Chapter 7 HRM practices and employee retention: the moderating effect of work environment
Hospitality is considered one of the fastest growing industries globally, because of its significant contribution to the economy, in Malaysia specifically and across the world generally (ILO, 2010, cited in Bharwani & Butt, 2012). Similarly, the influence of tourism industry in Malaysia to GDP i...
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my.uum.repo.270662020-06-04T00:28:54Z http://repo.uum.edu.my/27066/ Chapter 7 HRM practices and employee retention: the moderating effect of work environment Bibi, Palwasha Ahmad, Ashfaq Abdul Majid, Abdul Halim HD28 Management. Industrial Management Hospitality is considered one of the fastest growing industries globally, because of its significant contribution to the economy, in Malaysia specifically and across the world generally (ILO, 2010, cited in Bharwani & Butt, 2012). Similarly, the influence of tourism industry in Malaysia to GDP is at MYR 167.5 Billion, 13.7% in 2016. In 2017, it is expected to increase to 4.2%, and to rise by 5.4% per annum, from 2017 to 2027, to MYR 295.6 Billion (15.9% of total GDP) in 2027, directly impacting the increase in employment opportunities (World Travel and Tourism council, 2017). This year, the Malaysian tourism industry accounts for 4.5% of national employment. In addition, it is expected to increase by 1.9% in 2017, and increase by 3.9% per annum to create 956,000 jobs in 2027. This growth in the tourism industry directly affects the demands in lodging (hotels, hostels, guesthouses), subsequently increasing the supply of rooms by 81%. As a human-based industry, hospitality depends on humans as a part of the product, in which, the humans cannot be separated from the service process (Ghazali, 2010). Primarily, the hospitality industry strongly depends on the human factor and direct contact with customers. According to Bharwani and Butt (2012), employees have become very precious assets to hotel industry, playing a decisive role in enhancing the organizational image. In the competitive market environment of hospitality, retention of high performers is known as a key to delivery of service quality. Nevertheless, employee retention is still a major issue for the hospitality industry. Aksu (2004), Kuean, Kaur, and Wong (2010), and Proudfoot Consulting (2008) found that turnover rates have considerable passive effects on hospitality performance. It is costly for hotels’ management to spend money and time on employees who leave a short time later after they go through the employment process. Emerald Publishing Limited Ali, Faizan Rasoolimanesh, S. Mostafa Cobanoglu, Cihan 2018 Book Section PeerReviewed application/pdf en http://repo.uum.edu.my/27066/1/bibi2018.pdf Bibi, Palwasha and Ahmad, Ashfaq and Abdul Majid, Abdul Halim (2018) Chapter 7 HRM practices and employee retention: the moderating effect of work environment. In: Applying Partial Least Squares in Tourism and Hospitality Research. Emerald Publishing Limited, pp. 129-152. ISBN 9781787567009 http://doi.org/10.1108/978-1-78756-699-620181007 doi:10.1108/978-1-78756-699-620181007 |
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HD28 Management. Industrial Management Bibi, Palwasha Ahmad, Ashfaq Abdul Majid, Abdul Halim Chapter 7 HRM practices and employee retention: the moderating effect of work environment |
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Hospitality is considered one of the fastest growing industries globally, because of its significant contribution to the economy, in Malaysia specifically and across the world generally (ILO, 2010, cited in Bharwani & Butt, 2012). Similarly, the influence of tourism industry in Malaysia to GDP is at MYR 167.5 Billion, 13.7% in 2016. In 2017, it is expected to increase to 4.2%, and to rise by 5.4% per annum, from 2017 to 2027, to MYR 295.6 Billion (15.9% of total GDP) in 2027, directly impacting the increase in employment opportunities (World Travel
and Tourism council, 2017). This year, the Malaysian tourism industry accounts for 4.5% of national employment. In addition, it is expected to increase by 1.9% in 2017, and increase by 3.9% per annum to create 956,000 jobs in 2027. This
growth in the tourism industry directly affects the demands in lodging (hotels, hostels, guesthouses), subsequently increasing the supply of rooms by 81%. As a human-based industry, hospitality depends on humans as a part of
the product, in which, the humans cannot be separated from the service process (Ghazali, 2010). Primarily, the hospitality industry strongly depends on the human factor and direct contact with customers. According to Bharwani and
Butt (2012), employees have become very precious assets to hotel industry, playing a decisive role in enhancing the organizational image. In the competitive market environment of hospitality, retention of high performers is known as a key to
delivery of service quality. Nevertheless, employee retention is still a major issue for the hospitality industry. Aksu (2004), Kuean, Kaur, and Wong (2010), and Proudfoot Consulting (2008) found that turnover rates have considerable passive effects on hospitality performance. It is costly for hotels’ management to spend money and time on employees who leave a short time later after they go through the employment process. |
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Ali, Faizan |
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Ali, Faizan Bibi, Palwasha Ahmad, Ashfaq Abdul Majid, Abdul Halim |
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Bibi, Palwasha Ahmad, Ashfaq Abdul Majid, Abdul Halim |
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Bibi, Palwasha |
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Chapter 7 HRM practices and employee retention: the moderating effect of work environment |
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Chapter 7 HRM practices and employee retention: the moderating effect of work environment |
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Chapter 7 HRM practices and employee retention: the moderating effect of work environment |
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Chapter 7 HRM practices and employee retention: the moderating effect of work environment |
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Chapter 7 HRM practices and employee retention: the moderating effect of work environment |
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chapter 7 hrm practices and employee retention: the moderating effect of work environment |
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Emerald Publishing Limited |
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2018 |
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http://repo.uum.edu.my/27066/1/bibi2018.pdf http://repo.uum.edu.my/27066/ http://doi.org/10.1108/978-1-78756-699-620181007 |
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