Thesis on Employee Retention in Hotel Industry in Hong Kong (case of Harbor Plaza Hotel)
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Most organizations and their management invest on human resources because it is known to be one of the most important assets of the company. Employee retention is the basic idea of keeping the best employees to stay with the organization. There has been many HR strategies provided to retain employees for the advantage of the organization. These strategies are implemented to avoid employee turnover. Turnover occurs when an employee leaves a specific job or organization permanently and his/her services are no longer available. Earlier literatures say that the typical reason why employees leave because they become dissatisfied with their job, search for options, compare those options with current jobs, and depart if any of the alternatives are judged to be better than their current situation. Other authors describe the traditional turnover process as characteristically beginning with employee dissatisfaction, thoughts of quitting, undertaking a job search, assessing and reviewing prospects, and culminating in a decision to quit. Intent to leave, the antecedent to turnover, shows the employee’s estimated probability that his/her resignation is impending (Gratton et al, 1999). An increased intent to leave corresponds with a resultant higher turnover. Consequently, it is important to examine both intent to leave and variables affecting turnover.
This research study evaluates the case of hotel industry in Hong Kong. It explores the aspects of compensation (performance review, bonuses, insurance); environment (working condition, organizational structure); opportunity and challenge (career growth, training and development); management support (communication and feedback, interest in employee concerns, recognition of good work); relationship (organizational culture, loyalty, individual development): and a background of the hotel industry in Hong Kong particularly on this aspect.
2.0 Review of Relevant Literature
Human resource management (HRM) is known and accepted in the broadest sense of the term, as a form of management that includes “all management decisions and actions that affect the nature of the relationship between the organization and the employees – its human resources” (Beer et al., 1984). The tasks of those belonging in HRM can be complex as it involves all issues that encompass employee and firm relationship. Today, it can be said that role of HRM in the organization has been expanded and improved as new ways to handle employees are discovered (Lipiec, 2001).
There are various training and development methods such as on-the-job training, classroom training, internal training courses, external training courses, informal training, on-the-job coaching, life-coaching, training assignments, mentoring, and tasks, skills, training, technical training, product training, behavioral development training, role-playing and role-play games and exercises, attitudinal training and development, distance learning, accredited training and learning (Sims, 2002).
All of these are part of training menu and are all accessible to utilize and relate according to individual training and organizational training needs. Training is also on hand far beyond and outside the classroom. More prominently, training or learning, to look at it from the trainee’s view is anything offering learning and developmental experience (Noe, 2006). . Training and learning development includes facets such as morals and principles; stance and behavior; skills and knowledge and as well as leadership and willpower. Development isn’t constrained to training; rather it’s anything that aids a person to nurture in aptitude, expertise, poise, broadmindedness, dedication, inventiveness, inter-personal skills, understanding, self-control, enthusiasm and some more (Williams, 1995)
Importance of giving Rewards and Incentives
In a positivistic point of view, performance management is often intended as a total approach on how to manage people and their performance (Hornsby and Kuratko 2005; Sims 2002). It involves setting out of performance aims and expectations for the organization level, for each business or operating unit, and for work groups, and for individual employees (Schuler 2004). It also covers the following managerial tasks and areas: performance planning; performance measurement; performance appraisal and feedback; training and development; managing the organisations reward system, and in particular employee remuneration; employee discipline and termination; and health and safety. Performance management framework is currently and generally regarded as essential to the success of any system of performance planning and review. In performance management, significant factors are considered and make up the evaluation criteria.
According to Burke and Cooper (2004) when organizations value and reward people, those people are committed to performing well. As a result, the organization accomplishes more and it can then reward employees more and attracts and retain more talented employees. This leads to even higher organizational performance. It also involves developing a variety of HRM practices that motivate people to peak performance with accompanying rewards. Staffs, in turn, are more committed to the organization and more responsible for their own behaviors (contribution, learning, development, etc.).
