Work Family Conflict And The Hospitality Industry

720 WordsNov 28, 20153 Pages
INTRODUCTION As a highly competitive industry, the hospitality business has a higher turnover rate when compared to other sectors of the economy (Blomme, Rheede & Tromp, 2010). This rate is even higher among female employees, who account for 55.5 percent of all hospitality employees at global level (Blomme, Tromp & Rheede, 2008; Baum, 2013). The substantial costs typically associated with high employee turnover have raised growing awareness within hospitality businesses that the retention of committed employees is central to their comparative advantage and success (Alexandrov, Babakus & Yavas, 2007). Work-family conflict (WFC) is considered to be one of the major causes for the high turnover rate of female employees in the hospitality industry (Blomme, Tromp & Rheede, 2008). Hoque (1999) points out that the low job security, long working hours, a high need for coordination with others, and shift work at irregular hours are reasons why women find to maintain a satisfied work-family balance is particularly difficult, which may lead to their turnover. The 2008 Beijing Olympics and the 2010 Shanghai World Expo boosted the development of China’s hospitality industry dramatically. The hotel industry in China has been growing at an average of 8.8%, to an estimated $53.2 billion in the five years through 2015 (IBIS World, 2015). The rapid social modernization in both work and lifestyles as China continues to transform into a market economy-oriented society results in more
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