Critical analysis of ‘staffing issues among small hospitality business: A college town case’ Name: Student ID: Word count: 1,899 05/06/10 Executive summary Staff turnover is the phenomenon with high frequency and large-scale flow, and turnover is greater than industry normal value. Overall, staff turnover is conducive to better match with the staff, which can bring about the healthy development of enterprises (Norma, Gillian & Sandra, 2002).
Especially when the employee because of ability or health status can not be qualified for jobs offered to resign, it can reduce the burden on the organization.
If staff turnover remained at a normal range, but also promote tissue absorb the new forces, optimizing the age structure of staff, the knowledge structure (Daniel F. Connor, et al. , 2003).
Of course, if the turnover exceeds the normal range, that is a huge loss of personnel occurred, would a significant increase in the cost of hospitality human resource management, resulting in lower service quality among hospitality, seriously affected the stable development of hospitality. Staff turnover despite is affected many factors, but the root cause should be the hospitality management problems (Lashley, 2006).
With the increasing competition between enterprises, human resources management commitment to the important task of retention, this plays core competitive advantage development role in the enterprise, and becomes the most strategically important enterprise management component. The imperfections of human resource management will lead to staff discontent, but will encourage employees leaving companies to seek better ways to increase their value. To solve the problem of excessive attrition, hospitality should be fully analyzed the existing problems of human resources management based on the right medicine (Catherine M.
The Term Paper on Pay For Performance In Hospitality Management part 1
Pay for Performance in Hospitality Management Introduction It has been a long talk, as for the effectiveness of the Pay-for-Performance (PFP) programs for the hospitality service entities. It may be assumed, that PFP is one of the most effective presently used systems of reward in any sphere of business, not only hospitality, but this work will look at both pros and cons of using PFP, as it ...
Gustafson, 2002), the establishment of sound human resources management processes makes all aspects of management jointly support and motivate each other in the activities, to achieve the purposes to retain staff and develop staff in human resource management. Table of contents Executive summary Table of contents 1. 0 Introduction 2. 0 Body of work 2. 1 Theme of the research 2. 2 Importance of the research 2. 3 Literature review 2. 4 Methodology 2. 5 Data collection method 2. 6 Research results 2. 7 Conclusion supported by the findings 3. 0 Conclusion Reference 1. 0 Introduction
SMEs play an important role in the socio-economic development, playing an irreplaceable role in large enterprises. But brain drain is hampering the development of SMEs (Jane W. Lu & Paul W. Beamish, 2001).
As the coming of knowledge economy era, where the most valuable intellectual capital, knowledge-based enterprise employees are increasingly becoming valuable resources to enhance competitiveness. In today’s increasingly frequent movement of persons, knowledge workers how to reduce the losses caused by the loss of a business enterprise human resource management in a difficult problem (Ann Denvir & Frank McMahon, 1992).
This report critically analyzed the ‘staffing issues among small hospitality business: A college town case’ written by Abel D. Alonso and Martin A. O’Neill. 2. 0 Body of work 2. 1 Theme of the research In the paper of ‘staffing issues among small hospitality business: A college town case’, the theme of the research is mainly to analyze the labor issues among small hospitality business in college towns in the United States, especially to promote employee retention, based on 21 small and medium hospitality owners and managers.
The Coursework on Cross-Cultural Knowledge, Business Practices, and Student Learning Via Study Abroad
Global Business Languages Volume 13 Bridging Language and Business Article 4 12-1-2008 Cross-Cultural Knowledge, Business Practices, and Student Learning via Study Abroad Chad M. Gasta Iowa State University Recommended Citation Gasta, Chad M. (2008) "Cross-Cultural Knowledge, Business Practices, and Student Learning via Study Abroad," Global Business Languages: Vol. 13, Article 4. Available at: ...
From the chapter of methodology, it can be seen that the research problems are related to employee turnover and labor shortage, Coping with staffing problems and other challenges businesses face in the case, it has been set out clearly the research problems. 2. 2 Importance of the research The reason for the authors to select this topic to do research, is because they believe that contemporary hospitality research has extensively addressed many of the problems hospitality businesses face, including food providers such as restaurants that live in a constant state of uncertainty ue to labor costs (Nelson, 2001), low profit margins (Standard and Poors, 1998, in Nelson, 2001), competition, rising food costs and economic downturn. To add to their woes, restaurateurs also have to deal with the problem of high turnover (Sunley, 2006), due to a failure by operators to recognize the importance of investing in their most valued employees (Enz, 2004).
Therefore, the importance of this research is not only for the research community, but also the hospitality industry itself and its many stakeholders; not least owner-operators in limited extant literature surrounding these questions.
For example, while a number of challenges entrepreneurs face in college towns may be viewed as similar to those faced by the wider hospitality industry; a scarcity of literature may be preventing managers from zoning in on potential solutions to these problems. The main objective of the present study is to explore the challenges these operators face in an attempt to answer the questions previously posed. 2. 3 Literature review In this paper, it gave out a detailed literature review about the challenges among hospitality operations and consequence.
It referenced nearly 30 latest reputable sources. Through these extensive literatures, the authors understood the issues and problems facing by the hospitality operations, which provides ideal for the authors to select the topic and carry out analysis. Through the above literature review, in my opinion, it should emphasis on knowledge workers to achieve their own value, importance and increase their access to knowledge (James W. Cortada & John A. Woods, 2000).
The Review on The Relationship Between E-Business and Knowledge Management
The model of e-business implementation includes: business to business (B to B), business to customer (B to C) and internal e-business (Intranet). For the organization features, it include: different industries, size of organization and features of IT department within organization. The model of knowledge management include: the strategy of knowledge, the aim of knowledge management and key factors ...
They pursue life-long employability, rather than lifetime employment jobs, in order to update their knowledge, they want access to education and training opportunities, so they want to more outstanding enterprise learning new knowledge, through the movement of their value (Jane & Marilyn, 1995).
Such personality traits to make their knowledge workers have a higher mobility will not want to life in an organization. According to the Harvard business management consultant for leaving survey (Shaul, 2000), “would like to try new work to develop other aspects of the specialty” was included in the first of many reasons.
Knowledge workers may be more loyal to their profession rather than their organizations, they continue to pursue the search for knowledge, pursuit of career development, and asked them to create business value (Michael, 1990).
This resulted in Business and knowledge workers in the different objectives. If the company can not effectively unify their goals, so that knowledge workers to achieve business objectives while achieving their own goals, then it may lead to dissatisfaction with knowledge workers, and cause them to change jobs.
From the practice of business, resulting in the factors of loss of knowledge workers related to business are (Aviad & Rachel, 2004): (1) pay does not reflect their contribution or inequitable pay; (2) do not see the long-term business objectives and strategic intent; (3) lack of education and training and career development opportunities; (4) lack of full respect, trust and recognition; (5) promises not kept; (6) lack of harmonious interpersonal relationships and good communication. 2. 4 Methodology
In order to be consistent with the theme of the research, the authors used interviews. The advantage of in-depth interview (Jane Ritchie & Jane Lewis, 2003) is to explore relatively in depth and more content of topic. The in-depth interview is one to one, this can eliminate the group pressure, so research and interviewee can exchange information more freely (Bruce A. Thyer, 2009).
Depletion Of The Ozone Time Research Paper
What Is the Ozone Hype Anyway "The ozone is a pale bluish form of oxygen gas with an odor like chlorine, formed by an electrical discharge in the air" (Webster 185). The first time that I thought about this research narrative was the first time that I read the syllabus for class. My immediate reaction was that I could not believe that we were actually going to write a ten-page narrative. I was ...
One to one communication makes the interviewee feel that they are the focus, so they might be easier to put forward their ideas. In this research, in-depth interview approach has been used.
The research question is related with the small hospitality business. Thereby the authors won’t use questionnaire. The authors are going to collect qualitative data through face-to-face and telephone interview approach because author cannot visit the hospitality businesses in college towns. From the 51. 2% response rate based on the data collection, it can be seen that this interview has its own limitations. Researcher may can’t determine whether the interviewee which selected typical to the research. In-depth interview has strict requirement to researcher and questions.
Some high level interviewees are difficult to contact, therefore, some questions are difficult to get answers. Furthermore, due to the in-depth interview needs a lot of time and spend much energy, although four interviews were conducted face-to-face and 72. 6% over the phone, thus the number of interview is very limited in the research project. 2. 5 Data collection method In this paper, quantitative method is predominantly used as a synonym for any data collection technique or data analysis procedure that generates or uses numerical data. Quantitative analysis (Gibbons J.
D. , 1997) is mainly to collect quantifiable data or information, then test and analyze the quantitative data to gain a meaningful result. Quantitative analysis is according to some standard to determine the characteristic of research object, or calculate the quantitative variation in some factors. The types of quantitative research include interview surveys self-completion, questionnaires and so on. 2. 6 Research results From the Table 1 and Table 2, it summarized the operations’ and operators’ characteristics, business challenges respondents indicated, respectively.
This finding is particularly significant as research and reports suggest that a large percentage of small hospitality operations, particularly restaurants and other eateries struggle to survive long-term. At the same time, the college town nature of the environment where operations were located also had an influence on operators’ staffing problems in that “a lot of students leave when they graduate or find something else”. This finding is in line with Wildes (2007) who explains that employers attribute turnover to the transient nature of the workforce, namely students.
The Research paper on Interview of a Business Owner
Research Paper: Heimsoth Brothers Feed Saturday morning on October 22nd I had the pleasure to meet up with Kim Heimsoth of Heimsoth Brothers Feed in Cole Camp, Missouri. This worked out quite well for me; I’ve had plans in the future for buying this feed store and this gave me some valuable insight on just how this hometown store operates. Kim and his brother Darrel started their business in ...
From the Table 2, the authors believe that in a college town, shortage of skilled labor was not a challenge for the majority of businesses, because there was a sense of shared frustration at the level of commitment and discipline among job applicants. It is found that the importance of fulfilling staffing needs meant that only a few operators commented on ‘other’ problems that, although potentially equally serious appeared to be of less concern in their list of priorities. 2. Conclusion supported by the findings In the paper, the authors in this chapter supported the findings, and it gave out the main conclusions based on the analysis of the case, then it also introduced the implications that this argument can also be made regarding valuable employees that are looking for a long-term job commitment, but given that they may be experiencing a lack of business leadership they may eventually leave, further exacerbating the operation’s staffing problems (Louis, 1992).
At the same time, it is kind to summarize the limitations in the research, which is brought by the interviews, despite the very low number of participating businesses, a clear limitation that must be acknowledged, the present study not only identifies the seriousness of staffing issues among college town operators but also identifies and proposes several areas that could be explored in future research..
Finally, it pointed out the future research, one is to utilize the identification of initiatives small operators to minimize employee retention problems; another area that future research could focus on relates to additional challenges operators may be facing, particularly with the current state of the economy. This structure is beneficial to the scholars for the direction of research in the future. 3. 0 Conclusion
Through the critical analysis of ‘staffing issues among small hospitality business: A college town case’, it has been found that the authors chose a new field to study the staffing issues, especially in the medium and small hospitality businesses in the college towns. Totally speaking, the authors did w good research, the main theme of the research is clear, and the research problem has been set out clearly. Based on the extensive literature review, the authors used the interviews to carry out the research, but the sample has its own limitations. Through the findings, the conclusion gave he good support, the same time, it pointed out the future research, and the whole structure of this paper is excellent. Reference Ann Denvir & Frank McMahon, 1992. Labour turnover in London hotels and the cost effectiveness of preventative measures. International Journal of Hospitality Management 11(2): 143-154. Aviad A. Israeli & Rachel Barkan, 2004. The Impact of Hotel Social Events on Employee Satisfaction: A Case Study. Journal of Human Resources in Hospitality & Tourism 2(2), 23 – 39. Bruce A. Thyer, 2009. The handbook of social work research methods, 2nd edition, SAGE Publications.
The Research paper on A Note on the Growth of Research in Service Operations Management
Department of Marketing, Florida State University, Rovetta Business Building, Tallahassee, Florida 32306, USA Department of Business and Accounting, Furman University, 3300 Poinsett Highway, Greenville, South Carolina 29613, USA Management Science Department, Moore School of Business, University of South Carolina, 1705 College Street, Columbia, South Carolina 29208, USA fsu. edu •kirk. edu sc. edu ...
Catherine M. Gustafson, 2002. Employee turnover: a study of private clubs in the USA. International Journal of Contemporary Hospitality Management 14(3):106-113. C. Lashley, 2006. Costing staff turnover in hospitality service organizations. Journal of Services Research. Daniel F. Connor; E. K. McIntyre; Kevin Miller; Cathy Brown; Hanya Bluestone; Donna Daunais; Suzanne LeBeau, 2003. Staff Retention and Turnover in a Residential Treatment Center. Residential Treatment For Children & Youth, 20(3), 43 – 53. Enz, C. A. , 2004. Issues of concern for restaurant owners andmanagers.
Cornell Hotel and Restaurant Quarterly 45 (4), 315–332. Gibbons J. D. , 1997. Nonparametric Methods for Quantitative Analysis (3rd edition).
Journal of the Operational Research Society 48(8): 853-853(1).
James W. Cortada & John A. Woods, 2000. The knowledge management yearbook 2000-2001, Business & Economics. Jane Banazak-Holl& Marilyn A. Hines, 1995. Factors Associated with Nursing Home Staff Turnover. The Gerontologist 36(4), 512-517. Jane Ritchie & Jane Lewis, 2003. Qualitative research practice: a guide for social science students and researchers, 1 edition. Sage Publications Ltd Jane W.
Lu & Paul W. Beamish, 2001. The internationalization and performance of SMEs. Strategic Management Journal 22(6-7): 565-586 Louis R. Forbringer, 1992. Reducing turnover in the hospitality industry: an overview of recruitment, selection and retention. International Journal of Hospitality Management 11(1), 47-63. Michael Riley, 1990. The Labour Retention Strategies of UK Hotel Managers 10(3), 614-618. Nelson, J. , 2001. On mass distribution: a case study of chain stores in the restaurant industry. Journal of Consumer Culture 1 (1), 119–138. Norma D’Annunzio-Green, Gillian A. Maxwell, Sandra Watson, 2002.
Human resource management: international perspectives in hospitality and tourism. British Library Cataloguing-in-Publication Data. Shaul Krakover, 2000. Partitioning seasonal employment in the hospitality industry. Tourism Management 21(5), 461-471. Standard and Poors, 1998. ‘Restaurants,’ Industry Surveys (4 June): 1–18. McGraw- Hill, New York. Sunley, J. , 2006. New ideas on talent retention. Hospitality (Spring), 26–28. Wildes, V. J. , 2007. Attracting and retaining food servers: how internal service quality moderates occupational stigma. International Journal of Hospitality Management 26, 4–19.
