Newcomer So cialization

Abstract

A contributing factor to employee turnover in hotels seems to be the one-dimensional focus of their orientation programs. Employees encounter feelings of uncertainty about the unknown whenever they accept promotions or transfers, but the greatest stress and uncertainty come when they accept a job with a new employer. For that reason, orientation programs should deal with both the emotional and the informational needs of new hires. A look at the orientation programs of six hotels found many similarities among the programs. Their initial component extended from one-and-a-half to five days in length, with a few programs having additional orientation follow-up after 12, 60, or 90 days. All but one included specific information about the new employee's department along with general information about the organization. But only one property had the express purpose of reducing new employees' anxiety and thereby reducing turnover.

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