Think Twice Before You Make That Decision

By AL M ALSALEH and ALABBAS

With more than twenty years of experience, a Bachelor's, Master's, and doctorate in the hospitality industry, Dr. Alsaleh is ready to talk about one of the greatest challenges of the workplace: employee turnover. Why employees quit, why managers struggle, and what makes a good leader are all discussed in this research-heavy book. Find out what s

• Language: English
• Publisher: KUTUBI LLC
• Release date: Aug 26, 2020
• ISBN: 9781735630205

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Copyright © 2020 KUTUBI LLC 

All rights reserved. No part of this book may be reproduced or used in any manner without written permission of the copyright owner except for the use of quotations in a book review. For more information, address: [e-mail]. 

FIRST EDITION 

Edited by Susan Strecker 

eBook ISBN: 978-1-7356302-0-5 

Hardcover ISBN: 978-1-7356302-1-2

Dedication 

I would like to dedicate this book to my wonderful mother—a mentor and friend—for all the love, prayers, and guidance she has given me all my life, and to my late father, for his ever-present inspiration and role-modeling at an early age.  

To my brothers and sisters for their ongoing love and support, I thank you. I especially want to thank Suzan, my amazing sister, who had a massive influence on my life, my success, and my abundance. 

To my son, Najem: you are my greatest legacy. I’m proud to be your father and excited to see you growing into a great, godly man. 

Finally, to my beautiful fiancé, Nadia: thank you for all your love, constant encouragement and understanding. 

Through good times and bad, the kindness and extensive support I received from my family and friends has been ever-present in this important time of my life, for which I am eternally grateful. 

Table of Contents

Dedication 

Introduction 

Chapter One : Setting Yourself Up for Success 

For the Job Candidates 

For the Managers 

Innovation in Business 

You Get What You Pay For 

The Bigger Picture 

Management Style 

The Styles in Action  

Chapter Two : Employee Turnover 

Main Reasons for Employee Turnover in the Hospitality Industry  

Employee Turnover Related to Wages.  

Employee Turnover Related to Critical Events.  

Employee Turnover Related to Job Satisfaction.

Extrinsic Factors 

Overall Working Conditions 

Management Style and Motivation.

Favoritism, Unfair Practices, and Promotions.

Effect of Training on Working Conditions & Overall Job Satisfaction.  

Intrinsic Factors 

Work-Home Conflict.

Impact of Emotional Labor (EL) on Working Conditions.

Impact of Stress on Working Conditions.

Other Individual Factors Related to Employee Turnover.

Conclusion 

Chapter Three: The Interviews 

Instrumentation 

Process 

Restatement of Purpose 

Participant Characteristics 

Interview Process 

Reliability 

Data Collection and Analysis 

Interviews Related to the Hospitality Industry as a Career 

Interviews Related to Compensation and Wages.

Interviews Related to Work Environment. 

Interviews Related to Workload and Stress.  

Interviews Related to Management Style and Manager-Employee Relationships.

Interviews Related to Schedule Flexibilities.

Interviews Related to Motivational and Incentive Programs.

Interviews Related to Training Effectiveness.

Interviews Related to the Interview and Hiring Process.  

Interviews Related to Other Reasons for High Turnover Rates 

Impact of Employee Attitudes and Expectations About Working.  

Treatment of New Hires by Current Employees.

Corporate Downsizing: Job Loss or New/Loss of Management.

Negative Ramifications of Unpredictable Scheduling.

Staying Calm Under Pressure.  

Daily Logistics and Personal Lives.

Summary 

Compensation and Wages 

Work Environment 

Motivational and Incentive Programs 

Training Effectiveness 

The Interview and Hiring Process 

Chapter Four : Discussion, Conclusion, and Recommendations 

Problem Background 

Review of Employee Turnover Related to Wages 

Review of Employee Turnover Related to Critical Events 

Review of Employee Turnover Related to Job Satisfaction 

Mending Relationships With Your Employees 

Discussion and Conclusions 

Compensation and Wages 

Work Environment 

Workload Stress.  

Manager-Employee Relationships.  

Schedule Flexibility.  

Motivational and Incentive Programs 

Training Effectiveness 

The Interview and Hiring Process 

Implications for Practice in the Hospitality Industry 

Positive Effects of Turnover.

Negative Effects of Turnover.  

Recommendations for Reducing Turnover in the Hospitality Industry 

Wages and Compensation 

Work Environment 

Motivational and Incentive Programs 

Training 

The Interview and Hiring Process 

Recommendations for Future Research 

Summary 

Chapter Five : Employee Turnover During the COVID-19 Pandemic 

When the Pandemic Hit 

Hotel Market Responses 

Marriott.  

Hilton.

Wyndham Hotel Group.

Choice Hotel International.

InterContinental Hotels Group.

Innovative Improvements 

The New Normal 

Where Are We Right Now? 

Recovery for the Hospitality Industry in General.

Filling Vacancies and Social Distancing.  

One Step Back in Eco-Friendly Cleaning.

Personal Touch in a Virtual World.  

Over-tourism in Famous Landmarks.  

