HRM strategies and labour turnover in the hotel industry Essay Example for Free

HRM strategies and savvy turnover in the hotel application canvassThe International ledger of piece imagination focussing 91 February 1998HRM strategies and grasp turnover inthe hotel thrust A comparative studyof Australia and capital of capital of SingaporeAnge air travel Cheng and Alan brownAbstract This study explores the perceptions of HR managers on the strategical heed of cranch tu liftr in a survival of the fittest of large hotels in Australia and Singapore, The main literary p bentage is that the cause of fag tumover can be mitigated with strategically managed kind-heartedkind resources with the four primal HR activities.The hotel industries in two Singapore and Australia revealed a comparable range of HR policies and practices cosmos adoptive, with an diaphanous recognition of the contri plainlyion an establishments human resources go through and through on the bottom- stage business. thither was a clear convergence towards minimizing tumover i n world-wide through the recruitment, selection and induction processes. This was despite fundamental social, economic and savvy differences amongst Singapore and Australia,Keywords benevolent resources, HR functions, comprehend tumover, hotel fabricationIntroductionIn new-fashioned eld, on that point has been widening recognition that human resource focusing (HRM) strategies impact on an nerves perfomiance and bottom-line pull up stakess, contributing to overall effectiveness (Nankervis and Debrah, 1995). Particularly in the helping industry, the effective utilization of human resources can give an organization its competitive edge (Schneider and Bowen, 1993). This has led to an veer magnitude interdep barency of incorporated strategy with human resource management (HRM), By effectively linking HRM with organizational objectives and needs, human resources can be recruited, genuine, motivated and retained towards gaining a competitive advantage, i.e. strategic HRM.I n this unique industry, that basically comprises twain a harvestion and a service aspect, both the creation and the rendering of services from the hotel to the customer be to begin with carry outd through the employee, i.e. the hotels representative. Therefore, the people basically represent the industry (Lewis, 1989 Thompson and Abbott, 1990 Schneider and Bowen, 1993).The success of this industry is indeed dependent on the calibre of its employees and how effectively they argon managed in order that they help the organization achieve its objectives (Nankervis and Debrah, 1995 Berger and Ghei, 1995). It is essential that the hotel industry develop efficient HRM practices and policies that enable them to recruit, select and retain competent employees who contribute to the acquisition of their objectives.However, the hotel industry is constantly plagued with luxuriously round tumover levels, resulting in high personnel be incurred because of recruiting and planning bran d-new re definements (Hom and Griffeth, 1995). With hardly a(prenominal) rung staying longer than quintuple years 0985-5192 Routledge 1998HRM strategies and labour turnover in the hotel industry 137 (BTR, 1990, cited in Nankervis, 1990), tumover contributes significantly to labour costs through high replacement costs (Riley, 1991a). With a skilled labour specialty needed in the trade and hotels increasingly providing the required knowledge, premature tumover whitethorn waste a hotels sizeable investment in employee development (Beckert and Walsh, 1991 Hom and Griffeth, 1995).Many tumover studies concord focused on opposite industry causes and effects. To date, however, comprehensive and substantial studies hand over non been conducted to determine the adopt and in mold causes of tumover in the hotel industry, although several(prenominal) hotels have undertaken case-by-case tumover analyses to address this issue (Nankervis, 1991 Debrah, 1994). This could be attributed t o the fact that, systematic(a) though employee tumover has financial consequences, the problem is a great deal ignored because the costs be validatory and hidden (Donelly, cited in Hiemstra, 1990). Further much(prenominal), many hotels mayconsider it notwithstanding if ruin of doing business in this industry.This paper outlines roughly late look for which examined the impact of HR policies and practices in the respective hotel industries on labour tumover, ad hocally through the processes of (1) recruitment and selection, (2) orientation and socialisation, (3) nurture and development, (4) performance management and (5) remuneration. The study focused on a selection of medium to large hotels in Singapore and Australia. labor turnover and the hotel industryDenvir and McMahon (1992 143) defined labour tumover as the movement of people into and out of conflict inside an organization. It can be voluntary or involuntary. Correspondingly, on the basis that people leave an organization for a multitude of apprehensions that may not be management-related, Eade (1993) except categorizes tumover into controllable and unavoidable tumover. For the purpose of this study, the focus was on voluntary and controllable tumover.Tumover in the hospitality industry has been shown to be unacceptably high (Kennedy and Berger, 1994), averaging up to cardinal hundred or 300 per cent per annum (Woods, 1992 Tanke, 1990 Boella, 1988 Wheelhouse, 1989), although substantial variations exist between different establishments. The literature has so out-of-the-way(prenominal) identified cistrons that impact on tumover place as orientation and enculturation processes (Kennedy and Berger, 1994 Woods, 1992) ad hoc recruitment and selection procedures (Bonn and Forbringer, 1992 Woods and Macaulay, 1989Wagner, 1991 Wheelhouse, 1989) discrimination at the workplace (Antolik, 1993) gentility and development opportunities (Hogan, 1992 Hiemstra, 1990 Conrade et al., 1994) manage ment styles (LeeRoss, 1993 Boella, 1988 Wheelhouse, 1989 Rowden, 1995 Woods and Macaulay, 1989) organizational consignment (Denvir and McMahon, 1992) competition and organizational refinement (Woods and Macaulay, 1989) labour shortage (Debrah, 1994 Woods, 1992) stress and bumout (Vallen, 1993 Woods, 1992 Hom and Griffeth, 1995) the seasonal nature of the industry (Boella, 1988 Denvir and McMahon, 1992) and reflect dis bliss (Bonn and Forbringer, 1992 Hom and Griffeth, 1995Wheelhouse, 1989).Relatedly, Denvir and McMahon suggested that labour tumover is not an isolated occurrence, where multi-dimensional aspects al low-toned low mental faculty esprit de corps, substandard