HRM practices can also influence levels of motivation through the consideration of performance appraisals, pay-for-performance incentives, and internal promotions systems based on merit (Brown, Sturman, & Simmering 2001). HRM practices can also influence the design of work so that highly motivated and skilled employees can consideration what they know in performing their jobs (Wright & Boswell, 2002). Giving incentives on a favorable performance appraisal is an example of a positive reinforcement that will impact the attitudes and behavior of employees. This mechanism falls under performance management functions handled by HR managers.
However, there are some positive and negative consequences in giving incentives. Incentives work as a positive reinforcement when considered as a motivational factor and reward system (Champion-Hughes 2001). It motivates employee to work for a common goal. On the other hand, rewards and incentives insinuate competition among employees, thus, breaking the perspective of teamwork (Burke & Cooper 2004). A compensation system that only rewards individual performance is not consistent with sustaining teamwork because the compensation system tells employees which behaviors will be rewarded and which will be punished (Salas et al. 2009). If the system strictly reinforces individualistic behavior, without any consideration for collaboration or collective goals, then teamwork behaviors will be inhibited.
In relation to the traditional system of incentives and incentives based on customer satisfaction in a variety of industry, the both possess similar operations. There is no significant difference in performance management except to the fact that they involve two different workforces but still working on one objective – company growth. The potential solution to a balance incentives or rewards management lies in the hand of an effective HR manager and efficient HR function. Details of conditions of service are often more important than the basics (Sims 2002). Hence, financial and other motivations must constantly be evaluated and improved to ensure employee satisfaction.
According to the expectancy theory, employees expect and need to be rewarded according to the work they do, and will help them to develop their capability, help them to work up to a higher level so that they can be better rewarded (Sims 2002). Employees expect organizations to have compensation systems that they perceive as being fair and commensurate with their skills and expectations. The compensation may, in some cases, act as employee motivators. These compensations that employees receive may be value-added compensation including direct compensation, such as salary, incentives and commissions; and indirect compensation, such as insurance benefits, employee recognition programs, flexible work hours, and vacation benefits. To improve performance, the system theory assumes a synchronized work environment. To synchronize the parts of the organization, it is necessary for the productivity of the company is ensuring the effectiveness of the organization. According to Sims (2002), an organization needs constantly to take stock of its workforce and to assess its performance in existing jobs for three reasons:
• To improve organizational performance via improving the performance of individual contributors.
• To identify potential, i.e. to recognize existing talent and to consideration that to fill vacancies higher in the organization or to transfer individuals into jobs where better consideration can be made of their abilities or developing skills.
• To provide an equitable method of linking payment to performance where there are no numerical criteria.
Ensuring employee performance requires establishing a level of competence which the employee should be aware of as a target to be achieved (Williams, 2002). This is the measure to be considered by managers in determining compliance with the standard and in identifying problems met by the employees in meeting the standard. In developing a training program to enhance the productivity of employees the manager will look at the competency problems of the employees and fashion the program to enable the employees to reach and even exceed the competency standard established for their work. This requires a great amount of perceptiveness on the part of the manager in determining what method of training will be most effective in improving employee competence. Some of the training includes computer software training, internet-based training and self teaching by encouraging innovativeness in the workplace (Sims, 2002).
This part of the paper discusses the methods that have been considered for this research study. This detailed the steps the author of this research took in order to accomplish the study. The said steps then include the collating and collating procedure of the facts and figures that is required in the delivery and completion of the research study. It also presents the manner in which these facts and figures will be utilized and combined in the study and at the same time, detail how the research study develop and progress to answer the aims and objectives to be able to read the conclusion.
As the research study intends to discover the general consensus of staff in the hotel industry with regards to employee retention, the immediate research study methodology in mind is the descriptive research study design. The research study are taken from various facts and figures sources that is integral in identifying issues of employee retention, and the status of their performance in hotel industry.