My Hotel 

Conclusion  

Bibliography 

About the Author 

Introduction 

Evelyn held her two weeks’ notice in her hands, thinking back to when she was hired just forty days ago. Last night, she’d talked to her husband, exasperated, as she responded to the text requesting her to come into the work last-minute to cover another employee. Her kids were asleep—they’d no doubt be confused when their mother was gone yet again. 

I was led to believe I would have a predictable schedule and just forty hours a week, she said to her husband. It’s just not worth it. 

She thought back to why she’d left her previous job—little room for promotions, no sense of value, and promised raises fell through the cracks. 

This hotel had promised higher pay, a work-life balance, and supportive management. Instead, she was greeted with a demanding manager who threatened termination at every turn. She would work one shift until 11 p.m. and then wake up at 5 a.m. to return for another. 

It was tough determining whether a manager would care for her or strain her until she burned out. She already had another interview set up for Saturday—she just hoped she wouldn’t be scheduled to work last-minute. She knew what to ask about, what red flags to be aware of, and what expectations to set right away. 

The next morning, when she handed in her letter of resignation, the manager sighed and threw the paper in an over-stuffed folder. Little did she know, the manager was also exhausted. He was jealous of Evelyn—she received time-and-a-half pay for shifts after her forty hours had been filled. 

The manager at the potential new hotel seemed much more energized. She gave Evelyn a firm handshake and a tour of the first floor. She greeted each employee by name, asking about their kids, and made sure each one had time to take a lunch break in the hour Evelyn was there. Evelyn asked the manager about how she could grow at the company. 

After ninety days, we increase your hourly wage by $1.50, and after a year, we offer a 10 percent increase, the manager replied. We want you for the long haul, so please let us know what concerns you have. 

Evelyn talked about her long shifts back to back, her frustration during training, and lack of comradery in her old jobs, trying to stay positive. She asked about the work culture, what work-life balance meant to the manager, and how she would describe her leadership style. 

It seemed too good to be true, she thought. This company knew exactly what she needed, and even offered to cross train her to prepare her for potential promotions, changing work roles, and professional development. For the first time in five years, Evelyn was excited to begin her job. 

The training process was difficult. Onboarding meant a substantial amount of time at the computer, completing online training courses and watching videos. She didn’t mind, because her coworkers were easily accessible and loved to answer her questions. They let her fiddle around on the computer to learn the system, had her shadow them while they completed tasks, and ate lunch with her during a slow hour. On Friday, one employee asked Evelyn if she wanted to come to happy hour that night. 

Where do you go? she asked. 

Applebee’s for a drink and appetizers, her coworker said. 

Evelyn felt like part of the team, and made sure it was okay with her husband that she goes with her coworkers. The employees miraculously didn’t talk about work at the restaurant. No one had complaints to get off their chests, or scheduling conflicts to iron out after their shifts ended. 

After ninety days, Evelyn was pleased to notice the hourly wage increase reflected on her paycheck. She tucked it into her purse and walked into the employee lounge for Fred’s birthday party. The managers each told the team what they appreciated about Fred, and the team gave Fred his Applebee’s gift card. As fun as the party was, Evelyn was excited to get home and pack for their family’s weekend getaway to the beach. It had been more than a year since the entire family was available for a weekend away. 

On the beach, reading a book, her husband smiled at her. I’m so happy you’re happy, he said. 

The story of Evelyn’s workplace haven should not be a far-fetched dream. Yet in the hospitality industry today, workers hop from job to job, unable to commit to a manager who seems as exhausted as they are, for a company constantly understaffed, with a schedule that remains unpredictable, underpaid, and monotonous. Many company workforces are not fully aware of the role leadership styles play in welcoming employees, nor the importance of adequate pay. 

Hotel human resource departments frequently suffer heartburn from the stress of a 73.8 percent turnover rate for employment in their industry (Bureau of Labor Statistics, 2016). It is an incredibly frustrating occurrence that costs money, disrupts workflow, takes time, and increases stress. Businesses need to evaluate the steps they are taking to support and retain their associates. This allows them to promote good physical, financial, and career health. What are companies doing to make associates feel they are finding opportunities, community, and purpose? Are companies doing enough to support their associates? 

If businesses want good employees to join and stay within their organizations, they need to make sure that their employees feel respect and kindness—not just a business transaction. 

Employees need to keep putting efforts to progress in their careers. 

Employees need to ask themselves: are they job hoppers? Are they doing extra to make themselves more valuable to their company? 

This book defines the leadership styles that make or break teamwork, the common reasons for employees resigning, how COVID-19 has impacted the industry, and the responsibilities of businesses and employees to create a functional workspace. This book is the industry’s how-to guide to retaining employees who love their jobs and who reach the ninety- day milestone. So, before you make that decision—to either hire or join the business workforce—consider what values you uphold and what you expect from the other! 

Chapter One 

Setting Yourself Up for Success

You can identify job hoppers by the dates on their résumés. These are the candidates who seem to come up with reason after reason to leave a job— sometimes for a new one, sometimes for minor inconveniences, perhaps due to unreliable transportation or childcare—there’s always an excuse. 

These candidates make up a large portion of high employee voluntary turnover. There are strategies to prevent job hopping and retain employees, though. 