work performance and absenteeism (1992 143). apiece incident of employee tumover is estimated to cost up to $2500 in direct costs and $1600 in indirect costs (Hogan, 1992). However, the permeating impacts of labour tumover on a hotels bottom line can be classified into two categories (1) direct expenditure and (2) intangible costs.138Angeline Cheng and Alan BrownDirect impacts are essentially financial consequences that take administrative costs as a result of increased recruitment and genteelness expenditure of new employees (Woods and Macaulay, 1989 Boelia, 1988 Woods, 1992 Riley, 1991a Mullins, 1995 Mercer, 1988). The indirect consequences of tumover allow in productiveness losses due to unfamiliarity of the workplace, poor service quality as a result of insufficient manpower (Denvir and McMahon, 1992 Riley, 1991a Wheelhouse, 1989), compromised standards and low morale due to the constant departures of workmates which are in tum integrally damaging to the hotels reputation (Woods and Macaulay, 1989 Riley, 1991a Mullins, 1995) because dissatisfaction in the employee will ultimately lead to the dissatisfaction of the customer (Lewis, 1989 Boelia, 1988 Woods, 1992). Samuel (1969, cited in Denvir and McMahon, 1992 144) summarized this when he declared thatdiscontinuity in calling disc ourages people from entering the industry and encourages others to leave i t . . . preventing continuing semblanceships between employers and employees and so inhibits the growth of mutual responsibility. It involves heavy administration costs and a substantial loss of productivity through the breaking up of teams who are used to working together.However, Mount argues that labour tumover inside an organization may not necessarily be detrimental. Rather, an organization thats choosing to thrive and grow must expect a higher tumover rate than companies that settle for the status quo . . . where much(prenominal) talented and assured people replace those that are leaving, and the new workers take the organization to the next level (1995 109). Price found that the hotel industry tended to live with high levels of labour tumover and assert on the extemal labour food market to fill vacancies (1994 47). However, high labour tumover cannot be forgive as an intact characteristic featur e of the hotel industry (Mullins, 1995). Mullins suggested that an organization can theoretically influence tumover by non-homogeneous intervention processes (1995 185) that include placement and orientation, argument performance and training and development.Denvir and McMahon (1992 146) further argued that individual hotels experience different levels of labour tumover, thereby confirming the view that tumover is partly within the control of management, and conflicts with the widespread pattern that tumover is high and uniform throughout the industry, and hence an uncontrollable characteristic of the trade. This might thereof suggest that tumover is, in effect, manageable through effective and strategic human resource practices. Based on a recent pilot study undertaken by one of the authors (Cheng, 1996), the hotel industries would be perceived to have acknowledge the adverse effects of labour tumover (Debrah, 1994 Nankervis, 1993b) through the adoption of strategic human reso urce management practices. Specifically, five variables that will be considered are (1) recruitment and selection (2) orientation and socialization (3) training and development (4) performance management and (5) remuneration. underlying to all these processes however, is the critical activity of recmitment and selection practices (Mullins, 1995 185).There have been numerous studies conducted on labour tumover that have focused on other industries. These may not be applicable due to the unique features of the hotel industry, as handleed precedent. For example, the organizational structure of the hotel may be a major determinant in influencing labour tumover, as compared to other industries. Riley (1991a 18, 1991b 237) estimates that protease inhibitor and unskilled stave comprise up to 64 per cent of the entire rung existence. This might therefore indicatelimitedHRM strategies and labour turnover in the hotel industry139promotional and developmental opportunities for land-lev el employees, resulting in a movement of staff out of that organization to one that bring home the bacons better line of achievement options. mash turnover in hotels in Singapore and Australia drive tumover in the Australian and Singaporean hotel industries has not been easily searched and documented. This is despite the significant contributions made by the tourism industries in both countries to the respective economies. Tourism is arguably the nations largest single export earner in Australia (EIU, 1994b), with Singapores tourism correspondingly generating a surplus on its equilibrize of payments travel account of around S$5 billion per year in recent years (EIU, 1994a).Employment growth in the hotel industry in both Singapore and Australia has been significant during the past decennary (Table 1). A number of new large hotels have opened in both countries, creating significant job opportunities. In Singapore, this has been in a context of generally nigh labour markets whi ch has forced hotels into employing more fractional-time staff (Debrah, 1994). Correspondingly, in Australia, many of the jobs which have been created by the growth in the industry have indirect requestwise been part time, although not due to labour shortages.A survey of the Australian industry in 1991 (KPMG Peat Marwick direction, 1991) indicated a relatively plentiful supply of employees to the industry, although it noted that a general economic downturn in the industry was apparent at the time. Comparatively, surveys of the Singapore labour space indicated significant shortages of labour in the industry (Debrah, 1994)The figures in Table 2 indicate that the hotel sector in Australia employs a much higher proportion of part timers than that in Singapore. Many jobs,such as waiting Table 1 Growth in consumption in the hotel industrySingaporeAustraliaYearNo. of employeesYearNo of employees19801987199238,62054,41274,13619831986199317,61722,00129,770 seed Singapore, segment of Statistics, stinting Surveys Series, Hotels and supply. ABS Cat No 8674Table 2 Work-force compositionFutl timeStatusPart time eld profile70% of employees 35% of employeesAustralia43,76630,370(41%) 35 yrs 25 yearsSingapore25,7193,958(15%) 40 yrs 25 yrsSource ABS Labour Force Australia, May 1991, Cat No 6203.0, ABS Cat No 8674 STPB Singapore Tourism and progress Board 1992 Survey