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BACHELOR OF ARTS (HONS) INTERNATIONAL TOURISM MANAGEMENT (Top up) Research Title: Employee retention in the hotel industry in Singapore Name of the student: Ramanpreet kaur Student’s UID: [email protected] Module: Research Methods (Proposal) Word Count: [ 3500] Name of the lecturer: Dr G V Nathan Contents Chapter I: Introduction 3 1.1 Aim of study 3 1.2 Objectives of study 3 1.3 Rationale of study 3 1.4 Conceptual framework 4 1.5 Hypothesis 4 Chapter II: Literature review 5 2.1 Employee retention depended on variables 5 2.2 Role of entrepreneurship in employee retention strategy (Independent variable 1) 6 2.3 Employee retention (Independent Variable 2) 8 2.4 Working Environment (Independent variable 3) 9 Chapter III: Methodology 12 3.1 Selection of the participants 12 3.2 Sampling procedure 13 3.3 Instrument questionnaire 13 3.5 Data analysis 14 3.6 Research ethics consideration 15 References 15 Appendix 17 Chapter I: Introduction 1.1 Aim of the study The main focus of the study is how to retain the employees with the help of employee retention strategies within an organization functioning and reducing employee turnover. Aiming at providing and implementing employee retention strategies and evaluating the importance of employee retention strategies, the topic has been selected. 1.2 Objectives of the study The objectives of the study have been described below: To evaluate the importance of employee retention strategies.To understand the necessity of strategies of employee retention.To evaluate the factors which are responsible for leveraging employee retention.To analyze the factors which are responsible for employee turnover.To evaluate the role of human resource management policies in raising employee morale and retain them in the industry. 1.3 Rationale of the study Employees are the backbone of the industrial sectors. With progression in time, one can easily figure out that employee retention and employee turnover has become key issues for the industries. The organizational factors are facing challenges to sustain their skilled employees in these highly competitive markets. Industries need to implement appropriate strategies to retain employees in the firms. In the era of globalization, there is a scarcity of talented and skilled individuals. Henceforth, the development of appropriate retention strategies rather than focusing on financial benefits is essential for the forms to sustain their talented employees. This will enable numerous businesses to grow and empower them to enhance their productivity. Literature study the researcher has been capable of shedding light on the fact that companies are mostly defined by the employees. Therefore, it is essential for the industries facilitating the services in the different centres to attract good talent and retain them to the institution 1.4 Conceptual framework Keywords: Human resource management, entrepreneurship strategies, working environment, strategies, productivity. 1.5 Hypothesis H1: The development of better strategies has a positive influence on employee retention, work culture and workplace productivity. H2: Entrepreneurship strategies have a positive influence on employee retention strategies and business profitability. H3: Human resource management practices have a positive influence on employee retention strategies through rewards and recognition. H4: Working environment has a positive influence on employee retention strategies, work culture, workplace productivity and business profitability. Chapter II: Literature review 2.1 Employee retention (dependent variable) 2.1.1 Balakrishnan, L., 2014. A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employees. SIES Journal of Management, 10(1), p.54. Employee retention is considered as one of the important business factors that help in evaluating business strategies to enhance productivity. Considering the importance of employee retention of the global organizations, the companies are able to progress with their business functions to improve professional outcomes. According to Balakrishnan retaining key personnel is a critical and essential element for increasing long-term success for the organization. The gradual progression in time employee issues and priorities has become one of the key elements in the agendas of business strategies. Moreover, according to the research of the studying businesses for competing with joy and not within potential employees (Balakrishnan, 2014), there is an ongoing and continuous talent war to enhance the overall performance of a business. Besides, the researcher also emphasized the fact that employee retention strategies and hiring strategies have become one of the central factors in the organization to become more productive over time and attract the best candidates. They know how to track record for carrying employees, the main purpose of good research service to conduct a survey in the educational centres was the as high quality of education Institutions but there is a severe shortage of quality teaching staff in the universities. 