RRL and TF
RRL and TF
RRL and TF
CHAPTER II
The literature review is an evaluation of a body of research that addresses the research
question (Rowe, 2014). A literature review also serves in providing a new understand for
researchers and scholars on how a study corresponds to existing research, while adding
significant contributions to the existing literature (Shepard, 2013). My intent was to review
the literature encompassing factors that may relate to employee turnover rates in the
hospitality industry. The review of the academic and professional literature includes a
discussion of theories, the factors that affect the turnover rate, and perceived strategies and
policies that leaders can implement to help reduce the high turnover rate in the hospitality
industry. Literature reviews are helpful in (a) adding support to the topic, (b) identifying the
literature that contributed to the research, (c) building understanding of the conceptual
framework and literature, (d) establishing a bibliography of sources, and (e) analyzing results
(Rowe, 2014). The literature search involved identifying studies potentially relevant to the
motivation, job satisfaction, and work environment affect the turnover rate of hospitality
employees.
This section contains literature and studies on the capacity and employee retention.
These materials were gathered from online sources and other unpublished materials that
provided the researchers with an exhaustive review of the topic and the essential background
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Related literature
Local literature
At the beginning of 2020, COVID-19, a novel coronavirus had vigorously spread around the
world and was declared as ‘Pandemic’ on March 11th 2020 by World Health Organization (WHO).
The virus first emerged in China and is now considered as one of the major global health threats
(Wang et al., 2020). By 30th January, 2020, the virus had spread to 147 countries, killed more than
7800, and affected hundreds of thousands of people in a short time (Gostin, et al., 2020). The virus
has mortality rate of 1-2% with other genetic variants of the virus leading to 4-6% mortality in areas
like New York, Spain and Northern Italy (Szabo, 2020). The deadly virus has strongly influenced the
people by increasing fear, frustration, stress and anxiety. It is documented that pandemics have huge
impact, for example, the Avian and pandemic Influenza in 2004, impacted the United States,
Australia and the world with its disastrous impact (Taylor, et al., 2008). This Covid-19 pandemic has
Past studies suggest that crisis affect individual work and psychological wellbeing to a large extent
(Wright & Hobfull, 2004; Griffin & Clarke, 2011; Bakker & Demerouti, 2018;). Crisis can be defined
as an emotionally stressful and disturbing event in person’s life (Ünal-Karagüven, 2009). The
outbreak of COVID-19 in the current time has led to a crisis situation and made a major switch in the
regular working conditions worldwide correlated with high public uncertainty (Kanupriya, 2020). In
addition to the stress associated with Covid-19 disease, media speculation have caused this
psychological disturbance more severe. The current situation with lockdown and work from home
(WFH) has become stressful for many of us. Past studies have found that high work load with
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unrealistic deadlines, work-family imbalance and job insecurity are the main stressors for employees
Stress is known to have a negative influence on employees performance, productivity and overall
satisfaction. Stress may make people more susceptible to the vulnerable COVID-19 virus infection
(Anderson, 2020). This needs to be tackled as an urgent occupational health issue. Stress is a complex
problem and misunderstood by many people (Defrank & Ivancevich 1998). The term ‘stress’ has
generally a negative connotation in the form of threat and lack of resources. It was first identified by
Hans Selye as having both negative (distress) and positive (eustress) aspect to it (Selye, 1976). He
described stress as “the non- specific response of the body to any demand made upon it” (p. 137).
However, prolonged stress has been associated with many reasons of death like, heart attack, cancer
suicide etc. (Schneiderman et al., 2005; Jha et al., 2019). One of the popular theory called stress
appraisal theory (Lazarus & Folkman, 1984) suggested that our behavior and emotions arise from our
appraisal of events. In the case of stress, the situation (the stressor) is not the only factor that
determines our response, our cognitive appraisal to the stressor plays an unconscious role in our
emotional response. The prolonged stress generally results in lower performance levels, change in
attitude and work withdrawals which often leads to faulty decisions and bad work relationships
(Hallowell, 2005). Moreover, the prolonged stress can even cause many psychosomatic diseases
Nonetheless, any kind of stress needs to be handled carefully and by the individual and their
organizations by providing proper and appropriate support (Michie, 2002). Many stress management
intervention like counselling can be helpful in reducing the stress and increasing the occupational
health of employees (Richardson, & Rothstein, 2008). Another technique found effective in various
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experiments and research finding is ‘mindfulness’ (Chiesa & Serretti, 2009). Mindfulness is a state of
mind and a mental training that allows the person to be highly aware about the present without getting
emotionally involved and reacting. It can be achieved through meditation which leads to awareness
and acceptance. Almost three decades of research on stress has been focused on avoidance,
prevention and how to reduce the frequency of stressful events (Folkman & Lazarus, 1984;
Somerfield & mccrae, 2000) however, the focus is now shifting on the influence of mindset on
handling stress (Jamieson et al., 2018). A recent study explored the way we can use our mindset to
understand and modify our general understanding of stress. The negativity associated with stress may
lead people to avoid or ignore it in the fear of not facing it. The mindset of dealing with stress can be
altered by reappraising it in a positive way called stress optimisation (Crum et al., 2020).