of Tourism Manpower Deployment in Singapore Economic Surveys Series, Hotels and Catering 1993 Department of Statistics 1995 cxl Angeline Cheng and Alan BrownTable 3 disturbance place in the hotel industryper annumAustraliaSingapore45%42%Source Callus et al, 1991 1995 Singapore Yearbook of Labour Statistics, Ministry of Labour (1991 figures)staff, kitchen hands and bar staff, are seen as transient jobs by young people such as students, due mainly to relatively few skill barriers and ease of entry. The data in Table 2 in like manner show that the hotel labour force in both countries is relatively youthful . An implication of these statistics is that tumover in the hotel industry is partly due to the casual employment characteristics of the labour force, situationly in Australia. In Singapore, the relatively long period of buoyant labour market conditions may have led to job hopping.The tumover rates for the hotel and recreation industries is generally three times great than the average for other industry groups in Australia (Callus et al., 1991), period in Singapore it is about average among various occupational groups (Singapore Ministry of Labour, 1995). However, these industry figures do disguise tumover rates at individual establishments which can vary considerably, as shown in the stress of hotels for this study.For Australia, the highest tumover rates are for front-line and service employees where the rate averages 43 per cent. Tumover is lower in large hotels (KPMG Peat Marwick oversight, 1991) and varies slightly check to gender, with annual tumover rates averaging 45 per cent for males and 38 per cent for females. The paucity of documented search and studies is diaphanous through the limited amount and quality of material in this area. Studies on labour tumaround and retention have in the beginning focused on the UK and US hospitality industries (Woods and Macaulay, 1989 Bonn and Forbringer, 1992 Hogan, 1992 Alfus, 1992 Feiertag, 1993 Kennedy and Berger, 1994 Denvir and McMahon, 1992). The exception is Debrahs (1994) study of effective staff in Singapores hotel industry in view of environmental influences. explore designThe study adopted a soft approach, employing a comparative case-study methodology towards researching the Australian and Singaporean hotel industries HR programmes on tumover. Commonly, qualitative research is where the study is through with(p) in its natural settings in an attempt to interpret phenomena through the meanings associated with them. Correspondingly, this research focuses on the phenomenon of labour tumover in the hotel industry, interpreted through the perceptions of HR managers within that trade.This qualitative approach as well involves the studied use and collection of a variety of empirical materials, e.g. grounded theory procedure, surveys, observations, etc. (Denzin and Lincoln, 1994). Specifically, a face-to-face interview, examination of relevant documents and multi-case study method were used for data collection and data analysis, respectively.The sample size for the study was six-spot hotels in each country. They were medium-tolarge hotels, managed each as part of a consortium, an intemational chain, or asHRM strategies and labour turnover in the hotel industry141individual properties. An exploration of the views of HR managers, or managers responsible for the HR function, on the dominance impact of HR strategies on managing labour turnover within their organizations was sought. In some cases follow-up telephone interviews were held with relevant HR personnel to clarify matters raised in the initial personalised interviews.The targeted respondents were considered suitable on the premise that the participants, all senior managers, were in the main responsible for the development, formulation and implementation of see HR processes and strategies in semblance to managing labour tumover, and would therefore have the required knowledge of HRM practices and business strategies (Ragburamand Arvey, 1994). Consequently, this research basically reflects the perspectives and perceptions of these participants. The excellent sample size of twelve, typical of a study of this qualitative nature (Gay and Diehl, 1992), was considered appropriate, fling the opportunity to glimpse the complicated operations, character and culture of the hotel industry.In qualitative research, the sample tends to be small and purposeful, where the purpose lies in selecting information-rich cases for study in depth (Patton, 1990 169). The subject population was pre-selected groun d on the firsthand criteria of size and rating of the hotel, i.e. at least 250 rooms and a minimum rating of four stars. However, the final sample was selected and determined on the basis of accessibility to the hotels and their targeted respondents. The sample for the Australian study came from the state of Westem Australia.Tumover rates in individual hotels ranged from 26 to 47 per cent per annum for Australia. Corresponding data for Singapore ranged from 48 to long hundred per cent, although the highest tumover rate was for a new property which had only recently opened. FindingsAn equal sample size of six hotels was studied in each country. Although the properties in Singapore were generally larger in size and staff than in Australia i.e. maximum staff and rooms at 1,300 and 1,200 respectively in the fomier country, compared with 440 and 417 respectively in the latter(prenominal) human resource strategies employed in both cultures were largely similar. However, due to the dif ferent labour markets of the two industries, there were inherent differences in the importance and priorities placed on HR strategies, with attend to controlling and minimizing labour tumover. These are discussed below.enlisting and selectionHiring practices employed by the hotels in both countries can be seen as having progressed from the adoption of purely traditional (advertising, walk-ins, selection interviews, reference checking, etc.) to more strategic approaches (networking, intemal labour market, behavioural interviewing, targeted selection, etc.) (Nankervis and Debrah, 1995 Nankervis, 1993b).This has principally been influenced by ever-ever-changing labour markets, as well as the clear recognition that mitigating labour tumover begins with the hiring function, specifically the selection process. This is consistent with current literature that highlights selection as the predominant variable impacting on ultimate tumover rates (Hom and Griffeth, 1995 Boles et al., 1995 Me rcer, 1988 Dunn, 1995 Woods and Macauley, 1989), albeit recmitment and selection