2.1.2 Haar, J.M. and White, B.J., 2013. Corporate entrepreneurship and information technology towards employee retention: A study of New Zealand firms. Human Resource Management Journal, 23(1), pp.109-125. Considering the effective business mechanisms of global business brands, corporate strategies are implemented that helps in enhancing employee retention base to improve business functions. IT has therefore played an important role in improving business operations to enhance the viability of functions. According to Haar and White, with the help of the knowledge-based study, the research has been capable of illustrating the fact that employee turnover is a common phenomenon. Emphasis classes of any organization and present possible for organizations to lose their key performance. The research has focused on IT sectors. Moreover, the researcher has emphasized the fact that organizations are putting their ways in order to retain their talents and are implementing effective retention strategies (Haar and White, 2013). They have also focused on the fact that employee turnover has significantly impacted sectors by reducing their productivity and sustainability. With this literary journal, the researchers have concentrated and evaluated the impact of retention strategies on employee turnover. Other variables for the study were welfare benefits, personal satisfaction, organizational culture too much interest in employee turnover. The researchers were able to prove the fact that the previous studies that have been conducted portrayed that employee intention leads to employee turnover can be solved by numerous retention strategies. Questionnaires were distributed among 300 employees and a sampling method was adopted for the Collection of data. 2.2 Role of entrepreneurship in employee retention strategy (Independent variable 1) 2.2.1 Aruna, M. and Anitha, J., 2015. Employee retention enablers: Generation Y employees. SCMS Journal of Indian Management, 12(3), p.94. Employee retention enablers actively participate in facilitating the young age group extensively. Generation Y employees will therefore strengthen business functions to enhance operational aspects. The article focuses on the benefits of entrepreneurship towards a firm’s performance as well as the role of information technology. As per the words of Aruna and Anitha, to conduct the research, 158 firms of New Zealand have been focused on their concentration retention rather than non-financial outcomes. The researcher has also been capable of figuring out the relationship between corporate Entrepreneurship and employee retention. The most motivating effects were tested from It dimensions and high objects with its interaction with an entrepreneurial culture reporting at 10% higher retention rate than similar entrepreneurial forms with lower IT objects (Aruna and Anitha, 2015). With the help of the literature study, the researcher was capable of highlighting the way some dimensions can enhance the entrepreneur culture leading to lower retention, although effects of others and highlights the potential complexities that may repel rather than retaining employees. 2.2.2 James, L. and Mathew, L., 2012. Employee retention strategies: IT industry. SCMS Journal of Indian Management, 9(3), p.79. Employee turnover is one of the biggest challenges faced by the modern world. IT sectors are facing the major challenges due to employee retention that is impacting the business functions. On the words of the authors of this article, it focuses on voluntary employee turnover which has been developed for the great challenge for the management. Lack of employees and a high rate of employee retention has been the focal point of the study. With the study, the researcher was capable of employees in order to suggest prospective strategies to satisfy an employee that will facilitate the sectors present in Chennai to improve employee morale and reduced turnover, cost around alongside knowledge loss (James and Mathew, 2012). The researcher has focused on increasing organizational efficiency and effectiveness with reference to one of the leading sector companies in Chennai. The researcher with the help of a questionnaire and personal interviews has collected primary and secondary data. 2.3 Employee retention (Independent Variable 2) 2.3.1 Soundarapandiyan, K. and Ganesh, M., 2015. EMPLOYEE RETENTION STRATEGY WITH REFERENCE TO CHENNAI BASED ITES INDUSTRY-AN EMPIRICAL STUDY. Global Management Review, 9(2). Voluntary employee turnover is the biggest challenge faced by IT companies across the global arena. In Chennai, flexible working measures must be implemented to reduce employee turnover. According to Soundarapandiyan and Ganesh, the article that has been evaluated by the researcher to accumulate detailed information and understand the importance of employee retention strategies focus on evaluating the literature study that has been developed by the author. With the help of numerous