Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Compact case
Authors: Ajith K Thomas (Saintgits Institute of Management); Elizabeth Domnic (Saintgits Institute of Management); Mahima Sosa Mathew (Saintgits Institute of Management)
Published in: 2012
Length: 4 pages
Data source: Generalised experience

Abstract

This case discusses a hotel which is losing its employees. It narrates the dilemma faced by the HR director on the aspect of employee turn over. Human resources are considered an investment in the hospitality industry. People leave after having taken the training, into which the company has invested heavily. The motivation to stay back and wait for better positions is never a consideration for leaving employees. They leave on reasons that seem very trivial to the organisation. The hotel discussed in this case is having a high employee attrition level of 46% which is way above the industry standards of 20-25% in the city. Six reasons for the high level of attrition are also listed in this study. The objective of the case study is to understand employee attrition and its various causes, to relate each of the causes to theories and to suggest solutions for the employee attrition problem, based on the theory. As the director of human resources, Mr Harris is asked to submit a report on the problem within a week’s time, which indirectly puts a question mark on his career too. Where did they go wrong?
Location:
Industry:
Size:
Large
Other setting(s):
November 2011

About

Abstract

This case discusses a hotel which is losing its employees. It narrates the dilemma faced by the HR director on the aspect of employee turn over. Human resources are considered an investment in the hospitality industry. People leave after having taken the training, into which the company has invested heavily. The motivation to stay back and wait for better positions is never a consideration for leaving employees. They leave on reasons that seem very trivial to the organisation. The hotel discussed in this case is having a high employee attrition level of 46% which is way above the industry standards of 20-25% in the city. Six reasons for the high level of attrition are also listed in this study. The objective of the case study is to understand employee attrition and its various causes, to relate each of the causes to theories and to suggest solutions for the employee attrition problem, based on the theory. As the director of human resources, Mr Harris is asked to submit a report on the problem within a week’s time, which indirectly puts a question mark on his career too. Where did they go wrong?

Settings

Location:
Industry:
Size:
Large
Other setting(s):
November 2011

Related