Introduction We’ll talk about the change image of the Green Mountain Resort management dis-solving employee turnover. A strong realization from the point of view of the resorts top management, and how perception made a difference within the problem. As management looked at a series of possible reasons why their employees sought out better jobs, and ultimately became high producing workers at competing resorts.
The Dissolution of Turnover As the management team of the Green Mountain Resort realized they had a problem of employee turnover as the sales of the resort properties were depleted. One of the top managers, Gunter, was worried about the turnover of the staff and began to find difficulty in finding good employees. The case study referred
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The first; Which of the six changes images discussed in Chapter 2 can be identified in the assumptions about managing turnover that were held by Gunter, the Hospitality literature, and the consultant? My view of Gunter was that of a coach because when he analyzed the future of the employees he wanted to keep as many as possible. As he researched he discovered after they left, they were devoted and performing very well at their new jobs. Gunter realized that the Green Mountain resort had become famous for providing solid training for employees, and attracted motivated people who were willing to take on the task of getting an education within the field, as well as the willingness to work hard. Finally, Gunter discovered that his position was better served as a viewing himself as a mentor.
My view of the hospitality literature was that of a navigator. The resort’s training and management development literature saw employee turnover as a problem, with potential of a negative impact within the local hospitality industry. I would also define the resorts employee turnover as continual and is something that must be faced, head-on. Managers in this industry can follow the recommendations within the literature. I feel the literature is a navigator rather than director, as it may only offer routine
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As he researched the problem he realized that Green Mountain Resort employees were leaving because similar resorts offered more opportunity in areas such as better pay, and the potential for advancement. Acceptance that Green Mountain could not offer more to retain employees, top management took the opportunity to use their experience to mentor new employees. By mentoring new employees, they offered a “training ground” which resulted in an attraction that no other resort
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
The Department of Human Resources is involved with many important aspects of a business, like staffing, compensation, benefits, and much more. As the new Director of Human Resources for a 150-room, full service hotel in downtown Sheboygan, I am in charge of turning around the hotel. Some urgent tasks include hiring and training new candidates for two open positions, revising the training and incentive programs, and finally, improving the overall morale of the employees.
The key question in this incident is whether Blizzard Resorts Inc. is responsible of the liability of occupants for injury or loss suffered by trespassers to their premises.
Today, competent administrators show sensitivity to individual needs by encouraging upward mobility among all staff members. These forward-thinking leaders understand how important it is to treat all people fairly and equally and consider the dynamic forces that exist among employees. Sincerity in these matters is important, because a manager’s actions far outweigh their statements. Therefore, workplace leaders must learn to pinpoint and cultivate each employee’s special skills and promote upward or lateral mobility by providing training for the entire talent pool. To this end, managers must continually seek opportunities to learn more about diversity.
Pat Waller, employee of Valley Winery, was recently promoted to sales manager of the San Francisco region’s chain division. When he arrived, he was shocked to find that such a successful division had such a horrible turnover rate. How was the San Francisco division of Valley Winery obtaining their sales goals? He began to investigate and found many problems that were mainly stemming from management. The hiring process of Valley Winery needs to be revised. Mike Wehner, personnel manager for the San Francisco division, believes that employment agencies provide the most qualified applicants. If this is true, would the turnover rate be near 100 percent? According…., employees acquired from employment agencies yield high turnover rates. Top management places too much of an emphasis on youth and physical attributes. Sales representatives of Valley Winery should be groomed and well kept. However, youthfulness and physical attributes should not outweigh qualifications for the job at hand. Looks are important but qualifications and experience would not be overlooked. Businesses have an image they would like their representatives to project.
Research. A restaurant industry study in 2000 stated that employers were the reason for turnover.