theoretical frameworks, the researchers were capable of reviewing the literature study on employee retention and discussing the issues of employee retention. Moreover, the researcher was also capable of emphasizing the numerous factors which are influencing employees’ decision to stay within an organization in the public sector (Soundarapandiyan and Ganesh, 2015). In addition to this, the researchers have been capable of evaluating recent resources to assess how human resources policies were implemented in Qatar in 2009 and are a perfect example of action in the public sector. With the help of the examination of recent researches, the researchers were capable of demonstrating how employee retention management can be influenced by human resource management practices. Various strategies like rewarding, recognition, training and development, promotion opportunities are effective HRM practices that help retain employees in the different sectors. Suicide services have also focused on evaluating the issues for employee turnover and challenges related to employee retention have also been identified in the literature review to present the gap in HRM practices. 2.3.2 Idris, A., 2014. Flexible working as an employee retention strategy in developing countries: Malaysian bank managers speak. Journal of Management Research, 14(2), p.71. Aida (2014, p.71) mentioned that retaining talented employees will facilitate the growth of a business that will enhance business functions to gain long term success. With the help of the study, the researcher has been able to figure out the impact of available training on employee retention in small and medium enterprises that are needed to be conducted by the human resources management. The researchers that individuals SMEs can opt for T As. have figured out a noticeable problem. The research was considered for a survey questionnaire and allowed the SME owners and managers to provide their precious opinions aligning to the level of satisfaction (Idris, 2014). In addition to that, a survey-based technique the research was also implemented. Regardless of survey technique, regression type classification along with ranking believe the simplex technique has been utilized. The per cent of the study included data on the comparison between associated with T A satisfaction along with employee retention. 2.4 Working Environment (Independent variable 3) 2.4.1Epie, C., 2014. Improving talent retention in an SME in the Nigerian environment: Reflections on a case study. International Journal of Employment Studies, 22(1), pp.60-76. Chantal Epie stated that improving employee retention, the Western province will be able to enhance their business functions that will further assist the term in elevating business measures. Further, they have been able to enhance business measures to facilitate the growth of business operations. Employee retention is one of the concepts of keen interest for researchers and human resource professionals because of the impact of retention in all four sides in our organizational goals and objectives accomplishment (Epie, 2014). According to the literature study, the research has emphasized the fact that human resources practices are one of the important factors of production which has an industry to survive as well as ensure long-term success. With the help of the journal, the researchers have been capable of exploring the existing relationship between the working environment and applied potential in the automobile sector for which she has opted for something method and collected data from 300 employees. Moreover, the research has opted for descriptive statistics for analyzing the data. Pearson Correlation Coefficient was employed to establish the relationship which breaths between the variables. Resource capable of offering the fact that the working environment has a positive relationship with employee retention and thus is capable of fixing implies a decision to stay in the company. Lastly, the researcher advised that a peaceful environment is essential for developing a better workplace environment and satisfying the employees that will help to retain skilled individuals in the company. 2.4.2 Al-Emadi, A.A.Q., Schwabenland, C. and Wei, Q., 2015. The vital role of employee retention in human resource management: A literature review. IUP Journal of Organizational Behavior, 14(3), p.7  The selected journal has been developed by Ali Ahmed Qayed Al- Emadi, Christina Schwabenland, and Qi Wei focuses on employee retention what is theoretical frameworks and discuss issues related to employee retention alongside the factors influencing employees decisions to stay or leave within an organisation in the public sector. On the other hand, shift to the semi-private sector alongside the HRM practices that influence employee retention positively. Evaluation of the recent research has been portrayed by the research as having an important aspect in employee retention in Qatar in 2009 and can affect employee retention in the public sector (Al-Emadi et al., 2015). The study focuses on factors like training and development, recognition, performance, appraisals, promotion opportunities. Besides, the researcher has been able to shed light on issues of employee turnover and challenges which are related to the gaps in HRM practices and need to be addressed in order to retain the employees. 