1)Background of the restaurant outlets. Followed by weekly

1)Background of the restaurant outlets. Followed by weekly

1)Background of issues at Park Hyatt Resort, Goa.

1. 1)Situation Analysis Park Hyatt Resort & Spa, Goa, India is a five star leisure hotel which attracts clients from all over the world. This hotel has many departments, but the crucial ones are food & beverage service (waiting), food & beverage production (kitchen), housekeeping (cleaning & maintenance) and front office (receptionist).From which there is a lot of staff movement particularly in the service department of the hotel, every two to three month there are staff leaving the hotel and at the same time there are recruitments taking place to fill in the gaps of the people who have already left the hotel with certain basic training provided by the hotel in the first few months. 1. 2)Problem AnalysisStaff turnover is a the most common issue in the hotel industry, in which there are two types of people, the ones who pass out of the hospitality management institutes and the others who have no experience in the hotel industry, but have managed to do some kind sought of short term courses to learn the basics.

From which the ones passed out of the hospitality institutes tend to leave the hotel sooner than the ones who have no experience in the hotel industry and want to learn more from the training provided by the hotel, gain few years of experience and move on to another hotel in a few year time(The Economic Times, 2006).At Park Hyatt Resort & Spa, Goa, there is a high rate of staff turnover and it has become a continuing issue for the past few years since the company started the business. There are five restaurants & two lounging & bar areas in the hotel which serve different cuisines, such as Indian, Goan, Italian, Cafe and Grill & Seafood.

The service staffs are provided with all the knowledge and training so that they can serve the food and answer the clients with appropriate information of each dish served in each of the respective restaurants in the hotel.An employee once recruited goes under a month’s training in the hotel learning centre before joining any of the restaurant outlets. Followed by weekly trainings in the restaurant, one of which is when the restaurant menu is revised. When these employees leave the hotel the human resources staff should recruit people and follow the training process again with the new staff. This is a very huge lose of resource and investment for the organization as a whole to train the new staff to get them to the same levels of the previous staff, so that understand the service standards of the hotel.This issue is also important in terms of academic point of view, as it will give an insight of knowledge regarding a particular issues faced by a particular department of the hotel industry.

This piece of research will help in adding more value to the overall knowledge of the particular aspects of staff turnover in the hotel industry. 2)Research Objectives This paper will examine the underlying reasons behind the staff turnover at Park Hyatt Resort & Spa, Goa, India, specifically in the food & beverage service department.The research carried out is an in-depth investigation on non-financial rewards and how people managementwill be utilizedto carry out non-financial strategy which would directly influence staff of the service department at the hotel to stay within the hotel or the other brands of Hyatt hotels in India and abroad. 2.

1) Summarized Objectives ?Evaluate the relationship of people management using non-financial rewards to retain staff ? Introduce people management strategy ?Reduce staff turnover ?Job satisfaction ?Turnover intentions ?Improve quality of staff and reduce the turnover rate Improve staff motivation 3)Literature Review Each individual before joining the organization have different goals set and needs to be fulfilled. People work for the organization as far as certain needs are met and the plan on staying with the company as far as they satisfy the needs with respect to the efforts put in by the employees(Amos, Ristow, Ristow, & N, 2008). Key factors for the reason behind people leaving the organization will be an evaluated, such as(Amos, Ristow, Ristow, & N, 2008): •Salary •Working conditions •Quality of supervision •Opportunities for promotion •Relationship with peersAnother key aspect that attracts the people to the organization is also equally important, such as: •Periodic promotions •Perks •Work life balance •Financial and non-financial rewards Using the model of the process of employee turnover will help in understanding the root causes of the staff turnover. This will actually give the insights to the topic and will evaluate the best practices that could be used to manage people as per their expectations from the organization(Bannister & Grifeth, 1986). This model illustrates the important view points as to why employee thinks for looking for a new job or why they want to quit the job.

In order to discuss the needs of the employee in an organization it will be very important to examine Maslow’s hierarchy of needs theory, it will help in evaluating the each aspect of the employee needs since ever since they started working for the organization. This theory will also access the degree of motivation required by an individual employee so that his /her needs are satisfied(Pang, 2003). This would be the first step in understanding the staff turnover in organizations and how they issues can be tackled. People management theory is also an important finding which will have some of he important factors that can be evaluated very closely, such as: ? Recruitment & Selection of employees ?Acquiring people management activities ?Industrial Relationships ?Legislation ?Flexibility & Diversity(Foot & Hook, 2008) The prime focus of this research is on non – financial rewards, these will help the employee to focus on goal on a long term basis rather than a short term career pathway, these rewards act as a motivator and few of these rewards are: •Recognition •Responsibility •Influence •Personal growth(Armstrong, 2004)

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