The underpinning theory used in the present study is Conservation of resource theory (COR) given by
Hobfoll (1989). The theory explains that people feel stressed when their existing valuable resources
are under threat and the new additional resources seem to be unreachable. It could help in
understanding how the stressful event like COVID-19 pandemic influences employees and their work
and family. Under COR, all work-related conditions like objects, conditions, personal characteristics
are called resources. Moreover, the theory categorises 74 resources into different categories, for
example, primary resources (like food, shelter or clothing), secondary resources (like social support,
belongingness the group, hope and optimism) and tertiary resources (like social status and luxurious
life style) (Hobfoll & Wells, 1998). For the present study, the resource list consisted of resources like
social support, time, hope and optimism as these resources are threatened by the current crisis leading
to stress.
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The Conservation of resource theory has received a wide acceptance across countries (Zamani, et al.,
2006; Halbesleben et al., 2014; Hobfol et al., 2016; Lin et al., 2019). Studies have tested the COR
theory and found that providing resources like training to enhance the skills of employees (in the form
of resource gain) actually result in lower stress and heightened self-efficacy (Chen et al., 2009). The
COR theory has been applied to promote the public health by proposing a framework to prevent
resource loss and maintain the gain by engaging in healthy behavior (Hobfoll & Schumm, 2009;
diclemente, et al., 2009). Similarly, Brummelhuis & Bakker (2012) applied the COR theory to
examine the work-home conflict of resources and found that personal resources like time and energy
Foreign literature
In recent years, the global travel and tourism market has been expanding rapidly. The
worldwide number of arrivals of foreign visitors rose from about 541 million in 1995 to 1161
million in 2014[1]. The ever-greater figures raise immense challenges for disease
preparedness and prevention for the entire global community. The rising uncertainty of
regular international travel opens the door for local infectious disease outbreaks to become
global pandemics. The wellbeing and well-being of travelers needs adequate consultation and
treatment in their own right, although it is necessary to discuss the public health aspects of
their illness in the case of infectious diseases of significant public health significance, since
patients are also disease carriers who facilitate the transmission of infectious diseases on a
potentially global scale. The International Health Regulations (IHR) (2005) represent one of
the World Health Organization's only legally binding instruments (WHO). The aim and
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scope of the IHR (2005) are to "prevent, protect, control and provide public health responses
to the international spread of disease in ways that are commensurate with and restricted to
public health risks and prevent unnecessary interference with international trafficking and
trade"[2]. The air travel industry's role in monitoring and thereby containing the future
travel medicine studies and current recommendations for international health authorities. The
WHO Guideline on International Travel and Health, for example, highlights the role of
airlines and shipping companies in limiting the spread of infectious diseases across borders,
along with that of tour operators and travel agents [3]. In the same way, the recommendations
of the Centres for Disease Control and Prevention (CDC) concentrate on the airline and
cruise industries [4]. The position of the other main tourism industry, the hotel market, has
been less well defined and debated. This case study would use the example of the
Metropole Hotel in Hong Kong. The quarantine mandated by the Metropark Hotel during
swine flu 2009 in Hong Kong and the impact of the government. SARS was caused by the
respiratory droplets being the major mode of transmission [5, 6]. It had a simple reproductive
number of roughly 3 and the distribution was primarily to people in health care and
household settings who had close contact. In November 2002, the first cases were identified
in China's Guangdong province, and a variety of natural reservoirs were identified, including
civet cats and bats. The time of incubation varied from 3 to 10 days [7]. With deaths
stemming from pneumonia and associated respiratory failure, the average case fatality ratio
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was 9.6 percent nationally. At that time, the travel industry contributed to the pace of the
spread of this unknown disease, particularly within the Metropole Hotel as it was the first
place to spread the virus globally [8]. In 26 nations, SARS subsequently caused 774 deaths,
with the disease spreading to five continents [7]. This case shows beautifully how a local
screening and full disinfection processes would be observed. Guests will be asked to fill out
health and travel declaration forms for transparency and contact monitoring until they are
able to sign in. Face masks and other PPE would be widely available for guest use as well.
Before and during use, hotel-owned vehicles used by visitors, including shuttles and
limousines, may also be disinfected. Cleaning of hotel linens will be carried out using special
soap and detergent by highly qualified workers. If visitors choose to get their washing done,
clothes are kept in separate packaging to discourage any infection, while fitness and
wellbeing areas such as swimming pools, hot baths, saunas and steam rooms are temporarily
closed.
Local Studies
turnover employed in the hotel industry (2011) (Davidson & Wang; Mohsin, Lengler &
Kumar, 2011)
expenses of hotels and many potential workers will not see the best option to work in hotels.