2.4.3 Radford, K. and Chapman, G., 2015. Are all workers influenced to stay by similar factors, or should different retention strategies be implemented?: Comparing younger and older aged-care workers in Australia. Australian Bulletin of Labour, 41(1), pp.58-81. Katrina Radford has developed the journal that has been selected and Jeffrey Chapman focuses on age diversity within the workforce. The research has been capable of pointing out that age diversity leads to improved creativity and productivity at the global level. Besides, human resource management professionals can find a diversity to be a challenging one. The death of this study has highlighted a comparative study between younger and older workers’ intention to stay in an organisation (Radford and Chapman, 2015). To investigate the intentions of the younger and older workers but has been able to figure out to be a limited one the research has applied a procedure of cross-sectional questionnaire method. For the said factor, the questionnaire was distributed to 2118 employees in the aged care sector. In addition to this 359 unseeable questionnaires were analysed. Analysis of the collected data provided by the research revealed that there exist similarities and differences between younger and older workers’ intention to stay. A number of variables have been detected of which include perceived organisational support supervisors support and job embeddedness. 2.4.4 MANDHANYA, Y., 2015. A STUDY OF IMPACT OF WORKING ENVIRONMENT ON RETENTION OF EMPLOYEES (With special reference to the Automobile sector). Global Management Review, 9(4). The Chosen journal has been developed by Dr Yogita Madhyana and focuses on the existing relationship between the working environment and employee retention especially in automobile industries. In order to accumulate data 300 samples have been collected from employees who are enriched with automobile sectors (MANDHANYA, 2015). Besides, data has been analysed with descriptive statistics. Pearson correlation coefficient was employed to analyse the relationship between variables. It provided results that management should emphasize on providing an effective working environment just to retain employees.  Chapter III: Methodology 3.1 Selection of the participants The population of workers in the hotel industry of Singapore is about 67,000. They are current and former employees of the hotels. These participants will be invited from a list of 20 hotels, in Singapore. The researcher has selected a number of employees who are engaged with the industrial sectors for conducting the interview procedure. In addition to this, the employees of the industrial sector have been selected for conducting the survey process of accumulating data. The male-female percentage of the participants was 65% and 35% female respectively. 3.2 Sampling procedure The population method has been selected by the researcher for the sampling procedure. As per the opinion of Soundarapandiyan and Ganesh(2015, p.6), the population is an amalgamation of elements to share common features regarding the issues of the research. Probability sampling technique has been selected by the researchers. This has helped the researchers in sapling the opinions of the participants. Further, the answers of the respondents were accessed to gain ideas about employee satisfaction within the hotel industry. 3.3 Instrument questionnaire The questionnaire that has been designed for the survey procedure, as well as the interview session, is absolutely aligned to that of the research objectives.15 close-ended questions were formulated in the survey process. the questions were related to the factors of employee retention measures that can reduce employee turnover base. 3.4 Data Collection The researcher has opted for the collection of both qualitative and quantitative data. Primary and secondary data has been collected by the researcher to provide accurate and relevant information. In order to conduct the literature study in an appropriate manner, the research has selected the managers of different industrial factors for an interview session along with employees for the survey session. Besides selecting participants who are well acquainted with the industrial sectors, the researcher has accumulated data from books, journals, newspapers, and online libraries. The bulky secondary data has enabled the researcher to get hold of a sea of information but the accurate and authentic were selected by him. 3.5 Data analysis The quantitative data would be analyzed in MS Excel format. Whereas, both quantitative and qualitative data will be written in MS word documents. After analyzing the collected data it was possible for the