Strategies for Retaining Employees in the Hospitality Industry by Melvia Edna Scott MBA, Nova Southeastern University, 2011 BS, Bethune-Cookman University, 2006 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2015 Abstract Employee retention is a critical issue for business leaders. The United States Bureau of Labor Statistics reported over 4.5 million employee separations in 2014 because of resignations, layoffs, or terminations. Hospitality managers face some of the lowest employee retention rates of any industry, which leads to poor customer satisfaction and decreased profitability. The purpose of this multiple case study was to explore the perceptions of 3 hospitality managers from 3 different mid-sized hospitality organizations in Brevard County, Florida. The conceptual framework for this study was built upon motivation theory; existence, relatedness, and growth theory; and expectancy theory. The data were collected through document and artifact review, a reflective journal, and semistructured interviews. Member checking was completed to strengthen credibility and trustworthiness of the interpretation of the participants’ responses. Four themes emerged from the data: the motivational outcome, leadership characteristics, most effective retention strategies, and the least effective strategies influencing employee retention. The findings from this study may educate inform hospitality managers on how to stabilize employment, improve retention, and increase customer satisfaction and profitability.Employee retention is a critical issue for business leaders. The United States Bureau of Labor Statistics reported over 4.5 million employee separations in 2014 because of resignations, layoffs, or terminations. Hospitality managers face some of the lowest employee retention rates of any industry, which leads to poor customer satisfaction and decreased profitability. The purpose of this multiple case study was to explore the perceptions of 3 hospitality managers from 3 different mid-sized hospitality organizations in Brevard County, Florida. The conceptual framework for this study was built upon motivation theory; existence, relatedness, and growth theory; and expectancy theory. The data were collected through document and artifact review, a reflective journal, and semistructured interviews. Member checking was completed to strengthen credibility and trustworthiness of the interpretation of the participants’ responses. Four themes emerged from the data: the motivational outcome, leadership characteristics, most effective retention strategies, and the least effective strategies influencing employee retention. The findings from this study may educate inform hospitality managers on how to stabilize employment, improve retention, and increase customer satisfaction and profitability. Strategies for Retaining Employees in the Hospitality Industry by Melvia Edna Scott MBA, Nova Southeastern University, 2011 BS, Bethune-Cookman University, 2006 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2015 Dedication This research is evidence that when my redeemer began a good work in me he carried on to completion. To my mother, Brenda Theresa Scott, who sacrificed so much in hopes that I would have a life that she could only dream. My journey would have been even harder to accomplish without your constant encouragement and unwavering belief in me. I love you with every inch of my heart. Words cannot express how blessed I am to have the support of so many family members, friends, colleagues, and church supporters, to cry, pray, and laugh at me. Each time I called on my support systems, no one hesitated to remind me that my focus was to remain goal-driven. Additionally, this is for those who started life at the bottom and continuously strive to reach the top through hard work and determination, despite what people think. You can make it; do not give up! Acknowledgments I would first like to thank my Lord and Savior Jesus Christ for the strength, determination, and desire to be all that he has created me to be. I would like to offer a special thanks to my Uncle Melvin and Aunt Helen Hymes Jr., Trenita Hymes, numerous family members, and friends for their continued support and sacrifice during this journey. No words can express my gratitude for your love, encouragement, and support. I hope that this achievement compensates for the trouble you endured because of me. I would like to acknowledge my amazing committee, Dr. James Fletcher, you are amazing, and my success is a reflection of your knowledge and commitment. Dr. Patricia Fusch and Dr. Rocky Dwyer, thank you for your support toward my goal to strive for five. Without your level of expertise I would have never met my goal. In addition, I would like to thank Dr. Jeffery Weaver for assisting me along the way to get it done. To Dr. Freda Turner, Dr. Yvonne Doll, and Mr. Fred Walker thanks for believing in my work and working with me until to end, all of you make Walden University a great institution of higher learning. Special thanks to thanks to my peers and encourages LaConia Turner, Romie Williams, Glenn B. Dames, Jr., Gabriel Warren, Ronald Iden, Roxie Mooney, Hannah Bergmann, Dr. Brenda Sorensen, Devon Wooten, and a host of friends and supporters for your encouraging words and prayers.

