Labour Turnover in Hotels - an Update

Abstract

The Hotel and Catering Economic Development Committee (1969), Johnson (1980, 1981) and Wasmuth and Davis (1983) have all shown that many hotel managers view excessive labour turnover as a ‘regrettable fact of lije’ about which they can do nothing and over which they have no control. Such attitudes arise because of the complexity of the turnover process; attempts to apply correctives are seen as futile exercises. The inevitability of turnover constitutes an excuse for passive managerial acceptance of high levels of mobility which, in turn, ensures that such rates continue to exist. In order to break out of this regressive spiral, simple techniques for monitoring and controlling turnover must be made available to hotel managers. The work detailed below illustrates how one such technique has been implemented in one hotel and illustrates the level of success that this initiative has produced.

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