry?: An internal marketing approach. International Journal of Hospitality Management, 85, 102352. https://doi.org/10.1016/j.ijhm.2019.102352
  • Ghani, B., Zada, M., Memon, K. R., Ullah, R., Khattak, A., Han, H., Ariza-Montes, A., & Araya-Castillo, L. (2022). Challenges and strategies for employee retention in the hospitality industry: A review. Sustainability, 14(5), 2885. https://doi.org/10.3390/su14052885
  • Gursoy, D., Maier, T. A., & Chi, C. G. (2008). Generational differences: An examination of work values and generational gaps in the hospitality workforce. International Journal of Hospitality Management, 27(3), 448-458. https://doi.org/10.1016/j.ijhm.2007.11.002
  • Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Human Resource Management, 48(2), 269-288. https://doi.org/10.1002/hrm.20279
  • Holston-Okae, B. L., & Mushi, R. J. (2018). Employee turnover in the hospitality industry using Herzberg’s two-factor motivation-hygiene theory. International Journal of Academic Research in Business and Social Sciences, 8(1), 218-248.
  • Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). One hundred years of employee turnover theory and research. Journal of applied psychology, 102(3), 530-545.
  • Jiang, K., Lepak, D., Hu, J., & Baer, J. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264-1294.
  • Kim, H. S., & Jang, S. S. (2020). The effect of increasing employee compensation on firm performance: Evidence from the restaurant industry. International Journal of Hospitality Management, 88, 102513. https://doi.org/10.1016/j.ijhm.2020.102513
  • Lundberg, C., Gudmundson, A., & Andersson, T. D. (2009). Herzberg's two-factor theory of work motivation tested empirically on seasonal workers in hospitality and tourism. Tourism Management, 30(6), 890-899.
  • Maroudas, L., Kyriakidou, O. & Vacharis, A. (2013). Performance Measurement and Leisure Management. Employees' motivation in the luxury hotel industry: The perceived effectiveness of human-resource practices (pp. 124-137). Routledge.
  • Namasivayam, K., Miao, L., & Zhao, X. (2007). An investigation of the relationships between compensation practices and firm performance in the US hotel industry. International Journal of Hospitality Management, 26(3), 574-587.
  • Pirjevec, B., & Kesar, O. (2002). Počela turizma. Mikrorad.
  • Putra, E. D., Cho, S., & Liu, J. (2017). Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory. Tourism and Hospitality Research, 17(2), 228-241. https://doi.org/10.1177/1467358415613393
  • Simons, T., & Hinkin, T. (2001). The effect of employee turnover on hotel profits: A test across multiple hotels. Cornell Hotel and Restaurant Administration Quarterly, 42(4), 65-69.
  • Szivas, E., Riley, M., & Airey, D. (2003). Labour mobility into tourism: Attraction and Satisfaction. Annals of Tourism Research, 30(1), 64-76. https://doi.org/10.1016/S0160-7383(02)00036-1
  • Torres, E., & Adler, H. (2012). Hotel compensation strategies: Perceptions of top industry executives. Journal of Human Resources in Hospitality & Tourism, 11(1), 52-71.
  • WorldatWork. (2020). WorldatWork total rewards model. WorldatWork.
  • Zopiatis, A., & Constanti, P. (2007). Human resource challenges confronting the Cyprus hospitality industry. EuroMed Journal of Business, 2(2), 135-153.
  • Zopiatis, A., Constanti, P., & Theocharous, A. L. (2014). Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus. Tourism Management, 41, 129-140. https://doi.org/10.1016/j.tourman.2013.09.013
There are 30 citations in total.

Details

Primary Language English
Subjects Organisational Behaviour
Journal Section Research Articles
Authors

Danijela Ferjanić Hodak This is me

Ivana Načinović Braje 0000-0003-4062-5251

Božidar Jaković This is me

Publication Date October 29, 2023
Published in Issue Year 2023 Volume: 5 Issue: 2

Cite

APA Ferjanić Hodak, D., Načinović Braje, I., & Jaković, B. (2023). IMPLEMENTING TOTAL REWARD STRATEGIES TO IMPROVE EMPLOYEE RETENTION IN HOSPITALITY. Economics Business and Organization Research, 5(2), 149-160.