3.1 Research study Design
To achieve the main purpose of this dissertation, the author of this research opted to consideration descriptive method. The purpose of using and considering the descriptive method is to explain and depict the nature of a situation, as it takes place during the time of the research and to explore the cause or causes of a particular situation. The author of this research opted to consideration this kind of research study considering the desire to acquire first hand facts and figures from the employees so as to formulate rational and sound conclusions and recommendations for the dissertation
Accordingly, the research approach considered in this study aims on collecting information or facts and figures regarding the present existing situation or phenomenon. Descriptive research study has as its purpose developing a better comprehension of a situation in detail. Descriptive studies usually have as their purpose the first two aims of normal science as described by (Creswell, 1994) attempts to increase the accuracy and scope with which facts are known” or “determination of those facts that can be compared directly with the predictions from theory”. The major objective of descriptive research study is to clarify the nature of a condition in a specified, static context while viewed from a specific, fixed perspective.
Two types of facts and figures were considered: the primary and the secondary facts and figures. The primary facts and figures were derived from the answers participants gave in the self-administered questionnaire prepared by the author of this research. In addition, the information obtained from the interview also provided primary research study facts and figures that supported the study. The secondary facts and figures on the other hand, were derived from the findings stated in published documents and literatures related to the research study problem. These were based from the recent literatures related to employee retention and motivation and the concepts cited by the participants.
In terms of approach, the study employed both qualitative and quantitative approaches. The quantitative approach highlights on obtaining numerical findings was considered with the survey method. The interview on the other hand, made up the qualitative approach of the study as this highlights on personal accounts, observations, and description and individual insights of the employees/participants. This study employed the combined approach so as to overcome the limitations of both approaches. In order to achieve the goal of this paper, the author of this research has been able to consideration appropriate approach. For this study, the research design considered is qualitative approach (Mays & Pope, 2000). In this study, the qualitative facts and figures considered provides details descriptions of the entire topic which is the incentives which allowed the author of this research to gain better comprehension of the objective of the study (Creswell, 1994). It can be said that the article considered qualitative research method since it will try to find and build theories that will explain the impact of employee retention with Harbour Plaza Hotels.
In this research design, the facts and figures collating and collating approach includes the consideration of relevant literatures that provides discussion about the practical considerations for employers which want to consideration strategically incentives as a vital program approach for motivating their employees and engaging them to health promotions.
Herein, the author of this research has been able to collate and obtain information from relevant studies and incorporate it qualitatively through the consideration of content analysis. Through the secondary documents, it can be said that the author of this research have been able to achieve the goal and objective of this study. It is said that the qualitative research utilized in this article can be said to be as it is more open to adjustment and refinement of research ideas as an inquiry proceeds.
The participants have been chosen directly from Harbour Plaza Hotels HR department. This may include managers, line managers and other employees of the company. All of these participants were selected through random sampling. This sampling method is conducted where each member of a population has an equal opportunity to become part of the sample. As all members of the population have an equal probability and chance of becoming a research study participant, this is said to be the most efficient sampling procedure.
The participants assessed the employee retention strategies of Harbour Plaza Hotels and determine whether employee retention have a significant impact with organizational performance. However, due to time and budget constraints, the author of this research opted for a smaller sample size. In this regard, the research study will only consider 82 employees of the company. Harbour Plaza Hotels’ employees have been chosen to ensure that the facts and figures and information that will be collated is pertinent.
The questionnaire was structured in such a way that participants will be able to answer it easily. Thus, the set of questionnaire was structured using the Likert format with a five-point response scale. A Likert Scale is a rating scale that requires the subject to indicate his or her degree of agreement or disagreement to a statement. In this type of questionnaire, the participants were given five response choices. These options served as the quantification of the participants’ agreement or disagreement on each question item. Below are the designated quantifications considered in the questionnaire for this research study:
The survey method will be facilitated through the consideration of survey forms and questionnaires. This will include inquiries on the general characteristics, particularly the socio-demographic information of the selected research participants. Quantifiable inquiries will be likewise contained in the survey forms and questionnaire regarding the real advantage of employee retention in general on Harbour Plaza Hotels. The survey format will be distributed to employees of the Hotel Company. This will enable the participants to compare and contrast the business processes of their company before and after the popularity of the consideration of employee retention operations. The main advantage of survey questionnaire is it enables the author of this research to know the personal views of the participants without any biasness from their part. In addition, it also helps in getting direct information from knowledgeable, experienced and pertinent individuals.
