Change at Green Mountain Resort Green Mountain Resort was a hospitality organization which underwent significant change after its original purpose vanished and the need to become more independent became key to its success (Palmer, Dunford, & Akin, 2009). Due to the demographics of the county which Green Mountain Resort was located, the resort management faced a challenged concerning human capital (Palmer, Dunford, & Akin, 2009). The new owner and manager, Gunter, identified human capital turnover as a problem, the hospitality industry claimed turnover as a chronic problem, and a newly hire consultant brought up an entirely new perspective to the so called turnover problem (Palmer, Dunford & Akin, 2009). We 'll first review Gunter 's perspective and approach. Initially, Gunter 's image of change outcome was that of a controlling director. He identified a potential problem area (turnover) and assumed through intended control, change could be achievable (Palmer, Dunford, & Akin, 2009). After further analysis, Gunter also identified limitations from outside factors, such as available human capital resources making him somewhat of a navigator with only partially intended outcome. As a director, Gunter intended to simply fix the turnover problem. As a navigator, he recognized the outside factors. This led him to seek further analysis through further industry research (Palmer, Dunford, & Akin, 2009). Hospitality industry research indicated turnover was a chronic problem
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Casino Employee Retention Successful employee retention is one of the most important and challenging jobs of a manager in any business. Skilled professionals are in high demand, hiring and keeping talent can be difficult for many businesses including casino industry. As someone who worked in a casino business for 26 years, I have witnessed the repercussions of employee turnover. Casino employee turnover costs company money, time, and productivity, hence the managers seek to meet workers expectations in terms of schedule, compensation, and overall job satisfaction.
When an employee leaves the company of his or her own volition, it is called voluntary turnover. In this essay, I will discuss why voluntary turnover is a problem for many organisations and how to retain employees.
Another change image that could have been used to help Green Mountain Resort with the high turnover could have been Image 4: Change Managers as a Coach. Gunter could have help deliberately mold the organization’s natural ability in specific ways. “Rather than dictating the exact state of each play as the director might attempt to do, the coach relies upon building in the right set of values, skills, and “drills” that are deemed to be the best ones that organizational members, as players, will be able to draw on adeptly in order to achieve desired organizational outcomes” (Palmer, Dunford, & Akin, 2009, p. 30).
Change in an organisation can either be planned or unplanned. “Planned change is change that comes about as a result of a specific effort on the part of a change agent” (Wood et al. 2001, pp 635), with unplanned being the opposite. Wood (et al. 2001, pp 635) also states that planned change comes about as a result of someone’s perception of a performance gap. The board’s recognition of such a performance gap led to Fletchers appointment as chief executive, and change agent.
Some feel their supervisors don’t understand them and some are just on the way to the next highest paying job. No matter the reason, the loss of staff affects the quality and quantity of service we provide to our clients. Turnover increases critical incidents with our clients by putting them in harm’s way by utilizing staff they may not have been properly trained to deal with the client and their particular needs (Wenger, 2011). Furthermore, turnover causes severe staffing shortages and increases overtime costs for additional staff to cover those vacated positions (Wenger, 2011). As an HR professional, I wanted to focus this research on finding the answers to the questions I had around turnover. My research will include the concepts of recruitment and selection in acquiring human resources as well as compensation and training and development and will be used in formulating the strategic recruitment plan.
Retaining employees is one way the turnover rate can decrease, Branham (2000), focuses on retaining valuable employees by incorporating four key elements. The first key elements is, “be a company that people want to work for”. There are many companies that have been labeled as, “employers of choice”. These employers all have something in common, which is how they value their employers (Branham, 2000). They treat their employees with respect and like family. With being an “employer of choice,” people are the most valuable asset; not just customers but employees too. Many companies go above and beyond for their customers, but not for their employees, yet they wonder why they are losing valuable talent.
2. The second reason for high rates of hospitality staff turnover include deficiency of plentiful doles such as company provided health insurance, retirement benefits, vacation pay, sick leave, additional schooling or exercise programs and other peripheral benefits which are so often perks of other industries. Since the labor pool for a large portion of hospitality jobs is so poor and turnover is so high, a majority of hospitality companies are unwilling to capitalize in programs which would
There are two types of turnover, voluntary turnover happens when the employee makes the decision to leave and involuntary turnover is when employees has no choice in their termination (Schmitz, 2012). Every month or sooner managers experience some of their exceedingly qualified employees leave the company. After realizing that their company is becoming less profitable is when they begin to wonder why and brainstorm on ways to retain them. In Information Technology, “the cost of recruiting new staff is high and the loss of continuity when staff leave can also be very expensive” (Bott, 2005, p. 111). In IT, human resources strive to maintain their highly skilled employees while employees’
There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.
Employee/team member turnover may be mostly a negative issue, yet it can become positive if only controlled by the organization correctly and appropriately. Turnover is often utilized as an indicator of the organization performance and it can easily be observed negatively towards the organization’s efficiency and
As employee turnover increase, it is the role of the HR manager to keep that from happening, by being more engaged with employers, Richard P. Finnegan introduced this in his book ‘The Rethinking Retention in Good Times and Bad, Breakthrough Ideas for Keeping Your Best Workers’. Mr. Finnegan spoke of the ten principles he believe will decrease the employee turnover, in addition to improving HR and employer’s relationship, he conducted research through surveys, and through experience.
100% of the staff of a restaurant, hotel, airline, cruise ship, etc. is replaced four (4) times per year. There
Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank