The Effect of Employee Turnover on Hotel Profits: A Test Across Multiple Hotels
By T. Simons, Timothy R. Hinkin. 2001
149 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Safety Research
View Paper: https://www.semanticscholar.org/paper/d02c20ffb1de8c34903a58fe3b955af6ea3976ee
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In Management Science and Operations Research
- Anastasios Zopiatis
- Antonis L. Theocharous
- Junghoon Lee
- Panayiotis Constanti
- Jill Poulston
- M. Fulford
In Safety Research
Citations in the corpus
- Effects of Individual and Organizational Factors on Job Satisfaction and Intent to Stay in the Hotel and Restaurant Industry (2010, background): “The conclusions emerging from this research suggest some interesting opportunities to help reduce employee turnover, that include enforcing the hiring processes (eg, personality test), motivating employees, increasing wages and benefits, or promoting communication programs ( Deery, 1997 ; Gustafson”
- Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus (2014, background): “The profound impact that turnover behavior has on an organization’s costs has increased the need for continual management vigilance in order tomitigate any likely adverse effects to the enterprise (Hinkin & Tracey, 2000; Lashley, 2001; Ryan, Ghazali, & Mohsin, 2011; Simons & Hinkin, 2001).”
- Working Conditions in Hospitality: Employees' Views of the Dissatisfactory Hygiene Factors (2009, background): “Aside from the effect on individuals concerned, poorly managed labor also represents a serious threat to customer service standards (Ulrich et al., 1991), profitability (Simons & Hinkin, 2001), and tourism income generally.”
- That's Not Fair! (2005, background): “The cost of replacing a “typical” hotel employee has been estimated at $5,000 (plus or minus depending on the size of the property and the service level provided) (Simons & Hinkin, 2001).”
- An Exploratory Analysis of Soft Skill Competencies Needed for the Hospitality Industry (2013, background): “…workforces not only reduce the separation, recruiting, selection, and hiring costs associated with turnover, but these tenured employees become more productive, resulting in higher competiveness and added profitability (Heskett, Jones, Loveman, Sasser, & Schlessinger, 1994; Simons & Hinkin, 2001).”