researcher to identify that there is the probability of drawing a sea wave of changes with the help of implementation of retention strategies, HRM practices, and the better working environment of employees in industrial sectors. Moreover, it will also help in retaining employees and reducing turnovers. Employees are one of the key stakeholders within an organization. In addition to this, the research that has all support frames that the existence of numerous factors that are capable of affecting the employee’s decision to shift from private sectors to semi-private sectors and the influences of Human Resource practices in employee retention positively. At the focus of the industries is the employees who are capable of increasing the productivity of the industries. Employee retention and strategies for employee retention is required to be developed in order to sustain the individuals within the organizations. Low morale of the employees alongside employee dissatisfaction is responsible for employee turnover. Henceforth, this has resulted in a burning issue for the organizational factors as there is a scarcity of skills and talented employees. Moreover, better human resource management practices also needed to be implemented by the organization as by reviewing the articles it was possible to figure out that lack of HRM practices has led to the deteriorating condition in working culture. In addition to this, the factors which are responsible for employee turnover was a need to be focused on and strategies should be developed for employee retention concentrating on those. When it comes to employee retention it is essential to illustrate the fact that it is a universal phenomenon and the death of industries in need of effective and efficient individuals to enhance the productivity of the employees. To conclude, evaluation of the accumulated data has resulted in the understanding that employee retention strategies are needed to be developed by the employers to improve productivity by sustaining the employees. 3.6 Research ethics consideration There are few research ethics that must be followed by the researchers’ in order to conduct an effective research project. The research has religiously followed the Data Protection Act of 1988 in order to avoid legal suits. No personal questions were asked or published. Besides, the respondents were liable to leave whenever they preferred and were not forced to reply. No data that had been shared by the participants were disclosed to any third party. Further, proper measures were taken to restrict data breaching and leakage of personal information of the participants. References Al-Emadi, A.A.Q., Schwabenland, C. and Wei, Q., 2015. The vital role of employee retention in human resource management: A literature review. IUP Journal of Organizational Behavior, 14(3), p.7.Aruna, M. and Anitha, J., 2015. Employee retention enablers: Generation Y employees. SCMS Journal of Indian Management, 12(3), p.94.Balakrishnan, L., 2014. A Study on Retention Strategy’s followed by Education Institutions in Retaining Qualified Employees. SIES Journal of Management, 10(1).Epie, C., 2014. Improving talent retention in an SME in the Nigerian environment: Reflections on a case study. International Journal of Employment Studies, 22(1), pp.60-76.Haar, J.M. and White, B.J., 2013. Corporate entrepreneurship and information technology towards employee retention: A study of New Zealand firms. Human Resource Management Journal, 23(1), pp.109-125.Idris, A., 2014. Flexible working as an employee retention strategy in developing countries: Malaysian bank managers speak. Journal of Management Research, 14(2), p.71.James, L. and Mathew, L., 2012. Employee retention strategies: IT industry. SCMS Journal of Indian Management, 9(3), p.79.MANDHANYA, Y., 2015. A STUDY OF IMPACT OF WORKING ENVIRONMENT ON RETENTION OF EMPLOYEES (With special reference to the Automobile sector). Global Management Review, 9(4).Radford, K. and Chapman, G., 2015. Are all workers influenced to stay by similar factors, or should different retention strategies be implemented?: Comparing younger and older aged-care workers in Australia. Australian Bulletin of Labour, 41(1), pp.58-81.Soundarapandiyan, K. and Ganesh, M., 2015. EMPLOYEE RETENTION STRATEGY WITH REFERENCE TO CHENNAI BASED ITES INDUSTRY-AN EMPIRICAL STUDY. Global Management Review, 9(2). Appendix Appendix 1: Gantt chart Research Thesis TasksJAN 21Jan 30Feb 7Feb 13ACKNOWLEDGEMENTCHAPTER I – INTRODUCTION1.1 Aim of Study1.2 Objectives of the Study1.3 Rationale of the Study1.4 Research problem1.5 Conceptual Framework1.6 HypothesesCHAPTER II – LITERATURE REVIEW2.1 Dependent Variable2.2 Independent Variable 12.3 Independent Variable 22.4 Independent Variable 32.5 Independent Variable 4CHAPTER III – METHODOLOGY3.1 Selection of Participants3.2 Sampling procedure3.3 Instrument questionnaire3.4 Data Collection3.5 Data analysis3.6 Research ethics considerationAPPENDIX I1.1 Development Gantt Chart

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