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Strategies for Retaining Employees in the Hospitality Industry

DOI: 10.14254/2071789X.2018/11-4/15 ABSTRACT. The purpose of this paper is to analyze the Job Satisfaction of teachers in Higher Education Institutions from the Public and Private Sector in Lahore, Punjab, Pakistan. A comparative study has been carried out, based on the survey method using a quantitative approach. Data were collected from a questionnaire completed by 345 Teachers (203 from public and 142 from private sector), from 10 universities (5 public and 5 private), using convenience sampling. The results of the Chi-Squared independence hypothesis test reveal statistically significant differences in degree of agreement for some of the statements between the Public and Private University Teachers on the Job Satisfaction scale (salary, promotion, benefits, coworkers, type of work done, and communication within the organization). Suggestions have been proposed for educational managers to consider professional and personal perceptions related to Job Satisfaction based on Teacher’s needs and perceptions.

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Job Satisfaction of Teachers from Public and Private Sector Universities in Lahore, Pakistan: A Comparative Study

Global business travel spending reached a record breaking $1.2tn in 2015 (Bureau of Labor Statistics, 2016) and the average Indian traveling is now at a phenomenal high for both business and leisure travel. In this context, the paper aims to investigate how the top hotels in India are addressing the issue of human resource shortages and training and how they are preparing for the future when the market, the customer profile and employee expectations are undergoing a major change. In essence, brand loyalty could be minimal and competition intense.,This paper adopts a case study approach and reviews how participating hotels are addressing their talent attraction and retention issues and differentiating their people management processes.,The processes used by top hotel companies provide an overview as to how they manage people and how they will need to innovate to assess progress of the measures and initiatives they are taking. They will also have to be more global in their approach.,The findings will be of interest to managers who are responsible for hiring and managing employees. The study also has implications for policymakers and higher education institutions in relation to managing skill shortages that exist in the hotel industry.

Attracting and managing talent, how are the top three hotel companies in India doing it?

Strategies for Retaining Qualified and Experienced Employees in the Nonprofit Sector by Ebony Irene Mason MS, Texas A&M University-Texarkana, 2015 MBA, Texas A&M University-Texarkana, 2013 BBA, Texas A&M University-Texarkana, 2012 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University May 2018 Abstract Retention of qualified and experienced employees is the greatest challenge faced by nonprofit organizations. Using transformational leadership theory, the purpose of this single-case study was to explore strategies used by managers of nonprofit organizations to increase employee retention. The population for this study included 3 managers of one nonprofit organization in Texarkana, Texas, with tenure of at least 2 years. These managers had successfully implemented retention strategies to retain qualified and experienced employees for more than 2 years. Collected data included semistructured, face-to-face interviews and from archived documents that pertained to employee retention in nonprofit organizations. The data analysis process comprised 5 steps: compiling, disassembling data for coding, reassembling, interpreting, and reporting data themes. The use of member checking and methodological triangulation increased the trustworthiness of interpretations. The 2 themes that emerged from this study were motivational incentives and effective communication. The implications for positive social change in the nonprofit sector include sustaining the workforce by retaining qualified and experienced employees. With less employee turnover, nonprofit leaders may experience real cost savings. Nonprofit leaders may find the cost savings beneficial in extending available funds for services to local communities.Retention of qualified and experienced employees is the greatest challenge faced by nonprofit organizations. Using transformational leadership theory, the purpose of this single-case study was to explore strategies used by managers of nonprofit organizations to increase employee retention. The population for this study included 3 managers of one nonprofit organization in Texarkana, Texas, with tenure of at least 2 years. These managers had successfully implemented retention strategies to retain qualified and experienced employees for more than 2 years. Collected data included semistructured, face-to-face interviews and from archived documents that pertained to employee retention in nonprofit organizations. The data analysis process comprised 5 steps: compiling, disassembling data for coding, reassembling, interpreting, and reporting data themes. The use of member checking and methodological triangulation increased the trustworthiness of interpretations. The 2 themes that emerged from this study were motivational incentives and effective communication. The implications for positive social change in the nonprofit sector include sustaining the workforce by retaining qualified and experienced employees. With less employee turnover, nonprofit leaders may experience real cost savings. Nonprofit leaders may find the cost savings beneficial in extending available funds for services to local communities. Strategies for Retaining Qualified and Experienced Employees in the Nonprofit Sector by Ebony Irene Mason MS, Texas A&M University-Texarkana, 2015 MBA, Texas A&M University-Texarkana, 2013 BBA, Texas A&M University-Texarkana, 2012 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University May 2018 Dedication I dedicate this study to a few individuals who made an impact on me throughout my educational journey. First, and foremost, my sweet dear mother, you instilled the importance of an education at an early age in me. You always supported my educational journey even in my darkest hours. You continued to remind me of the power of knowledge. Thank you, mother, for all your love and support along the way. To my sweet grandmother “Dollbaby” who passed away in 2014, this doctorate degree is more for you than it will ever be for me. I wish you were here to see all that I have accomplished. I know you would be so proud. I miss you and this is for you. Finally, yet importantly, to my son Ayden, this is for you. I am modeling the way for you to go forth and do great things. The sky is the limit for you son. You can be all you desire to be with hard work and dedication. I love you my son. Acknowledgments I first give praises to my Lord and Savior Jesus Christ first because without God none of this would be possible. Next, I like to acknowledge a few people who helped pave the road to my success. To my mentor and coach Dr. Darlene Thomas, thank you for believing in me. Only a short period of time knowing each other and you have made so many life-changing impacts on my life. Thank you for all your love and support throughout this doctoral journey. Thank you for teaching me to ride the wave. I can never repay you, but I do want you to know I appreciate you. Following my mentor, I would like to thank my advisor Sarah Moore. Sarah has been the light to a dark tunnel. When I thought there was no hope, she provided me the avenues to give me hope. Thank you so much Sarah for your continuous effort to making my educational journey a breeze. I also like to take the time to thank Dr. Tim Truitt, Dr. Jorge Gaytan, Dr. Rocky Dwyer, Dr. Judy Blando, Dr. Reginald Taylor, and Dr. Julie East. Each of you has provide me great guidance to be the most successful doctor I can be. I cannot thank you enough for your patience and support along the way. Finally, I like to thank family and friends who supported and believed in me throughout this journey. I could not have completed this journey without each one of you pushing me to be all I can be. This study is dedicated to my community and I hope it inspires others in our community to achieve the impossible.