3.3.1. Content analysis
Content analysis was conducted and performed to analyze communications in order to answer two levels of questions – the descriptive and the interpretive. Descriptive questions focused what the communication contains. Interpretative questions aims on understanding what the contents was likely to mean. The process entailed searching through one or more communication to answer questions that an investigator brings to the search (Creswell, 2003). Content Analysis was considered to analyze and interpret the interviews. Results of the survey were presented in tables. Excerpts from the interview were combined based on the analysis outline. Relevant literatures to support the findings are also included.
Facts and Figures Analysis and Findings
In this chapter, the facts and figures collated from the chosen participants who are mostly managers and employees of harbor Plaza Hotels. This chapter discusses the results of the structured survey questionnaires given to the 82 chosen participants and the result of the survey process which has been initiated among 82 employees of Harbour Plaza Hotels Group. Prior to the initiation of the survey process, the purpose, the importance, and objectives of the study were relayed to the chosen participants.
Section one gives a summary of the demographic profile of the participants considered d in the study. This profile was categorized according to the participants’ age, gender, civil status, educational attainment, and length of service in their respective apparel industries.
4.1 Part 1 Demographic characteristic of the participants
In order to have a general idea on the general social and economic characteristics of the participants, the facts and figures and discussion provided in this section of the results and findings of the study presents the details of the overall description of the sample population.
4.1.1 Age. In terms of age, almost three-fourths of the total number (77%) of participants comprises the adult group categorization (27-42 years old) while the age of the remaining participants compose the managers who are in their early 2os (12%), and 43 to 50 are on their older years (11%) . A more graphic illustration of the participants’ age distribution is detailed in the pie chart below.
4.1.2 Gender. The facts and figures also indicated that more than half of the participants (60%) are female while the remaining participants in the research activity are male (40%). It could be inferred that the job nature in Harbour Plaza Hotels Group provides career opportunities to women than men. Figure 2 below illustrates the specific results of the research study in terms of the gender of the participants
4.1.3 Position in the Company. The figure below shows the position of the employees who took part in the Study. Herein, it shows that in Harbour Plaza Hotel, there are different positions that an employee can fill in along with his qualifications. In this, we can categorize each position into marketing/sales, administrative and customer service positions. Herein, 26.83% of the total participants belongs to marketing/ sales unit.
On the other hand, 40.24% of the total participants belongs to administrative positions while 32.93% of the total participants belongs to customer service. It can be said that 60% of these positions are handled by female employees.
4.1.4 Monthly Income. The monthly income of the participants can be seen in the figure below. Herein, it shows that 96% out of 82 participants are earning $10,001-$34,000 on a monthly basis and only 4% of the total participants are earning below that amount. It can be said that since most of the participants are in administrative and marketing departments, they are all earning a good income from the company.
4.1.5 Length of Stay in the company. Figure 5 presents the length of stay in years of the participants in the Harbour Hotel Industry. Hewrein, it shows that more than half of the participants were working in the company for 4-12 years (85%), and only 15% are working for 1-3 years.
4.2 Perception of Participants
The proceeding sections will present the results in accordance to the statement provided mostly answerable by yes or no. It will be remembered that the participants of the study were presented a set of attitude statements so they can express their perceptions.
4.2.1 Awareness on Retention Programme
The awareness of the retention programme in Harbour Plaza Hotel Groups were asked among the participants and based on the collated facts and figures, majority of the participants, which is 91% (75). This means that the Hotel groups have a wide campaign for retaining employees (See Figure 6 below).
4.2.2 Years of Implementation of Employee Retention Programme
The figure above shows the perception of the participants with regards to the years of implementation of the retention programme of the Harbour Plaza Hotels group, based on the collated and analyzed facts and figures, 79% out of 82 participants mentioned that the programme is implemented in 1 year which means that employee retention programme in the industry is being done yearly.
4.2.3 Employee Retention Programme Satisfaction
In thie figure below, it shows that 84% (69) out of 82 participants noted that they are satisfied with the employee retention programme of the company. While 13% mentioned that they are not satisfied.