is generally considered an integrated function (MuUins, 1995 Croney, 1988 Nankervis, 1993b).142 Angeline Cheng and Alan BrownThis progress seems to be in part due to the general realization that people ultimately represent the crux of the industry, where they are the product and the runrs of service (Nankervis and Debrah, 1995 Mullins, 1995 Thompson and Abbott, 1990 Lewis, 1989 Schneider and Bowen, 1993 Berger and Ghei, 1995). Hence, the ability to hire and retain the right kind of people to fit the organization, and give the organization a competitive edge (Schneider and Bowen, 1993) begins primarily with the selection process (Hom and Griffeth, 1995 Boles et al. 1995 Eade, 1993 Mercer, 1988 Dunn, 1995).There is read that hotels in both countries draw from a wide range of recruitment sources both intemal and extemal. Hotels in Australia and Singapore tend to place greater reliance on recmiting from a n intemal labour market of current employees within the establishment and from other hotels which are part of the chain within the same ownership. Although this was perceived to be more evident in the Australian environment, this was inclusive of promotions as well as transfers of casual and parttime staff. There was also the consideration that Singapore had a more stable labour force of full and part-time employees, while the Australian hotel industry tends to rely on a higher proportion of casuals in employment, thereby implicitly contributing to tumover levels to a greater degree.However, in both instances, the use of this intemal labour source was predominantly restricted to supervisory positions and above, usually associated with a career development plan. Such efforts to develop career paths would assist in overcoming a major reason given for tumover in the industry in Australiaas identified in a survey (KPMG Peat Marwick Management, 1991). no(prenominal) the less, this effo rt has resulted in the per centage of managerial promotions, in at least one hotel each, as high as 85 per cent in Singapore and 95 per cent in Australia. Intemal allocative strategies are therefore boost where extemal recmiting costs can be reduced because, for example, current staff do not require re-training or acculturation into the organization i.e. the direct costs of tumover (Woods and Macauley, 1989 Boella, 1988 Woods, 1992 Mullins, 1995 Mercer, 1988). As such, this can be perceived directly to toil staff tumover levels down (Simms et al. 1988 Debrah, 1994) through increased promotional and career opportunities (Woods and Macauley, 1989).Extemal sources of new recmits included databases of previous applicants, unsolicited applicants, newspaper advertising, employee referrals, recmitment consultants, industrial attachments and networks with associates in the industry. Hotels in Singapore seem to be more resourceful in attracting new people with employee referrals becoming increasingly popular, where current employees are usually offered incentives for a new staff member employed on their recommendation. Although there is no scientific evidence to support this theory, hoteliers argue the general principle on the basis that birds of a feather flock together that is, referred possible candidates would be judge to be of similar calibre, personality and behavioural qualities to the referrer since they are friends or family. This reduces the cost of extemal sourcing, as well as a diminished probability of tumover occurring through the yielding of more reliable and committed employees (Debrah, 1994).Networking is also more prevalent in Singapore than in Australia. contempt it existence regarded as a form of people-poaching, it is considered putting green practice in Singapore. Hoteliers in Australia, on the other hand, generally do not support this stylus of recmitment as it is considered there, to some degree, unethical and generally not very nice. B oth countries, however, attributed their respective stances to the small but close-knit fratemity of the hotel trade.HRM strategies and labour turnover in the hotel industry143To combat the electric potential difficulties of building a full-time committed work-force in Singapore, Debrah (1994) in his earlier research, pointed to the use of part-time staff. Benefits that accme through employing regular part timers include increased flexibility in scheduling, thereby reducing the impact of tumover (Greengard, 1995), as well as lower wage outlays (Inman and Enz, 1995). Although this practice is prevalent in the Australian hotel industry, where sometimes up to half of the total employee population are part timers or casuals, part timers are usually hired on a needs basis and predominantly in the food and beverage (FB) or banqueting departments in Singapore (Debrah, 1994). Hotels in Australia are typically seen by young people as a source of casual employment due to ease of entry.A prob lem increasingly faced by Singaporean hotels due to move up educational standards and employee expectations is the shortage of applicants for the less desirable shift-work positions mainly at the operative level. One hotel, at least, has assay to combat this through the hiring of foreign labour, mainly from Malaysia. While interviews remain a core selection device, there is an increased emphasis placed on the behavioural aspects of a potential candidate in both countries, where selection tools are used to assist in determining a persons personality, attitude and character in relation to the specifications that a position may require.It was felt that experience and expertise, although valuable, could be gained from training and development while attitude and personality were more consequential in new recmits in attempting to fit employees into a particular organizational culture. Singapore, however, has a more dominant use of the behavioural interview than Australia, where attitud e is perceived to be more important than experience. This is assessed essentially through structured, oral employment tests given to potential candidates in the physical body of the interview. Berger and Ghei (1995) further argue that this method is more effective in the selection of new hires than more usually practised approaches, e.g. reference checking, which the Australian hotel industryutilizes extensively, biodata through weighted application blanks, etc. However, a sample of employment tests from a couple of respondents suggests that the behavioural interviews conducted in the Singapore hotel industry have a direct focus on the biodata of a potential candidate. Current literature also supports a higher correlational statistics between