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dc.contributor.authorDavidson, Michaelen_US
dc.contributor.authorTimo, Nilsen_US
dc.contributor.authorWang, Yingen_US
dc.date.accessioned2017-04-24T11:22:00Z
dc.date.available2017-04-24T11:22:00Z
dc.date.issued2010en_US
dc.date.modified2011-04-29T03:00:06Z
dc.identifier.issn09596119en_US
dc.identifier.doi10.1108/09596111011042686en_AU
dc.identifier.urihttp://hdl.handle.net/10072/32249
dc.description.abstractPurpose - Employee turnover is a significant challenge for human resource management (HRM) strategies and organisational performance. This study seeks to present findings drawn from an extensive survey of labour turnover in the Australian accommodation sector. A particular focus is placed on turnover rates and costs. Design/methodology/approach - Based on labour turnover literature and an industry panel, an online survey was designed and distributed to four- and five-star hotels across Australia. Human resource managers from 64 hotels participated in the survey, providing a representative sample and a response rate of 29 percent. Findings - The research shows that the major costs are attributed to labour turnover. These are costs that both the industry and individual operators should examine closely, as they impact substantially on hotel operating costs and profitability. It also indicates that the levels of service, consumer experience and value may be impacted. Research limitations/implications - A limitation of the study is its main focus on tangible labour turnover costs. Additionally, findings based on four- and five-star hotels may not apply to other accommodation sectors. Originality/value - The literature on hotel labour and turnover costs is limited and the paper provides the first major study in the Australian context, adding new knowledge to one's understanding of labour turnover and cost impact on hotels. It also suggests areas where hotels may better address the turnover issue.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent190045 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherEmeralden_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom451en_US
dc.relation.ispartofpageto466en_US
dc.relation.ispartofissue4en_US
dc.relation.ispartofjournalInternational journal of contemporary hospitality managementen_US
dc.relation.ispartofvolume22en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchHospitality Managementen_US
dc.subject.fieldofresearchcode150402en_US
dc.titleHow much does labour turnover cost? A case study of Australian four- and five-star hotelsen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of Tourism, Sport and Hotel Managementen_US
gro.rights.copyrightCopyright 2010 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.en_AU
gro.date.issued2010
gro.hasfulltextFull Text


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