旅店员工流失影响Word下载.docx

旅店员工流失影响Word下载.docx

《旅店员工流失影响Word下载.docx》由会员分享，可在线阅读，更多相关《旅店员工流失影响Word下载.docx（8页珍藏版）》请在冰点文库上搜索。

TimothyHinkin 

| 

CornellHotel&

RestaurantAdministrationQuarterly 

- 

August-Sept,2001

Weknowthatemployeeturnovercostsmoney.我们都知道员工流失很花钱的。

Here'

sonewaytoestimatethatcost.

这里有一种方式可以估计他的花销。

Manyhospitalitymanagersareconvincedthatexcessiveturnoverisacostlyphenomenon,butitisdifficulttodevelopspecificturnover-costnumbers.很多服务经理深信大量员工流失是一个花钱的事，但是很难给出一个具体的开支数字。

Thatisnottosaythatresearchershavenotattemptedtonaildownthecostofturnover,butthefactremainsthatspecificcostfigurescanbeelusive.那并不是说调查员们没有努力去敲定一个员工流失的开支，而是实际上留下的开支是无法预计的。

（1）Becauseturnovercostsarehardtocalculate,一是因为员工流失开销很难估计，itisequallydifficulttoassessthebottom-linefinancialvalueofturnover-reductionprograms.对于降低员工流失措施的财政预算，同样也很难估计。

Thematterofdeterminingacostofturnover（or,moretothepoint,thevalueofpreventingturnover）isalsocomplicatedbytheindustry'

sambivalencetowardthematter.企业对于人才流失的决定事宜（或者，更确切地说是阻止人才流失的所带来价值）犹豫不决，也使得事情变得更为复杂了。

Despitethedisruptionandcostofturnover,manymanagersstillviewemployeesasreplaceablecommodities-especiallyhourlyemployees.尽管员工流失会带来大量的开支和人员的分裂，很多经理还是把员工看成是可以替代的，特别是小时工。

The"

warmbody"

syndromeofhiringunselectivelytofillapositionremainsinplace,eventhoughtheresultsofthispracticecanhavedevastatingeffectsonbothinternalandexternalcustomers.毫无选择性地去雇佣一些精英填补空缺的这种病状还是存在的，即使这样做的后果会对国内和国外的客户产生不可挽回的影响。

Wehaveseentheindustrymakestridesinthisareainrecentyears,especiallygivenlowunemploymentandincreasedcompetitionforqualityemployees.我们也见过这个地方有一个工厂发展很快，员工流失少，竞争力很强。

Somehospitalityorganizationshavebeguntofocusonretainingtheiremployees.一些服务组织已经开始关注如何挽留员工了。

CompaniessuchasARAMARK,Morton'

sofChicago,andSouthwestAirlines,tonamejustthree,havedevelopedspecificprogramstoemphasizetheimportanceofemployeeretentionanddevelopment.一些公司已经制定了一些特别的项目来强调留住员工的重要性。

Thisarticleprovidesatooltohelpmanagersobjectivelyestimatethecostofturnover,sothattheycanmeasurethedollarbenefitsofemployee-retentionprogramsandcomparethosebenefitstotheprogramcosts.这篇文章提出了一个帮助经理们客观估计员工流失开支的解决办法，以便他们能衡量为了留住员工给出的津贴费以及这个项目的开支的利弊关系。

Researchershavebuiltacaseforthebenefitstobegainedfromemployeeretention.InarecentarticleHuselidexaminedasampleof968firmsfromawiderangeofindustriesandfoundastronglinkbetweenadecreaseinemployeeturnoverandanincreaseinsales,marketvalue,andprofitability.

（2）Similarly,Heskett,Sasser,andSchlesingerintheirworkontheservice-profitchaindemonstratedrelationshipsbetweenemployeeretentionandincreasedproductivityinawiderangeofindustries.（3）Examining76hotels,SimonsandMcLeanParksfoundthatemployeeturnoverwasacleardriverofhotelprofitability.（4）

TurnovercostsI.HinkinandTraceyidentifiedandexaminedmanyofthehiddencostsassociatedwithemployeeturnoverathotels.（5）Inthatwork,theauthorsinterviewedover40employeesandhuman-resourcesprofessionalsconnectedwithtwohotelcompaniesandusedtheinformationtodevelopacomputerprogramtocalculatethecostsassociatedwithavoluntarydepartureofasingleemployeeinavarietyofpositions.Thatmodelconsideredtheseparationcosts;

thecostsofrecruiting,selection,hiring;

andlostproductivity.Asanexample,thefoundthatforfront-deskassociatesthecostofindividualturnoverwasapproximately30percentoftheannualsalary.Forafrontdeskwith30employees,anhourlywageof$12.00,and50percentturnover,thetotalannualcostofturnoverforthatpositionwouldexceed$150,000.Basedonthisinformation,theyproposedthatincreasesinemployeewages（toencourageretention）mayironicallyreducepayrollcostsatmosthotels.

TurnovercostsII.Let'

slookattwoprimaryconcernsregardingtheresultslaidoutintheHinkinandTraceyarticle.First,manyofthecostsassociatedwithemployeeturnoveraredrawnfromthefixed-costpoolofsalaried-employeetime.Forexample,thehuman-resourcesmanagerwhospendsseveralhourseachdayinterviewingprospectiveemployeesissalariedandwouldbeonthepremisesanyway.Second,thoughtheoriginalworkdrewonmanyinformantsandsohasreasonablevalidity,manyofthespecifiedcostsderivefromproductivitylossesthataredifficulttoestimatereliably.Onecannotsay,forexample,thatanewemployeewillbeexactly50percentasproductiveastheemployeeheorshereplaces,andonecannotknowpreciselyhowlongitwilltaketogettoaprescribedlevelofcompetence.Whilethemodelprovidesvaluableinformation,HinkinandTracey'

sresearchfocusesonhiddencostsanddoesnotdirectlyexaminetherelationshipbetweenemployeeturnoverandoverallhotelprofitability.