biodata and the eventual retention of that person (Dickenson and Ineson, 1993 Mitchell, 1989 Ineson and Brown, 1992) according to the past behaviours and reactions, attitudes, interests, etc. interview checking was advocated by Dunn (1995) as a proactive and aggressive way of reducing tumover and maintaining a higher work-force quality. Despite obvious disadvantages like potential litigation consequences, e.g. defamation, negligent hiring suits (Dunn, 1995), the Australian lodging trade diligently adopts this approach when employing. There was significantly less importance placed on this method of selection, as apparent through its inadequacy of use, by Singaporean hoteliers. industrial placement, however, is a common practice in both countries. Although generally regarded as a labour source, industrial placement (referred to as work attachment in Singapore) has not been maximally use as a selection tool in either Australia or Singapore. Despite some evidence of it occurring, the potential benefits of effectively utilizing this practice as a selection tool are not being fully realized for example, that applicants would ah-eady be familiar with the organization (Leslie, 1991), thus having a realistic preview (Woods a nd Macauley, 1989), thereby increasing the retention probability for that person (Hom and Griffeth, 1995). At the144 Angeline Cheng and Alan Brownsame time, the applicant would already be trained in their area of operations, thereby directly and positively impacting on recmitment and training costs. The labour-scarce situation afflicting the Singapore hotel trade is, to a large extent, attributed as the major factor influencing modifications in local hiring practices, which supports earlier research (Debrah, 1994 Nankervis and Debrah, 1995). This is peculiarly so in relation to the recmitment sources the industry approaches in seeking newhires. However, some of these approaches may seem to exacerbate, rather than mitigate, labour tumover despite an acknowledgement of their detrimental effects. For example, networking as a labour source would probably indicate recmiting a new hire from another hotel. This would inevitably mean weft a position in one property at the expense of increa sed tumover in another.On the other hand, Australia has been comparatively slow in adopting more innovative methods of recmitment and selection, although there is an indication of a move towards a more strategic direction. Although acknowledged as an issue, tumover is not given priority consideration when hiring even though there is a recognized need for a match between the organizations values and the potential employee. Rather, a reduction in labour tumover is essentially considered an incidental benefit to the meeting of organizational and usable objectives.In summary, hotels in both countries are placing more emphasis on recmitment and selection practices in an effort to reduce the potential for labour tumover. Variations exist where Singapore places more emphasis on behavioural interviews, employee referrals and networking, while Australian hotels emphasize reference checks and assessing attitudes in the employment interview. Australian hotels also tend to use more casual empl oyees than their Singaporean counterparts.Orientation and socializationInduction sessions in hotels of both countries were conducted regularly upon the employment of a new recmit, consistent with Mullins (1995) clue that orientation is basically a natural extension of the recmitment and selection function. Hotels in both Singapore and Australia were seen to conduct both general and departmental orientation (St. John, 1980 Kennedy and Berger, 1994 Eade, 1993) in order to provide overall hotel information, as well as specific job details. General orientation for new employees in Singaporean hotels ranges from two hours to 90 days, while in Australia between two hours and one and a half days is the norm. The content of these sessions is comparable and includes hotel cultures, employee handbook, mles and regulations, health and safety procedures, salary details and so on.More specific orientation is the responsibility of the employing department. The importance of this function in faci litating and sustaining the long-term retention of employees was perceived to be recognized by all respondents. It was basically a matter of familiarizing new employees with the daily operational requirements and culture of the organization (Mullins, 1995 Eade, 1993 Thompson and Abbott, 1990) that is, acculturating them into the organization in order to align their individual goals with that of the hotel.To encourage this assimilation, Singapore hoteliers tend to be more systematic in the orientation process and usually conduct interim and follow-up sessions to provide employees an opportunity for feedback (Eade, 1993) as well as to evaluate their progress (Day, 1988). These sessions were usually related to a provisional employment condition to which newcomers are subjected (Thompson and Abbott, 1990) in anHRM strategies and labour turnover in the hotel industry145effort to further plug a person-position match for both the organization and employee. This practice, however, was more evident in Singapore (Nankervis and Debrah, 1995), since only two hotels in Australia had this system in place. For purposes of inducting and eventually training new employees, some hotels in Singapore have in place a buddy system where new employees are matched with seasoned, experienced staff members who are responsible for their training. This concept has been supported as providing new hires with the guidance that may be needed in training and providing answers (Eade, 1993 Day, 1988), particularly where there is a case of information overload, that is, too much information being disseminated within that short span of time. Despite the potential benefits of this practice, however, only one Australian hotel explicitly suggested the availability of such a system, but for specified lower-level positions only.Some of the available literature suggests that animate employees could, in effect, also reap positive experiences through an organizations inductionof new employees. This is b ased on the self-reliance that current staff would also have to adjust to changes within an organization, as, for example, to a new colleague (Sutton and Reis Louis, 1987 Day, 1988). mayhap this lack of consideration of current staff might, to some extent, account for labour tumover that occurs, not within the throttle of the induction or recruitment crisis (Thompson and Abbott, 1990 Mullins, 1995), but among seasoned