Running Head: HOSPITALITY MANAGEMENT                        1
HOSPITALITY MANAGEMENT                                3
HOSPITALITY MANAGEMENT
LITERATURE REVIEW
TOPIC: EMPLOYEE TURNOVER IN INTERCONTINENTAL SYDNEY DOUBLE BAY AND WESTIN MELBOURNE
Table of Contents
Employee Turnover    3
Employee Motivation    3
Involvement of Employees    3
Employee Satisfaction    3
Impact of Employee Turnover on Employee Satisfaction    3
Impact of Employee Motivation on Employee Satisfaction    3
References    5
Employee Turnover
The number of employees who leave an organization in a certain period of time, generally a year, is referred to as employee turnover. While the number of employees who leave is typically counted, turnover can also relate to divisions within a company, such as certain divisions or demographic groups.
As mentioned by Al Mamun and Hasan (2017), Employees are the basis of every organization's growth, therefore employees must be continuously engaged and interested at all expenses if the company is to remain globally successful in terms of delivering high-quality items / products to society. Furthermore, the employees' investment returns would have been realise in the great scheme of things.
Job reformation encompasses task independence, organizational behavior, and role clarity, open book leadership, employee involvement. and science job evaluation. Management with the purpose of retaining employees should promote this. Managers should investigate staff turnover.
They provide the most effective means of narrowing the gap in order to retain employees and boost firm competitiveness in today's globalized market. Leaders need to recognize that their employees are the organization's most liquid assets, helping it to withstand globalization's storms. (Lee et al., 2017).
Employee Motivation
The psychological drive that causes complicated processes of goal-directed thoughts and behaviours is referred to as motivation. These mechanisms indicate the course, strength and durability of personal behaviour aiming at a given goal by combining internal psychological factors with exterior environmental/contextual pressures.
As explained by Lorincová, Štarchoň, Weberova, Hitka and Lipoldová (2019), work motivation is defined as “a set of energetic factors that arise within individuals, as well as in their surroundings, to launch work-related actions and to influence their shape, location, strength and duration” in the professional domain. Work motivation comes from an interaction of multiple characteristics and their environment, as previously stated (for example, cultural, societal and work organizational).
Furthermore, personality qualities, requirements and even work fit influence motivation, resulting in a variety of outcomes and attitudes including as satisfaction, organisational citizenship activities, engagement and more. Furthermore, under the self-determination theory, work motivation is frequently divided into two basic constructs: intrinsic and extrinsic motivation.
Intrinsic motivation, on the one hand, is an inner motivator. Employees work because they like the thrill, sense of success, joy and personal satisfaction they...