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论文作者:www.51lunwen.org论文属性:硕士毕业论文 thesis登出时间:2015-05-01编辑:felicia点击率:28301
论文字数:14198论文编号:org201505010122528864语种:英语 English地区:英国价格:免费论文
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摘要:在市场竞争越发激烈的今天,人力资源管理是一个企业极其重要的组成部分,本文就围绕人才问题进行深入探讨。
In summary, the major research findings from this study suggest that the hospitality industry has created and reinforced a turnover culture. Employees generally enter with the b ne of the main determinants predicted to have a significant role in an individual's decision to leave an organisation is that of the turnover culture. This variable has often been alluded to in the literature on labour turnover, but has been largely untested. This is quite surprising given that the hospitality industry has been characterised in terms of high turnover rates, a part-time and casual workfolre, an absence of an internal labour market - ie low job security, promotional opportunity and career development, plus low wages and low skills levels. elief that there is limited career development and promotional opportunity. Turnover culture can have an impact on the organisation in a negative way by acting as a counterculture to the organisation's main objectives (Cooke and Rousseau, 1988). This is especially true when objectives such as quality of service and reduced costs are used as sources of competitive advantage(Iverson and Deery)
The key to this strategy is improving the communication channels, such as reducing role conflict, by addressing both work and social issues of groups and conveying to employees that the culture is changing from one of turnover to one of retention. This strategy is consistent with Simms et a1 (1988) who argue that the majority of hospitality organisations fail to promote the perception of long-term commitment to their employees by the lack of formalised management procedures, such as performance appraisal. Hence, having the appropriate personnel policies and practices - eg job security via long-term contracts and permanency - in place to reflect this change is important to the process. Another strategy directed at reducing the growth of a turnover culture may lie in more comprehensive and strategically-placed induction programmes highlighting the organisation's aim for long-term employment. Denvir and McMahon (1992) reported that hotels which spent considerably more time and money on their induction programmes retained their employees longer at both the operative and manag本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。