employees who may have been conveniently overlooked in relation to organizational modifications.One way of potentially combating this problem is to conduct re-orientation programmes for staff. Deemed important by both the Singapore and Australian hotel industry, these sessions take into account old employees, e.g. people who have been with the hotel since its founding, sometimes up to twenty five years. The primary winding rationale is to reiterate organizational philosophies and values or to communicate recent or plotted changes in a hotels culture or structure (Ma rtin and Van Eck Peluchette, 1989). Despite the potential benefits, such sessions are only conducted by all Australian hoteliers, with only one hotel in Singapore administering annual corporate reorientations for seasoned employees.This is notwithstanding the age of some of the Singapore hotels, whose history may go as out-of-the-way(prenominal) back as twenty five years. Generally, induction is still regarded as exerting a significant and direct impact on the successful retention of employees. This relates to the consistency of products and services provided by the hotel industry primarily through its human resources (Denvir and McMahon, 1992). Therefore, orientation and socialization essentially serve the hotel industries by apprising newcomers of, acculturating and gelling them into to the organization, thereby minimizing the probability, and eliminating a potentially major cause, of labour tumover such that there is a stable foundation from which the hotel can operate.Training and developmentThere is a clear recognition in both countries of the strategic contribution made by training to the retention of staff that the willingness to invest in an organizations people leads to an increase in their commitment and job satisfaction, principal to a reduction in staff tumover (Woods and Macaulay,1989 Conrade et al., 1994). Training needs analyses are generally carried out by the hotels in both countries, although Singaporean hoteliers were perceived to be more systematic in establishing potential training requirements. There is a greater emphasis on analysing guest146 Angeline Cheng and Alan Browncomment cards in the Australian hotel trade, whereas only two Singaporean properties explicitly take customer comments into account when determining training needs. One Australian hotel, on the other hand, basically depends on reference sessions among staff to gain infonnation and feedback on potential gaps in employee training and development.Despite these systems o f determination, only one hotel in each country had a training directory, with the remaining properties generally having a list that employees could be referred to. To some degree, this may reflect Conrade et al.s (1994) suggestion that, despite the importance and significance training is accorded within the industry, the reality of the availability of such planned, quality training programmes within hotels is limited.The content of training and development programmes was relatively similar in Singapore and Australia and included phraseology courses, quality management, health, stress handling and telephone etiquette. Job-related skills were also an important component of training. Much of this training is done in-house, although for managerial and supervisory employees extemal sources are usually utilized. None the less, there was an emphasis on the involvement of line employees in the administration of the training function. The Singapore lodging trade expressed this delegation o f responsibility through the constant interaction between supervisor and employee (St. John, 1980 Day, 1988), whereas the Australian hotels validated this practice based on the training requirements of the industry, e.g. on-the-job training and as a control tool in training effectiveness (Day, 1988). This argument also aligns itself with Tysons (1995) suggestion that the HRM function will become more functional through its integration with line management.Developmental opportunities were perceived to be linked to the training function in the industries of both countries. Employees are primarily trained to the requirements of their job, with a lowly focus on fulfilling their individual needs that is usually required to be in alignment with the operational needs of the hotel (Tracey and Tews, 1995 Walker, 1992 Mabey and Salaman, 1995). This again relates, to a degree, to the earlier argument, put forward with regard to the willingness to invest in people, that a workers need for gro wth and leaming can be met with a sense of morale and commitment (Mullins, 1995).Hotels in both cultures provide developmental opportunities for employees, generally incorporating an open-door policy, i.e. staff can approach and discuss with the HR department or person-in-charge their leaming directions and career aspirations. Most hotels adopt a more systematic and regular approach to involving employee feedback through the perfonnance management process this will be discussed in greater detail in the next section.There was, nevertheless, a more methodical approach to career development in the Australian industry. Four hotels, compared to only two in Singapore, had adopted a formal targeted development programme for staff at all levels. This response does not take into account any future plans to formalize developmental opponunities in the hotels, is more evident in Singapore, where the youthful age of some of the hotels may have accounted for the cunent lack of systematic developm ental practices. The presence of formal career paths may, in effect, reflect the progress Australian hoteliers have experienced in their attempts to modify a short-term employment perception (Timo, cited in Nankervis, 1993b), contrary to the recent findings of Nankervis and Debrah that suggested casual and transient employment was endemic (1995 33) and a lack of formal career paths in the hotel industry.HRM strategies and labour turnover in the hotel industry147None the less, the existence of developmental opportunities were evidence of the hotel industries attempts to minimize voluntary staff tumover through long-term career opportunities in the trade (Nankervis and Debrah, 1995 Nankervis, 1993b). This consequently acts to offset the perception that labour tumover is an inherent and acceptable facet of the hotel industry (Mullins, 1995 Riley, 1991a Woods, 1994 Meier, 1991), supporting the argument that it is manageable through effective HR practices.Mabey and Salaman (1995 130) fur ther argue that an investment in an organizations people will allow them to respond