Labour Turnover in Hotels - Revisited

Five years have now elapsed since the author last conducted an empirical investigation into the prevailing rates of labour turnover in a small sample of hotels (Johnson 1980). One conclusion of this survey was that excessive labour turnover could only be resolved by action at unit level. The object of the study outlined in this article was to re-examine the turnover process at this level and to analyse any changes or developments that had taken place in the intervening years. This was to be achieved by repeating the earlier investigations and comparing the findings with those of the original. Unfortunately it proved impossible to use all the original hotels and consequently a similar, rather than identical, sample of units had to be used. In reconstructing the sample, attention was focused on large units. This was because the original work had shown that even relatively low levels of turnover in large hotels lead to considerable economic loss. The results of this latest survey highlight some important changes that have taken place in the last five years and illustrate a new type of turnover. More specifically, several factors are identified which are of value to those unit managers interested in predicting and thereby exercising greater control over their labour turnover.