Weseektofillthatgapbyofferinginthisarticleacomplementaryapproachtoestimatingturnovercosts.Weexamineoperationalandfinancialrecordsacrossalargesampleofhotels.Thecurrentworkexaminesactualfinancialperformanceandemployee-turnoverinformationat98hotelsduringthefirsthalfof1999.Wealsoexaminethepossibledifferencesinturnovereffectsfordifferentpricetiersofhotelsandtherelationshipbetweenhotelsizeandturnover.

ADifferentEstimate

Wedrewdatafrom105hotelsthroughouttheUnitedStatesaspartofalargerstudy.Thehotelsrangedfrom72to652rooms,employedbetween14and505employees,andrangedinADRfrom$46.73to$165.53.Wesecuredfinancialperformanceinformationaboutallbutoneofthehotels,andsixofthehotelsexperiencedincreasesordecreasesintotalpersonnelcountsgreaterthan50percentduringtheperiodstudied.Weexcludedthosesevenpropertiesfromfurtheranalysis,andanalyzedfullinformationon98hotels.Foreachhotelwecollectedthefollowinginformation:

thenumberofrooms,thenumberofemployees,theemployee-turnoverrate（combinedvoluntaryandinvoluntary）,grossoperatingprofits（GOP）,andADRfortheperiodbetweenJanuary1andJune30,1999.

WeanalyzedthedatausingacorrelationmatrixandcontinuousmoderatedlinearregressiontechniquesasdescribedbyAikenandWest.（6）Thiscombinationofapproachesallowsforexaminationofbothsimple,directeffects-inthiscase,therelationshipbetweenturnoverrateandGOP-andoftheextenttowhichtheexpenseofturnovervarieswithahotel'

spricepoint.

TurnoverDrivesOutProfits

Thecorrelationmatrix（Exhibit1）revealsinterestingrelationships.Itisclear,forexample,thatemployeeturnoverisstronglyassociatedwithdecreasedhotelprofits（r=-.46,p<

.01）.Notealsothatemployeeturnoverissubstantiallyloweratlargeproperties（r=-.36,p<

.01）andatpropertieswithhighroomrates（r=-.48,p<

.01）.Thosecorrelationscanbeillustratedbycomparingtheextremesinthesample.Hotelswithfewerthan150rooms（n=15）,forexample,hadaveragesix-monthemployeeturnoverofroughly63percent.Hotelswith350ormorerooms（n=24）hadaveragesix-monthemployeeturnoverofroughly37percent.Lookingattheroom-rateextremes,hotelswithanADRbelow$60（n=15）hadanaveragesix-monthemployeeturnoverofroughly59percent.HotelswithanADRabove$100（n=14）hadanaveragesix-monthemployeeturnoverofroughly27percent.

Contingencymodel.Moderatedregressionisaformofanalysisthatexploreswhethertheimpactofapredictor（inthiscase,employeeturnover）onanoutcome（inthiscase,GOP）dependsonacontingency（inthiscase,ADR）.Thatis,isemployeeturnovermorecostlyatluxuryhotelsthanateconomyhotels?

Examiningthiscontingencywillallowforamorepreciseestimateofthecostofturnoveratagivenhotel.ThefirststepintheanalysisistoadjustGOPtoaccountfortheeffectsofhotelsizeandADR.LargehotelsgenerallyhavearelativelyhighGOP,forinstance,andweshowthatlargehotelsalsotendtohaveloweremployeeturnoverascomparedtosmallerproperties.

Itwouldbeamistake,however,toattributealargehotel'

shighGOPstrictlytoloweremployeeturnover,giventhatlargehotelssimplyhavemoreroomstosellthandosmallerones.Tocorrectthisproblem,weusedstatisticstoholdconstanttheeffectsofahotel'

ssizeandADR.Essentially,weallowADRandhotelsizetoexplainasmuchofGOPastheycan,andthenleaveemployeeturnovertoexplainwhateverchangesremaininGOP.

TheanalysisinExhibit2showstheeffectofturnoveratthesample'

saverageADR,anditalsoshowsthatturnoverismorecostlyathigh-pricehotelsthanatmoderate-tierproperties.ThispointismadebythehighlysignificantinteractiontermthatlooksattheproductofemployeeturnoverandADR.ForeachdollarincreaseinADR,eachpercentagepointofemployeeturnovercostsanadditional$525inannualGOP.Thus,whileatypicalhotelinthesample（withanADRof$77）mightfaceacostof$7,550GOPperpercentagepointofemployeeturnover（representedbytheb-statisticinExhibit2）,ahotelwithanADRof$125canbeestimatedtofaceacostoverfourtimesthatamount[$7,550+（$525x48）=$32,750annualGOP]foreachpercentagepointofturnover.Conversely,theresultssuggestthatapropertywithanADRof$65wouldfacearelativelysmallannualcostforeachpointofturnover[$7,550-（$525x12）=$1,250].

CostsandBenefits

Aswesaid,manylargehospitalitycompaniesaremakingconcertedeffortstocontrolemployeeturnover.Companiesmayenhancepay,benefits,orincentivesystems.Theymayundertaketotrainmanagersinhowbettertorespondtotheneedsexpressedbylineemployees.Companiesmaysystematicallysurveyemploye