more effectively in a changing environment. This is especially tme considering the dynamic nature of the hotel trade, where consistency in service through an organizations people is considered most important (Denvir and McMahon, 1992 Anastassova and Purcell, 1995 Berger and Ghei, 1995). This may therefore be achieved through the use of training and development as an agent of change (Mabey and Salaman, 1995), where employees may be constantly informed and updated about, as well as strategically equipped for, the changing requirements of the hotel.Performance managementEvaluating an employees performance is viewed as being very much related to employee development within the hotel trades of both countries. The prevalent adoption of this function in Australia reflects a significant improvement where earlier research (Nankervis, 1991, 1993a) showed a comparatively low usage of performance appraisal.A man agement-by-objectives (MBO) approach (Oberg, 1972 Kramar, 1994) to perfonnance management is used by all but one of the hotels in each country. This usually involves both supervisors and employees completing separate paygrade forms and conferring on the final report. Employee feedback and input are considered significant parts of the performance appraisal process, which is essentially modelled afterward the performance development plan (PDP) adopted by Harvey Hotels (Beckert and Walsh, 1991). The exceptions were primarily attributed to the fact that employee appraisal may not be as effective as a democratic process, for example where supervisors may notwant to create undue conflict and many attempt to be nice about the assessment. This would essentially let out inaccuracy and prejudice into the procedure and would therefore reduce its effectiveness.Hotels in both countries distinguished between managerial and operative staff for performance management processes, with some hotels also having different appraisal standards among the particular levels of management, e.g. supervisory, middle management, etc. However, there was a general consensus on the criteria against which managerial and operative employees were evaluated behavioural aspects were stressed for the fomier, with the latter being assessed on the more generic aspects of performance (Eade, 1993).In spite of the various appraisal methods available (Eade, 1993 Walker, 1992) (peer evaluation, grade appraisal, etc. all the hotels interviewed adopted a supervisor subordinate approach to assessing an employees performance and determining potential developmental requirements. However, half the sample in Australia adopted a combination of appraisal techniques, i.e. self-appraisal in adjunction with supervisor subordinate evaluation. This could be perceived to provide increased employee input, as well as a more balanced assessment of that staff member. The employee input was often148Angeline Cheng and Ala n Brownviewed as an important mechanism for them to express issues relating to their developmental needs. One Singaporean hotel, however, was more rigorous in its appraisal process with the secondary supervisor also required to appraise the employee. This could be perceived to lessen any potential warp on the part of the immediate supervisor, and provide a more impartial and accurate evaluation of the worker. In Singapore, apart from assessing the overall performance of an employee through identifying and evaluating weaknesses and strengths, performance management was often used as a means of justifying remuneration adjustments. This was less common in Australiawhere award rates of payment rather than individual contracts govem pay rates.The frequency of conducting the performance management interview is also consistent between the two countries, i.e. either semi-annually or annually. In instances where probationary periods are required for newcomers, the first performance assessme nt occurs at the end of that period. Since probationary periods are more prevalent in Singapore, the early occurrence of this process also serves to diminish, somewhat, the relative incidence of staff tumover as a result of the recruitment or induction crisis (Mullins, 1995 and Thompson and Abbott, 1990), acting as an opportunity for feedback, elucidation and identification of any necessary training needs. There was, none the less, an emphasis on determining an employees potential developmental needs through the identification of discrepancies in meeting performance objectives (Walker, 1992 Riley, 1991a). run short interviews as a final evaluation process were a more commonly used among Singaporean hoteliers, even though there was one hotel in each country that did not see the need to undertake this practice. Despite the evidence that formal exit interviews are conducted with departing Australian employees, the ability to utilize the information derived effectively in identifying and isolating possible causes of tumover (Mok and Luk, 1995 Eade, 1993 Vetula, 1991 Kiechel, 1992), and consequently to propose necessary corrective action (Woods and Macauley, 1987), is more apparent in the Singapore hotel industry. Exit interviews in Australia are predominantly conducted as a routine process to ensure that final administrative matters are resolved before the employee leaves.Overall, although considered to be significant and contributory to the bottom-line, the performance management function is generally viewed as having an indirect effect on labour tumover in both countries, primarily through its determination of an employees training requirements, developmental opportunities and remuneration issues. RemunerationThe role of remuneration was similarly perceived, in both industries, to be asecondary factor through which labour tumover can be mitigated, especially monetary compensation. Generally incongruous with the limited literature that argues that remuneration is a major contributing factor in labour tumover (Hom and Griffeth, 1995 Woods and Macauley, 1989), the role compensation plays in the hiring and retention of staff was, however, acknowledged to primarily be through the concept of equity, value and satisfaction (Walker, 1992 Riley, 1991a).According to the expectancy theory (Mullins, 1995), there would be an increased tendency for people to leave an organization if a discrepancy existed between their expected and associated value, evident through the remuneration received. For example, if employees feel they are not compensated in accordance with the service provided toHRM strategies and labour turnover in the hotei industry149the organization, they would be inclined to feel unappreciated