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Strategies for Retaining Qualified and Experienced Employees in the Nonprofit Sector

Strategies to Reduce Voluntary Employee Turnover in Business Organizations by Kevin Lance Bernard MEd, Strayer University, 2006 MBA, Strayer University, 2005 BBA, Fisk University, 2000 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University June 2018 Abstract Industry leaders in the United States have spent $11 billion annually in advertising, hiring, and training expenditures associated with voluntary employee turnover. Using employee turnover theory as the conceptual framework, the purpose of this multicase study was to explore strategies leaders of marketing and consulting firms used to reduce voluntary employee turnover. Participants were purposefully selected based on evidenceIndustry leaders in the United States have spent $11 billion annually in advertising, hiring, and training expenditures associated with voluntary employee turnover. Using employee turnover theory as the conceptual framework, the purpose of this multicase study was to explore strategies leaders of marketing and consulting firms used to reduce voluntary employee turnover. Participants were purposefully selected based on evidence of their successful experiences in reducing voluntary employee turnover in their organizations. Data were collected by conducting semistructured interviews with 6 leaders in 3 marketing and consulting firms located in the southeastern United States and by reviewing organizational documents related to strategies to reduce employee turnover, including annual reports, newsletters, policy handbooks, and financial statements. Data were analyzed using Yin’s 5-phase elements of data analysis: (a) compile, (b) disassemble, (c) reassemble, (d) clarify, and (e) conclude. Three themes emerged from this study: leaders’ comprehension of reducing voluntary employee turnover, essential strategies for leaders to reduce voluntary employee turnover, and that employee commitment and performance management to reduce voluntary employee turnover. Leaders of marketing and consulting firms and other business organizations could create positive social change through effective strategies to reduce employee turnover and unemployment. Reducing unemployment is important because unemployed individuals experience detrimental changes in family relationships, higher mortality rates, and increased physical health problems. Strategies to Reduce Voluntary Employee Turnover in Business Organizations by Kevin Lance Bernard MEd, Strayer University, 2006 MBA, Strayer University, 2005 BBA, Fisk University, 2000 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University June 2018 Dedication I dedicate this study to God and my Lord and Savior. All glory belongs to God, for, if you can believe, all things are possible to him who believes. I thank my mother, my father, and my sister who have supported and listened to me along this doctoral journey. A special dedication to Bailey, Benjamin and Jay to carry on the torch and to do even greater exploits in this lifetime. You all are the greatest! Acknowledgments I would like to thank God for giving me the opportunity for starting and completing a very difficult but satisfying journey. With more than a profound appreciation, I would like to thank my study chair, Dr. Jorge Gaytan for providing kind, personal guidance, coaching, and effective leadership throughout the whole dissertation process. Dr. Gaytan gave me hope by providing valuable advice that increased the value on my dissertation and helped me complete the doctoral journey. Dr. Gaytan, thank you for your patience and support as I learned to strengthen my resolve during this journey. I would like to thank my second committee member, Dr. Carol-Ann Faint and URR member, Dr. Matthew Knight, for the valuable advice, support, and timely feedback and the attention to detail and persistence for perfection. The expertise provided has helped me understand and acquire the essential knowledge to increase the quality of my study. I would like to thank all the participants for their time and valuable information during the interview process in this study. The last acknowledgment is to Dr. Susan Davis, Director of the Doctor of Business Administration program, for her teaching, leadership, and encouragement. “If There Is No Struggle, There Is No Progress” – Frederick Douglass

