Social Justice in the Hospitality Industry – Better Pay Equals Better Employees and a Better Hotel

Abstract

Abstract It was July 2 and Trina White, the General Manager (GM) of the Parkside Hotel in Victoria, Canada was sitting in her office. She had just reviewed her occupancy figures and realized her costs for labour in her hotel needed to change in order to address the 89% turnover in staffing. In the past year, turnover had cost the hotel CA$202,000 in annual costs, which was close to what was spent on the overall marketing of the business. Victoria is a relatively small city with lots of hotels so it was hard to find staff but the cost to constantly train new staff was not feasible and something needed to change. Later that week, Trina would have a meeting with the shareholders of the hotel but what was she going to suggest?

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