High costs of staff turnover that could the strategic burden of hampering operational success
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(resulting from the substitution phase of Human Capital Employees), inconsistent quality of
operation (the efficiency of Various workers can vary), and the resulting loss of Loyalty to
clients (Kuria, Alice & Wanderi, 2012; Yam & Raybould, 2011; Mohanty & Mohanty,
2014 ; Wan & Fu, Yang, 2012). The possible cause of high employee turnover in hotels was
stated by some researchers to include long working hours, perceived unequal pay, minimal
subordinates (AlBattat, Som & Halalat, 2014; Davidson & Wang, 2011; Kuria et al., 2012;
Mohanty & Mohanty, 2014). A healthy workforce has been a major strategic advantage in
today's volatile workplace. These dollars come from the 'bottom line' straight off the'
(Reichheld, 2001; Dibble, 1999;Herman, 1999). Organizations do not have consistent close
problems make it hard for a company to succeed in the marketplace. Arguably, a healthy
population of skilled, committed staff is the most important and unpredictable commodity.
Longevity gives a strong benefit to a company; deep expertise gives power to the
organisation. Also for an efficient succession planning process, the loss of a qualified
Organizations are required to recruit workers with less competence because of a competitive
job market and competition for good people. If this situation repeats itself sufficiently, the
organization's workforce's general skill and capacity will steadily decline, along with the
ability to fulfill consumer demands (Ambrose, 1996). Dissatisfied clients leave, and carry
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Foreign Studies
discourage important employees from quitting their jobs. It includes taking steps to enable
workers to work for the longest amount of time in the company. Similar to Zineldin (2000),
with a specific firm. Some workforce retention policies are targeted at meeting workers'
diverse desires in order to increase their workplace satisfaction and reduce the considerable
costs of recruiting and educating new employees. For an employer, recruiting experienced
people for the position is necessary. Yet retention is far more important than recruiting. It has
been a key challenge for many organisations today to attract top talent. Managers need to
make a lot of effort to ensure that the attrition of the workforce is still minimal, when they
develop increasing knowledge of which, Meaghan and Nick (2002), employees are vital to
the company because they are not readily repeated by their beliefs to the organization. As far
as business participation is concerned, it has been seen as one of the most relevant markers of
attrition and desire to leave. Employees who were more loyal to their organisations were
found to have less intention of leaving than those who were not. Clarke (2001) has stated that
whether he or she has a successful relationship with the people he or she works around;
workers will stay with their company. However, one of the sources of workforce discontent
that leads to attrition is the lack of opportunity to learn and self-development in the
workplace. Managers today have to take care of the personal emotions of their workers about
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the levels of employment and satisfaction from their working environments, supervisors and
colleagues, as these are the keys to maintaining employee retention. It is recommended that
organisations have resources for team bonding, where conversation and debate can be carried
out not only within but beyond their working hours (Johns et al 2001).
Retention of workers is a big market issue (Gruman & Saks, 2011). Managers may
variables that influence the plans of an individual to leave an organisation (Das, 2012). The
goal of this qualitative multiple case study was to analyze the techniques that hospitality
managers need to increase the retention of employees. Waight and Madera (2011) related
retention of workers to workplace satisfaction and the work climate, such as improved
increase competitiveness and social responsibility, as well as boost the morale, work
Theoretical framework
the first to research worker efficiency and how best to improve it. By proposing that
workplace activities be broken down into a series of smaller steps, Taylor encouraged
a job that best suited their skill, properly train them and supervise them to ensure that they
worked effectively. Taylor, however, forgot the humanity of the individual in finding the best
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The effects of the current SARS COVID-19 would be more pronounced and longer-
lasting, especially in the absence of an immediate infectious disease vaccine also for popular
masses. While some countries have tried to follow the path of herd immunity (such as
Stockholm), a group of scientists have challenged this approach in the absence of evidence to
support such radical action. For the tourism and hospitality industry, this is important
because of the perpetuity demonstrated by the outbreak. The implications will linger for a
longer term and for challenging times ahead, industries that depend on public contacts such
as tourism and hospitality need to embrace. It will be necessary for governments and
marketing firms to perform research to evaluate the impact of the current disaster on the
destinations, to the activities carried out during their stay in those destinations, and to the
facilities generated and the services given to meet their needs. Three symbols are known as
International tourism has shown continuous growth for the tenth consecutive year,
according to the World Tourism Organization (2020), reporting 1.5 million international
tourists arriving in 2019 and an estimated 1.8 billion international tourist arrivals by 2030,
people are forecast to announce the covid-19 or corona outbreak from Hubei Province,
Wuhan City in Hubei, China. The major destruction of the global economy from the
transmission of the virus, especially to the food retail sector, consumer goods, the provision
of healthcare and the possible reduction of travel and tourism, as the key drivers of most of
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the world's countries, is observable and serious than many anticipate well-being of all human
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