EXAMINING EMPLOYEE RETENTION STRATEGIES IN THE SOUTH AFRICAN HOTEL SECTOR: A COMPARATIVE STUDY
Abstract
Purpose of the Study: The purpose of the study was to examine employee retention strategies in the South African hotel sector.
Statement of the Problem: Employee turnover has been a persistent challenge in the industry, leading to increased costs, decreased productivity, and a loss of valuable talent. Therefore, understanding and implementing effective retention strategies are crucial for maintaining a stable and motivated workforce.
Methodology: The study adopted a comparative approach by analyzing existing literature on employee retention strategies in the South African hotel sector. Multiple sources, including academic journals, industry reports, and books, were reviewed to identify common themes, trends, and best practices in employee retention.
Result: The findings highlighted various strategies that have been employed by hotels in South Africa to improve employee retention rates. These included competitive compensation and benefits packages, career development opportunities, work-life balance initiatives, recognition and rewards programs, supportive organizational culture, and effective communication channels. The study also examines the effectiveness of these strategies and their impact on employee retention.
Conclusion: The comparative analysis provides insights into the similarities and differences in employee retention strategies across various hotels in South Africa. It identifies successful practices that have yielded positive outcomes in terms of reduced turnover and increased employee satisfaction.
Recommendation: This stud provides guidance for hotel managers and human resources professionals in developing effective strategies to attract, engage, and retain talented employees. Furthermore, the study highlights the need for continuous evaluation and adaptation of retention strategies in response to the evolving dynamics of the industry.
Keywords: Employee retention, retention strategies, hotel sector, South Africa, comparative
References
Ali, Y., Raza, S. A., & Mukhtar, S. (2019). Effect of career development opportunities on turnover intentions: The mediating role of job satisfaction. Journal of Quality Assurance in Hospitality & Tourism, 20(1), 36-56.
Amah, O. E., & Oyetuunde, K. (2020). The effect of servant leadership on employee turnover in SMEs in South Africa: the role of career growth potential and employee voice. Journal of Small Business and Enterprise Development.
Asghar, M., Tayyab, M., Gull, N., Zhijie, S., Shi, R., & Tao, X. (2021). Polychronicity, work engagement, and employee retention: The moderating role of perceived organizational support in the hotel industry. Journal of Hospitality and Tourism Management, 49, 129-139.
Bhebhe, M. (2020). Employee disengagement from the perspective of frontline employees: a hotel case study in Zimbabwe. Journal of Management & Administration, 2020(1), 73-100.
Chen, C., & Choi, Y. (2020). Impact of compensation on hotel employee job satisfaction and retention: A global perspective. International Journal of Hospitality Management, 85, 102381.
Dessler, G. (2018). Human Resource Management. Upper Saddle River, NJ: Pearson/Prentice Hall.
Dessler, G. (2021). Human Resource Management, 12th Ed. New Jersey: Prince Hall.
Fudge, R. S., & Schlacter, J. L. (1999). Motivating employees to act ethically: An expectancy theory approach. Journal of Business Ethics, 18(3), 295-304.
Gupta C. B. (2013). Human Resource Management Sultan Chard and Sons Educational Publishers New Delhi.
Hassan, M. M., Jambulingam, M., Alagas, E. N., Uzir, M. U. H., & Halbusi, H. A. (2020). Necessities and ways of combating dissatisfactions at workplaces against the Job-Hopping Generation Y employees. Global Business Review, 0972150920926966.
Kang, E., & Lee, H. (2021). Employee Compensation Strategy as Sustainable Competitive Advantage for HR Education Practitioners. Sustainability, 13(3), 1049.
Kysilka.D. & Csaba.N. (2013) Employee turnover in the hospitality industry.
Mabaso, C. M., Maja, M. T., Kavir, M., Lekwape, L., Makhasane, S. S., & Khumalo, M. T. (2021). Talent retention strategies: An exploratory study within the consulting industry in Gauteng province, South Africa. Acta Commercii, 21(1), 1-14.
Mathibe, I. (2008). Expectancy theory and its implications for employee motivation. Academic Leadership: the Online Journal, 6(3), 8.
McEvoy,Glenn m, Cascio w (2020) strategies for reducing employee turnover Professional.
Nasurdin, A. M., Ling, T. C., & Khan, S. N. (2018). The Relation between Employee retention, High Performance Work Practices (Hpwps), and Organisational Commitment: A Study among Private Hospital Nurses in Malaysia. Asian Academy of Management Journal, 23(1).
Oruh, E. S., Mordi, C., Ajonbadi, A., Mojeed-Sanni, B., Nwagbara, U., & Rahman, M. (2020). Investigating the relationship between managerialist employment relations and employee turnover intention: The case of Nigeria. Employee Relations: The International Journal, 42(1), 52-74.
Pasha, N., & Rezaei, S. (2021). Mediating Role of Mentoring between Job Stress and Job Satisfaction in Employees of an Iranian State Bank. Psychological Thought, 14(2), 527.
Putri, A. A., Dhewanto, W., & Nurdayat, I. F. (2020). Understanding the role of job satisfaction in workplace from millennial generation’s perspective toward organizational performance. KnE Social Sciences, 1047-1063.
Qaiser, N., Sattar, N., Arshi, S., Asif, M. F., & Afridi, J. R. (2021). Impact of thriving on job performance, positive health and employee retention: Consequences of thriving at workplace. International Journal of Information, Business and Management, 13(2), 97-107.
Zhang, X., Yang, H., & Huang, Q. (2019). Examining the impacts of hotel employees’ compensation fairness on turnover intention. International Journal of Contemporary Hospitality Management, 31(2), 947-965.
