Human Resource Management in the Hotel Industry - Essay Example

The baby boomer turnover ratio varies from organization to organization from high to low; particularly in the hospitality industry the ratio is volatile and affects the overall costs for various companies. The high baby boomer turnover ratio can extensively increase the financial implications and performance of a company (O’Dell & Hubert, 2011). Unswerving expenses include staffing, selection, and preparation of new recruits. Much time and costs go to these processes. Circumlocutory expenses include such things as added workloads and overtime costs for coworkers, in addition, reduced efficiency associated with small employee self-esteem.

According to Levin (2008), there are various probable causes for high baby boomer turnover ratio. Area economic background, and employment market conditions shape general turnover tariffs and sometimes can be complex to manage. Nevertheless, certain causes related to baby boomer turnover ratio in whichever definite hospitality job or company can be managed. These may include such things as non-competitive payments, high nervous tension, poor working environment, repetitiveness, poor management, lack of communication between the employee and the job, inadequate preparation, and lack of effective communication practices in the company or organization.

For hotels human resource management to develop a retention plan, numerous steps ought to be taken into account. First, there is a need to asses the modern situations, and measure the baby boomers turnover ratio in their organization. The turnover ratio is always calculated by dividing the number of yearly terminations by the average quantity of workers in the workforce (Klug, 2009). An organization should also measure the expenses involved in the turnover ratio, develop withholding strategies, and arrange for expected turnover ratio volatility, in the dynamic workforce traditions.

Employers are obliged to be familiar with the quality of work and life because it is increasingly becoming more important to the employees (Richardson, 2011). Whereas the hospitality industry is not the one merely concerned in stemming the turnover ratio, the circumstances are not so grim in other fields. For instance, in the electronics industry (well known for the high turnover ratio) the degree of turnover is about 27 percent. In nursing, it is only about 40 percent. The baby boomer turnover ratio is generally average in all industries in the United States of America.

However, in the hospitality industry, it is generally high because of varied reasons, including the nature of its seasonal jobs and other economic factors (U.S Government, 2011). In conclusion, baby boomer turnover ratios occur when employees leave his or her company either voluntary or unintentional. Operationally, the turnover ratio is often, calculated, within the human resource department, or the hospitality company as a whole. Depending on the usual business reasons, the company’s location, peripheral forces local or international, and employees themselves.

These are some of the many reasons that affect the baby boomer turnover ratio, culture, and volatility.