and undervalued, thereby contributing to their end to leave the company.This diminished significance attributed to remuneration, however, does not discount the contributory role that compensation plays in a hotels tumover statistics, and associated consequences like labour shortage, hiring expenses, etc. (Woods and Macauley, 1989 Boella, 1988 Woods, 1992 Mullins, 1995 Denvir and McMahon, 1992 Riley, 1991a Lewis, 1989). There is also a direct impact on an organizations bottom-line essentially through a potential reduction in employee start-up costs, which include orientation, socialization, training, etc.However, remuneration has a comparatively large influence on tumover in Singapore. Unlike the Australian hotel industry that pays award rates for operative staff, different hotels in Singapore pay different rates according to their individual collective agreements (Debrah, 1994). Because of the tight labour market (Debrah, 1994 Goh et al., 1995), potential employees are allowed to choose their employers and work environments, a processwhich may include job-hopping to hotels that can afford to pay higher wages (Debrah, 1994).However, the differences in the impact of compensation policies on supervisory and managerial staff in A ustralia and Singapore were comparatively negligible. The remuneration received by these salarial staff is not performance-based, but positionbased, thereby hardly affecting decisions of tumover and retention. Remuneration in Singapore, however, refers to a total compensation package, inappropriate in Australia where it refers primarily to monetary compensation, i.e. basic pay. The package is generally inclusive of the basic wage or salary, insurance coverage and fringe benefits, e.g. discount rates at sister-hotels (Walker, 1992). Employees at this level tended to remain with their employer for factors other than money.The impact of remuneration on labour tumover can therefore be perceived to be secondary, although more direct in Singapore, under conditions of labour scarcity and a potentially competitive wage market. tear down so, in Australia, where particular categories of employees, such as chefs, are in relatively short supply, remuneration packages may play a role in attrac ting and retaining them. However, the function of remuneration has not been ignored, particularly in relation to the concepts of expectancy and equity. In summary, people would leave if they are not compensated according to their expectations, suggesting therefore a direct, albeit minimal, influence on labour tumover.ConclusionsThis research suggests that hoteliers in Singapore and Australia are adopting a more strategic perspective to HRM in tackling labour tumover. In both countries the greatest emphasis was placed on recruitment, selection, induction, socialization and training and development practices as mechanisms for minimizing tumover. Performance management and remuneration strategies were seen as having a more indirect impact through the strategies listed above.The broad range of strategies adopted by Singapore hoteliers to combat the initial difficulties in recruitment (Nankervis and Debrah, 1995) reflect a longer-term approach to HRM. This could be attributed to the corr espondingly higher tumover rates in the hotels and the countrys low unemployment rate, and hence the industrys concened effort to attract and retain committed employees. However, it needs to be recognized150 Angeline Cheng and Alan BrownTable 4 Key differences in HR activities between Singapore and Australia HR practices and policiesSingaporeAustraliaRecruitment Employee referrals Networking Reliance on part-time staff natural selection Structured interviews behavioural emphasis Skills tests Person-job specifications Structured interviews Reference checkingOrientation socialization(induction) Follow up feedbacksessions Buddy systemTraining Guest comments analysis Employee consultationDevelopment Targeted development, e.g.management traineeprogrammePerformance management Impact on remunerationpolicies operative levels Exit interviews Limited impact onremuneration policiesRemuneration annual remunerationreview position perfonnance based Individual collectiveagreements for operati vestaff Package remuneration Annual remunerationreview position-basedonly Award rates for operativestaff Monetary compensationthat the attention given to recmitment and selection is as much an operational matter as it is a strategic approach attempting to reduce tumover.Orientation and socialization processes were emphasized similarly in Singapore and Australia, although there was comparatively more utilization of probationary periods (Eade, 1993 Thompson and Abbott, 1990 Day, 1988) and a buddy system (Eade, 1993 Day, 1988) to ensure an employees effective assimilation into the hotel in Singapore.Training in both countries has been almost associated with the induction process, with the latter seeming to be considered a subset of the former. Because orientation involves the basic operational instmction of staff, it is perceived to be part of the overall training function. Nonetheless, tumover is perceived to be significantly influenced by willingness to invest in this function, and therefore in an organizations human resources, such that there may be an increased sense of job satisfaction and morale thereby retaining staff (Woods and Macauley, 1989 Conrade et al., 1994). Although developmental opportunities are present in both Singapore and Australia, they are concentrated in the supervisory and managerial, and therefore skilled (Riley, 1991), levels of the organization. None the less, the correlation between developmental paths and an organizations tumover rates were apparent, that is the opportunity to grow and advance within an organization would offset a perception of hotel employment asHRM strategies and labour turnover in the hotel industry151transient and casual (Nankervis, 1993b Woods, 1992 Riley, 1991a Mullins, 1995 Denvir and McMahon, 1992) through the availability of true careerpaths. Performance appraisal and remuneration policies have minimal impact on labour tumover, except on the operative staff in Singapore where wages are negotiable and indiv idually determined according to the collective agreements of each property. To summarize, the impact of the five variables on labour tumover has been comparable in both countries, although the primary distinction lies in the recruitment and selection processes adopted in view of the differing labour situations and employment levels (Nankervis and Debrah, 1995). 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