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Strategies to Reduce Voluntary Employee Turnover in Business Organizations

Employee Motivation is the force without which an organization cannot work effectively. It is essential for every organization to boost their employees’ morale especially for organizations’ whose aim is to reach new heights. It is without doubt, a complex process and is influenced by several factors. These factors can be individual, organizational or may depend on the country in which the organization exists. Several researchers have worked on employee motivation and they have identified different factors of motivation. The present study is a compilation of different factors of motivation identified and used by the researchers in their studies. Objective of such compilation is to ascertain the extent to which these factors really influence employees’ motivation, ascertainment of these factors will contribute to improve the different methods which managers are using to motivate their employees and it will also will help to find out the motivation factors for different levels of employees.

A review on factors influencing employee motivation

Motivation refers to the way a person is enthused at work to intensify his desire and willingness to use his energy for the achievement of organization's objectives. Motivation is vital to all organizations. The motivation among academicians is far more important for development of young generation. This research paper aims to identify the factors which motivate academicians of higher education. A comprehensive literature review on motivation was done to finalise the variables of assessing academicians' motivation level and their further inclusion in structured questionnaire. This questionnaire was used to acquire data from the academicians working in different institutes and universities of NCR region. The factors were identified by conducting an Exploratory Factor Analysis (EFA) using SPSS 19.0 version. Through EFA twelve factors were extracted namely Recognition of Seniority, Growth opportunities, Interpersonal Relationship, Participative Management, Responsibility with Authority, Job Security, Personal Factor, Performance Management System, Monetary Benefits, Top Management Support, Student Feedback and Appreciation, Research Based activities. The results of this study may help public and private academic bodies to examine the motivation level of faculty members, thereby to formulate different policies to further improve their motivation level.

Motivation among Higher Education Academicians:A Factor Analytical Approach

Impact of Organisational Variables on Higher Education Academicians

The impacts of COVID-19 on employees and workplaces across the globe have been dramatic. There is a major shift in work practices and employees' mind-sets like working from home, virtual teamwork, social distancing, stress, and unemployment. Human resource is the active factor on which the success and failure of an organization are dependent and organizations are striving hardtop in maintaining and motivating a talented pool of employees to save on their cost, time, efficiency, and effectiveness. The present research aims to study the employee retention in the ITeS sector in the post-Covid scenario i.e., after the second wave when the turnover rate of employees was very high due to varied reasons like high demand for IT professionals, data security, and privacy, etc. Data was collected using a self-administered questionnaire, circulated through the mail, Google links, WhatsApp and LinkedIn. A graph-theoretical approach is used to analyze the retention of employees in the ITeS sector to obtain an employee retention index which helped in comparing the retention of employees within the industry and outside the industry. 

Anushree Chauhan

Papers

A review on factors influencing employee motivation

Motivation among Higher Education Academicians:A Factor Analytical Approach

Impact of Organisational Variables on Higher Education Academicians

Employee retention in post COVID scenario