A review of employee motivation theories explains the retention and behavior of an employee within the organization. Throughout this essay, I will provide you examples of SAS inc, and how using employee motivation theories can help you succeed. Why is it necessary to keep employees? Fitz-enz (1997) stated that the average company loses approximately $1 million with every 10 managerial and professional employees who leave the organization.(Sunil Ramlall, Book)
With Green just starting in the company, he lacks the managerial work experience and knowledge of the business. When hired by Shannon McDonald, Green was told, “I am hoping you compensate for your lack of experience by seeking out guidance from some of our more seasoned managers.” (Sasser,Beckham, P.3) Although, Green was instructed to seek help, he did not once seek advice from his manager, Frank Davis. Davis on a couple of occasions, had instructed Green on ways he could improve his performance, but the suggestions given to Green were ignored.
Hughes, M 2006, 'Strategic change', in M Hughes (ed.), Change management: a critical perspective, Chartered Institute of Personnel and Development, London, pp. 52-63.
This article is about Harrah’s Entertainment; one of the largest casino entertainments made a decision to move away from being a product based company to a strategic marketing company geared towards customer satisfaction by implementing a customer focused rewards program. Bill Harrah, the founder of the company established the company’s reputation on the premise of pride of the employees working for “the best in the business” while given more attention to the condition of the properties. However, when Gary Loveman joined the company as the new Chief operating officer, he made a move towards customer service. Gary Loveman hired Marilyn Winn, the head of Human Resources, to change how the company engaged in people development. Winn came up with a strategic plan to develop Harrah’s human capital. As a result, Winn is faced with the difficult task of improving employee motivation and job satisfaction in a rough economy after 9/11, which changed our nation forever. Although, the company gained market share it did not quite meet the company’s projected level.
Voluntary and involuntary turnover have an effect on organizations. Rapid changes in job descriptions, organizational structures, and inter-organizational competitiveness increase the importance of studying turnover and its relationship with organizational change. According to Leana and Van Buren (1999), "the loss of key network members can severely damage an organization 's social fabric and perhaps eradicate its social capital altogether." When businesses lose a high number of employees, problems can occur, costing the company time and money. Some of the costs incurred are associated with training, drug testing, physicals, and orientations to hire replacements that may take several months to learn the job and to achieve competency. There is a saying, “Good help is hard to find---and harder to keep”. This saying refers to good organizations trying to reduce turnover when the competition for retaining good employees is intense.
In the West Indies Yacht Club Resort, the firm was encouraged a lot by the local government to post available jobs for natives to come and work, yet the resort was timid in that situation because of strict employment laws once they were hired on. Due to turmoil among native and expatriate workers, senior officials were stuck with several problems: (1) the turnover ratio in managerial positions, the customer complaints, and the culture feud, which was at the center of their little problem. From the beginning of the resort until now, the resort has gone from the elite to mediocre due to growing competition and declining customer satisfaction. The organization of the resort is somewhat systematic although it doesn't have any extreme training programs. None of the managers have had extensive training except for what they had received at other places of business.
Simon, E. (2003). Successful hotels use hands-on hiring, retention practices. Hotel & Motel Management, 218(11), 54.
673), retention management must be based on three types of turnover, voluntary, discharged, and downsizing. Not all businesses are freighted by turnovers, for some it is the way of life and cost is built into the budget. However, for others any type of high turnover can be detrimental for company profit, employee wage and benefits offered. First, let’s take a look at voluntary and involuntary turnover that affects retention. Voluntary turnovers are caused by many different reasons. Turnover may result from topics such as job dissatisfaction, job mismatching, knowing that job opportunities are plentiful. Two reasons that I will discuss more are micromanagement and employee loyalty. Like stated before in the introduction, when employees are dissatisfied, possibly due to being placed in an area that doesn’t fit with their skill set, one is more likely to seek new employment. Another part of turnover is discharging and downsizing. Discharge is just that, members being discharged due to discipline and job performance. While downsizing turnover is a result of business being overstaffed (Heneman III, Judge, Kammeyer-Mueller, 2015, pg. 675). There are also other reasons for voluntarily employee turnover, such as generation differences when it relates to employment. The current generations are more likely to see a job as one piece in their life puzzle rather than as the first, indispensable anchor piece without
Graetz, F, Rimmer, M, Lawrence, A, Smith, A 2002, Managing organizational change, John Wiley & Sons Australia, Queensland.