When asked how good or bad the employee retention proramme is in the hotels group, majority of the participants mentioned that it is fine/good (77%). While 16% noted that the programme is frequent and only 7% mentioned that it is infrequent.
The employees were also asked regarding the better frequency of the retention programme, 82% (67) out of 82 employees mentioned that the better frequency is 1 year and 10% notes that it is better if it is done every 2-3 years (See figure below).
4.2.4 Compensation and benefit
The figure below shows the perception of participants in terms of their compensation. As can be seen, 47% (39) are receiving good compensation while 32% perceived that the compensation is adequate. 6% mentioned that the compensation in this hotel group is excellent while 15% noted that it is inadequate.
For question 4.1 it should be noted that only 59 employees responded and 45.12% participants out of 59 mentioned that overall benefit is better than other company like annual leave, medical care and 14.63% (12) mentioned that they have staff purchase discount is good. There are also 4.9% and 7.32% who noted that benefit should also cover include parents/spouse/children as well and have dental subsidy education subsidy are good, respectively.
4.2.5 Compensation and benefit are based on performance review
This paper also attempts the view of Harbour Plaza Groups’ employees if their compensation and benefit are based on performance review. In this, majority of the respondents 67 (82%) have said that their compensation and benefit are not based on performance review and only 15 (18%) said yes. In this regard, it can be noted that most of the employees are not aware of their compensation and nd benefit based on performance review.
4.2.6 The performance review in the Hotel is/are held
Likewise, this paper also attempted to determine when the hotel industry conducts their performance and review. Based on the facts and figures collated, majority of the participants which is 85% (70) noted that the performance review is done on a yearly basis. In addition, the participants also mentioned that the performance review fine comprises 88% (72) of the total participants and the remaining 12% noted that it is frequent (See Figure Below). All the participants noted that the best frequency of performance review should be done is in a yearly basis.
4.2.7 Bonus in the Hotel is based on performance?
The participants were asked if their bonus is based on their performance and 79% (65) of the participants noted that their bonus is based on performance review and only 21% noted that the bonus is not based on performance review. This may indicate that bonuses and rewards in the hotel industry are actually based on productivity and output of the employees. They were also asked on their views on the bonus and it has been found that most employees think that the bonus system is fair with 63% of the total participants and 31% noted that it is good and 6% noted that it is excellent. Based on this result, it can be said that the management of the hotel industry are able to provide adequate bonus system for their employees. When asked how good or bad the system is, only 68 employees gave their views and 42.65% mentioned that the bonus is given properly and 57.35% noted that their bonus system is a reasonable method.
4.2.8 Do you think bonus is one of the methods to retain employee(s)?
The employees who took part in this study were asked about their views on bonus as a method to retain employees. Based on the analysis, it shows that 74% (61) out of 82 participants believed that bonus is a method for retaining employees and only 26% noted that it is not. Employees were also asked how much of their salary can retain employees. The result show that 84% of the participants believed that 2-4 months of their salary can retain employees and only 13 (16%) noted that 5 months and above salary can retain employees. 16 (19.51%) note that increasing their monthly salary is more practical than give bonus and 6.10% (5) stated that onus cannot be considered as guarantee pay, no protection, hence, it can't retain employees.
4.2.9 Are you satisfied with your bonus?
The satisfaction of the employees with regards to their bonus was also asked and the result of the analysis shows that more than half of the total participants (60%) noted that they are not satisfied and 40% mentioned that they are satisfied. The discrepancy of satisfaction rates is different maybe because the employees do not have the same salary and also their job description is also different. Those who answered yes, have been asked how much their bonus is and based on the collated facts and figures 67% (22) out of 33 employees are receiving bonus which is less than their monthly salary and 11 (33%) noted that they are receiving a bonus which is equal to their monthly salary.
Those who answered no were asked to give their opinions in terms of the amount of bonus they need. Herein, 71% out of 49 participants who said no, noted that they want their bonus to be equal to 2-3 month’s salary, 27% mentioned that they want 3-4 months’ salary and 2% noted that it should be over 5 month’s salary.