For the Job Candidates 

While it may be tempting to abandon your post for a job with slightly higher pay, slightly more flexible scheduling, etc., you give yourself a reputation. Thinking long-term, you have to consider what kind of career you are building. 

If a job requires a lot of training, many companies will not consider employees with short spans of work history at each previous place of employment. Hiring you is ultimately an investment, and you may not offer a good return if you are a flight risk. 

Employees, ask yourself: what extra steps can I take to make myself more valuable to the company I work for (or would like to work for)? What should I be learning? What relationships am I building? If these are not priorities in your job search, you are likely a job hopper who will face obstacles in the future. 

Relationships are an indispensable part of your career path; if you do not work somewhere long enough to develop them, you will continue working jobs, not pursuing a career. 

For the Managers 

Managers also need to evaluate their management styles to ensure they are acceptable in such a changing world. Here are some questions to ask your management team: 

Do they micromanage their associates? 

Do they manage the lower tier of their workforce through direct communication or by proxy? 

Do they know the name of the room attendant who just passed by them in the hotel lobby? 

Is the employment turnover rate in their establishment or department high? 

Are they losing hard-working associates? 

Are they, themselves, satisfied with their current jobs? 

What kind of leadership style do they adopt? 

Having the right answers for these questions is crucial to the health and well-being of any organization. Best management practices will also be discussed in this book, including the steps that business owners and managers need to take to set their businesses and associates up for success. 

This book will also dive deeply into the main reasons for the high turnover in the hospitality industry in Chapter Two and suggest solutions. 

Innovation in Business 

Setting a business up for success starts from the top. Whether it is a hotel, a hospital, a large business, or even a small mom-and-pop shop, a road map and a plan must be put in place, including a mission, goals, and strategies to achieve these goals. 

The way business is being conducted nowadays has changed, and it is going to continue evolving indefinitely. We have been witnessing rapid changes in business models and strategies within the market as a whole and in the hospitality industry in particular. Creative innovations in management are the future of this industry. 

The way hotels are conducting business continues to adapt, and this is just the beginning. Large chains—such as Marriott, Hilton, and IHG—continue investing in research to seek newer technologies that can largely enhance guest experiences from the moment they make the reservation, throughout the guest stay cycle, until they check out. The purpose of these new technologies is to ease guest travel and to make it effortless, so guests can have more time to enjoy their stay. 

Today’s travelers have a purpose in mind. They want to make the most of their stay, whether that’s an important business trip or a long- awaited family vacation. They want travel to be easy and intuitive so their travel stories aren’t about a delayed flight, a long wait in line at check-in, or an uninspired room service menu. They want to remember their experiences, and the easier travel is, the more they can experience. Nowadays, hotels are aligning themselves to deliver what is most important to their target guest: the effortless travel. Hotels give guests smart solutions and pleasant experiences that free up valuable time, so they can experience more and make the most of their stay. In today’s market, hotels must deliver easy travel to their guests so they can have a memorable experience with every stay. 

Hotels use different methodologies and tools to qualify job candidates to make sure they hire associates that are both capable and willing to handle the business and to contribute to its success. Some of the tools used are the behavior assessments, skill assessments, and in some higher positions, psychological assessments. Assessment results and scores can play a major part of the hiring decision and such results are computed digitally based on a pre-set formula. Companies invest millions of dollars in their businesses, and they want to make sure they are run by the right people. 

Innovations in the screening process also include the interviewing stage. Candidates don’t have to be present in the hotel lobby to conduct the interview; virtual interviewing has immensely improved the odds of finding the right candidate. Interviews can be conducted via Skype, Zoom, or video conferencing. This helps many qualified candidates who live in different states or cities to interview and receive an offer letter prior to relocating to the city in which the job is located. 

You Get What You Pay For 

A common sin that investors and hotel owners are committing today is hiring candidates or companies to run their business based on the salaries or fees they accept. The ideology you get what you pay for certainly applies here. Lower rates don’t always save money; in fact, it can be costly. In many cases, only people or companies with less experience and fewer skills will accept lower rates or salaries. 

One wrong decision they make during their employment could cost the company a fortune, especially if they are holding higher-level positions Even those with the proper qualifications may not be motivated to work hard when they’re not paid well. 

I’m not suggesting that managers and companies who accept lower salaries or fees are always risky, but they are riskier. Reputable companies with a proven record of success have consistently asked for higher rates and salaries when hired to run a business. You have to spend money to make money as they say. Companies should prioritize skillful managers to ensure a high return on investment. 

The Bigger Picture 

During a business lunch with my colleagues, I was listening to complaints that some of my fellow general managers (GMs) shared. They weren’t too happy with the high franchise and loyalty fees that Marriott Corporation was charging their hotels. They just looked at the commission per occupied room, never discussing or appreciating the massive number of guests that Marriott brings to their hotels every day. 

I gave the hotel I manage as an example to offer some relief. My hotel is located in a hidden area, and it is very hard to attract guests without affiliating with a strong brand. Marriott’s flag kept our hotel competitive with a minimum of 88 percent occupancy year round. The hotel next