{"id":6091,"date":"2020-08-10T10:29:21","date_gmt":"2020-08-10T02:29:21","guid":{"rendered":"https:\/\/www2.ift.edu.mo\/NewsPortal\/?p=6091"},"modified":"2020-08-10T11:16:49","modified_gmt":"2020-08-10T03:16:49","slug":"how-hotels-implement-hr-policies-key-for-staff-retention","status":"publish","type":"post","link":"https:\/\/www.utm.edu.mo\/NewsPortal\/how-hotels-implement-hr-policies-key-for-staff-retention\/","title":{"rendered":"How hotels implement HR policies key for staff retention"},"content":{"rendered":"\u4e2d\u6587\u6458\u8981 \/ Summary in Chinese<\/span>\n

A research paper involving a scholar and a fresh graduate from IFTM says that for Macao hotel firms to create human resource policies designed to be employee focused, is not in itself enough to ensure staff retention. The ways their respective human resource departments actually handle and implement those policies are important in influencing whether employees decide to stay or to leave, the study adds.<\/p>\n

Hotel employees expect their company\u2019s human resource department to play \u201cgreater and proactive roles\u201d in such work, beyond \u201cproviding equitable opportunities\u201d for staff professional and personal development, wrote IFTM Assistant Professor Dr. Sandeep Basnyat and IFTM graduate Mr. Clarence Lao. \u201cAlthough providing a competitive salary and benefit package and having employee-oriented policies are the necessary conditions for employees to stay with the organisations,\u201d such factors are \u201cnot sufficient\u201d to prevent them from leaving, said the authors.<\/p>\n

They added that \u201chow efficiently and proactively the human resource department handles those policies and practices\u201d is looked at closely and \u201cvalued greatly by the employees,\u201d and may \u201csignificantly influence\u201d whether they decide to stay or leave.<\/p>\n

The researchers said their study suggested hotel businesses should ensure they have mechanisms helping them \u201ccontinuously\u201d to monitor the overall satisfaction level of employees. The research pointed out that hotel managers needed \u201cto understand their employees\u2019 perspectives\u201d, as this could help the senior leaders to address any \u201cproblems at the root level\u201d and \u201csend a signal to the employees\u201d that the management was \u201cgenuinely interested in resolving their problems\u201d.<\/p>\n

The comments were featured in the paper \u201cEmployees\u2019 perceptions on the relationship between human resource management practices and employee turnover: A qualitative study\u201d, published last year in the academic journal Employee Relations.<\/p>\n

The study results were based on individual in-depth interviews with 15 hotel workers. Each interviewee had worked for at least 2 different hotel companies in Macao in the previous 5 years, and was considered to be familiar with the respective human resource management practices in those places. The participants were aged between 23 and 52 years and worked in either a junior- or middle-management position.<\/p>\n

Walk the talk<\/strong><\/p>\n

The IFTM researchers concluded in their study that hotel human resource departments played an important role in what type of organisational culture was promoted by the hotel company. \u201cEmployees consistently evaluate how certain practices \u2013 such as handling of internal complaints from… employees, promoting off-work activities, and engaging employees in formulating and implementing new policies and plans \u2013 are carried out by the human resource department,\u201d wrote Dr. Basnyat and Mr. Lao.<\/p>\n

They added that, \u201calthough employees may not explicitly exhibit\u201d any dissatisfaction they might feel, the way the human resource department routinely carries out the mentioned practices \u201cgradually shapes\u201d employees\u2019 \u201cperception about the culture of the organisation\u201d. The authors noted that in the long run, employee perception of organisational culture plays an important role in employees deciding whether to stay or leave.<\/p>\n

The 2 researchers stated that addressing employees\u2019 needs \u2013 \u201cparticularly those related to resolving complaints and managing relationships with other colleagues\u201d \u2013 \u00a0and providing opportunities for employees\u2019 family members to take part in the hotel\u2019s activities and to use its facilities, were \u201cimportant practices\u201d that human resource departments could initiate to encourage staff engagement. \u201cIt is also important to help and encourage employees to live a healthy and happy life, especially in cities like Macao and Singapore where the costs of living are higher\u201d than in many other places, and \u201cmedical services are expensive\u201d, they observed.<\/p>\n

Dr. Basnyat and Mr. Lao suggested that human resource departments at hotel companies should develop mechanisms ensuring the \u201cfair and equitable\u201d professional and personal development of all employees within the organisation. \u201cThese practices lessen the environmental stress for employees, increase their interest in the organisational activities, improve their productivity,\u201d and reduce their motivation to move on, they said.<\/p>\n

The 2 researchers argued that for management to have comprehension of why staff chose to, or considered, leaving, was of \u201ccritical\u201d importance. By \u201cexhibiting interest\u201d in resolving employees\u2019 problems using ways that the employees deemed \u201cappropriate\u201d, management provided a \u201csignal to its employees that it has a genuine interest in making its employees happy and satisfied, ultimately reducing the turnover rate\u201d among the workforce.<\/p>\n

<\/div>\n

More info<\/strong><\/p>\n

<\/div>\n
The researchers<\/div>\nDr. Sandeep Basnyat is an Assistant Professor at the Macao Institute for Tourism Studies. He joined the Institute in 2017. He holds a PhD in tourism from the University of Otago, in New Zealand. His research interests include: employee relations; human resource management; work and working conditions; and emotion, emotional labour and labour sustainability in the tourism and hospitality industry.<\/p>\n

Mr. Clarence Lao graduated in 2018 from IFTM\u2019s Hotel Management bachelor degree programme.
\n<\/div>\n

The paper<\/div>\nSandeep Basnyat and Clarence Lao Chi Sio: \u201cEmployees\u2019 perceptions on the relationship between human resource management practices and employee turnover: A qualitative study\u201d, Employee Relations, Volume 42, Number 2, pages 453-470, 2019.
\nhttps:\/\/doi.org\/10.1108\/ER-04-2019-0182<\/a>
\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

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