4.2.10 Working environment
The perception of participants with their working environment were also analyzed and the result revealed that 60% of the total participants noted that the working environment is good and 32% were satisfied with it but 8% said that they are unsatisfied with the work environment. When asked about the goodness and badness of the working environment only 62 participants gave their view. 37% out of 62 participants mentioned that it is good because of harmony in the working environment and 24% noted that they have enough working space and office equipment and 19% mentioned that they have privacy. There are 7% that mentioned that working environment is a bit crowded.
4.2.11 The working conditions are based in what employment?
The analysis of working conditions in terms of employment were also analyzed in this research. Based on the answers of the employees, it has been revealed that 52% of the participants, revealed that the working conditions in terms of employment is good and 24% said that it is equal, while there are 21% which noted that it is fair and 3% said that it is unfair.
This may indicate that employment in the company has been given priorities by the management. The participants were asked about their reasons on saying that the company is fair, equal, good and unfair. Only 56 participants gave their feedbacks. 57% employees mentioned that the company’s workplace is safe, and 25% mentioned that there is no discrimination among employees and 14% mentioned that the company has equal opportunities for promotion. However, there are 4% who said that sometimes they haven’t got equal rights and opportunities.
4.12 Opportunities for career growth are:
The research also attempted to determine if the company provides opportunities for growth. In this regard, more than half of the participants (52%) noted that the company provides adequate opportunities for employee growth while 37% mentioned that the company provides good opportunities for growth. This indicates that Hotel Harbor Plaza Groups provides opportunities for employee growth. When asked what kind of opportunities the management gave them, only 70 employees provide their answers. Herein, 87% out of 70 participants mentioned that the company has on-the job trainings and 7% mentioned that they provide overseas study opportunities. However, there are 6% who mentioned that they do not provide training for general staffs. The employees were asked about their opinions that if the company would change and enhance opportunities for growth, special those who answered that opportunities is poor, will they stay. Only 8 employees answered yes.
4.13 Training provided by the hotel is:
The training aspects of the Hotel were also evaluated. Based on the answers of the participants, it shows that 61% of the employees noted that trainings in the Hotel company is adequate and 27% mentioned that it is good, indicating that the company sees to it that their employees will have the chance to enhance and improve their skills. The employees were asked what kind of training that will make them stay in the company; only 52 employees’ gave their response. Herein, 65% out of 52 noted that they want to experience in-house training (e.g. Technical/Practical skills training like computer software) and 23% noted that they want to experience offshore training (e.g. Outdoor Adventure Team building program) and only 6% want to have in-house training (e.g. Seminars/Case Study).
4.14 Management encourage:
The encouragement of the management in terms of various aspects was also given consideration in this research. Herein, it shows that, majority of the participants comprising 75% of the total participants mentioned that management encourage team building and 15% noted that both individual and team building were encourage and only 10% noted that it encourage individual development. It indicates that the hotel enables their employees to be dependent and independent in a group. The employee’s view on the aspects which made them be encouraged, 65% mentioned that they were encourage when they are developed both in team and individually, while 19% noted they were encourage in team building while 16% noted that they were encourage individually. This indicates that the company enables their employees to be developed in working individually and working with their teams.
4.15 What do you think about your management?
The employees were asked on what they think with their management and the facts and figures revealed that 34% mentioned that the management is willing to listen and 19% out of 82 participants note that the management is easy to communicate. 15% noted that the management is fast effective feedback and easy to communicate; 11% revealed that the management has recognition for good work and easy to communicate; and they provide fast effective feedback. Only 2% note that the management is difficult to communicate. This indicates that the management is able to provide effective communication within the company and those employees with good work are given enough recognition.
4.16 Will you stay in the Hotel?
The employees who took part in this study also revealed their views on staying at the Hotel Harbor Plaza Groups. Herein, it shows that 76 (93%) of the total participants noted that they will stay in the Hotel and only 6 (7%) mentioned that they will not stay in the hotel.
Summary, Conclusion Recommendation
This section of the research study provides the summary, conclusions and recommendations for hotel industry in Hong Kong based on the findings and results presented in the previous chapters.
Based on the result of the survey, it can be said that employees of the hotel group are aware of the retention programme of the company.
The result shows that in terms of compensation, bonus and benefits, majority of the employee believed that the hotel group is able to provide it adequately. In addition, they also noted that they have good working environment which affects their decision in staying at the company. In terms of management encouragement, the employees believed that the company has been able to provide good employee relationship and development to help them achieve individual career development and also organizational objectives.
One of the main objectives of this study is to identify the employee retention programme of the Harbor Plaza Hotels. Based on the facts and figures collated and analysis in the previous chapter, the study revealed that the employee retention strategy of hotel groups adheres to sufficient compensation, external reward or bonuses, career and employee development, and good interpersonal relationship and management performance review. Performance review of the employees is an essential factor for motivating and retaining good and efficient employees By means of assessing and reviewing the performance of the employees, the hotel groups are able to assess their employees individually based on specific aspect such as daily work output, quality of work, work attitudes and their entire performance. This enables the hotel groups determine identify their employees’ strengths and weaknesses. The employees on the other hand are able to determine where they are good at and what should be enhanced. Included in this aspect is the provision of various forms of recognition for hard working and deserving employees. Through performance appraisal, the hotel groups motivate its employees to work more efficiently.
In this research approach, the primary source of information comes from the answers of the participants in the survey questionnaire. The employee’s cooperation with this research was fervently soughed after while the descriptive and statistical analysis was considered by the author of this research with the utilization of both quantitative and qualitative approach Based on the analysed facts and figures, the author of this research made the following conclusions:
1. The employees who participated in this research were already mature in age, responsible, knowledgeable and reliable. The employees of Harbor Plaza Hotel groups fully and completely understand the purpose and objective of the research and provide answers to the queries in voluntary manner.
2. The study have noted that that the employees believed that compensation, bonus, environment and management encouragement were all adequate to make the employees become loyal and satisfied in the hotel groups.
3. The research have also discovered that based on the analysis, it can be said that most of the employees who took part in the study perceived that the company has been able to initiate employee retention programme have some advantages and benefits for the hotel industry.
4. It can be concluded harbor plaza hotel has a long way to go in proving their competitiveness in the HK market with regards on being the number choice of employees
As noted in this analysis, Harbour Plaza Hotels' considerations employee retention programmes to ensure that their employee is given opportunity to professionally develop and for the sake of the hotel groups as well. Though, the research analysis revealed employee retention programme of HARBOUR PLAZA HOTELS has been very successful and efficient, the following recommendations are still suggested for further improvement and enhancement of the current employee retention programme of Harbour Plaza Hotels.
6.2.1 Interest and Desire to Learn New Things
Employee retention programme is a process in which top employees are being retained for the sake of the hotel groups. In this regard, the employees may worry to lose their jobs because of the uncertainty and the outdated skills. Thus, the management of HARBOUR PLAZA HOTELS should then give focus on the consideration of training and development programmes to motivate and give an opportunity for the employees to upgrade their skills and knowledge to have a greater opportunity to be retained in the hotel groups.
6.2.2 Enhancing Job Knowledge
One of the important motivator of employee development in the hotel industry is improved job knowledge. Employee retention programme which include development program designed to the employees should be relevant to their existing job or career development in their future. Same as mentioned above, learning new things for example, permits employees to go through several positions by undergoing the cross-training program, this could help employees to understand the relationship between various jobs and enrich their knowledge for various departments and positions
6.2.3 Reward Form Achievement
The management of HARBOUR PLAZA HOTELS should also realize that their employees wish not only for wages, but also for respect and sense of achievement (Siu, Tsang & Wong 1997). Many found that praise and recognition are often more powerful and are more long-lasting than mere money (Newman & Hodgetts 1998). Providing employee with recognition programmes would show the respect, appreciation of the employees’ improvement. Recognition is one of the most powerful methods to motivate employees to learn.
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