How hotels suffer from and deal with the economic effects of tourism seasonality: A case study of Aksum, Ethiopia

Chiriko, Amare Yaekob

doi:10.1080/22243534.2021.1917751

Cited by 6 publications

(3 citation statements)

References 33 publications

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“…Talent attraction is the process of identifying individuals with certain skills for a position that can add value to the organization (Camara, 2016). The recruitment and selection process is the best way to develop strategic actions aimed at attracting and adding talent to the organization to provide it with the skills necessary for success (Chiavenato, 2014). Talent retention, on the other hand, refers to the practices and strategies used by companies to retain their most talented employees and control their abandonment of organizations.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Talent retention, on the other hand, refers to the practices and strategies used by companies to retain their most talented employees and control their abandonment of organizations. These strategies include reception and integration processes (Byford et al, 2017), management of rewards (Cunha et al, 2012;Camara, 2016;Mahl and Silva, 2018), career management (Giley et al, 2002), and training and development management (Buckley and Caple, 2009;Chiavenato, 2014). According to Ibrahim and Daniel (2018), talent retention is crucial for long-term organizational success, as it allows the company to maintain its strategic human capital and achieve a competitive advantage.…”

Section: Literature Reviewmentioning

confidence: 99%

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Social Sustainability: the challenges to the restaurant sector

Maia,

Silva,

Melo

2024

ICTR

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The guarantee of sustainable development has been a growing concern in various economic sectors, particularly from the economic and environmental perspective. In a post-pandemic scenario, the restaurant industry was one of the most affected worldwide and had to undergo abrupt changes to remain operational. Thus, this study primarily focuses on addressing the challenges faced by Human Resources Management (HRM) in attracting and retaining employees in the restaurant sector. This research aims to understand the challenges faced in retaining and attracting talent to restaurants and to explore the strategies that should be adopted to ensure the restaurant’s social. It used a qualitative methodology, with 10 (5 female and 5 male, with a mean age of 35 years old) semi-structured interviews with professionals who chose to leave this profession, to ensure a concerted view of the current state of the sector in the north of Portugal. Through thematic analysis of the interviews, the results identified the current difficulties in attracting and retaining employees in the sector, as well as some HRM strategies that can address these challenges. These findings emerged from the themes 'Special Features of the Restaurant Sector' and 'Attraction and Retention Strategies.' The first theme contextualizes and characterizes the sector's reality, arising from four categories: activity context, company type, the COVID-19 pandemic, and turnover factors. Meanwhile, the second theme presents the attraction and retention strategies that HRM in restaurant companies should implement, while also exploring some challenges faced in designing and implementing these strategies in practice. Specifically, recruitment and selection, compensation and benefits, onboarding, integration and socialization, and career management. In conclusion, social sustainability still has little prominence in the restaurant sector. To become more attractive, the restaurant sector needs to invest in better non-monetary benefits, such as flexible working hours, health insurance, professional recognition, training investment, and career advancement opportunities. This study intends to help companies take measures to improve employee satisfaction and also increase talent retention and new employees’ attraction.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Social Sustainability: the challenges to the restaurant sector

Maia,

Silva,

Melo

2024

ICTR

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“…The hotel industry plays an essential role in the development of tourism. However, [34] stated that hotels also suffer from the economic effects of tourism seasonality. Furthermore, [35] points to hotel management changes in response to the crisis caused by the Covid-19 pandemic.…”

Section: Consumer Feedback Reviews: Satisfaction and Dissatisfaction ...mentioning

confidence: 99%

Sentiment Analysis of Customer Feedback Reviews Towards Hotel’s Products and Services in Labuan Bajo

Christanto

Singgalen

2022

Journal-ISI

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The feedback review column on the TripAdvisor website can process the sentiment analysis by classifying the positive and negative impressions of the consumer using machine learning, namely text mining. This study analyzes consumer sentiment for hotel products and services in Labuan Bajo based on feedback review data on the TripAdvisor website. Meanwhile, the algorithm used is Nave Bayes Classifier (NBC), Support Vector Machine (SVM), also SMOTE Upsampling for the k-Nearest Neighbor (k-NN) algorithm. The classification result shows 702 negative feedback reviews and 2531 positive feedback reviews. The evaluation of algorithm performance shows the accuracy of SVM is 78,30% and NBC is 78,29% compared with k-NN with 85,24% accuracy, using SMOTE Upsampling with a class precision description of 100% prediction negative (1784 true Neg & 0 true Pos) and 77,21% prediction positive (747 true Neg & 2531 true Pos). The class recall description also shows 70,49% true Negative (1784 pred Neg & 747 pred Pos) and 100% true Positive (0 pred Neg & 2531 pred Pos). These findings indicate that the k-NN algorithm shows the best result instead of the SVM and NBC algorithm, according to the sentiment analysis result of customer feedback reviews on hotel products and services in Labuan Bajo through TripAdvisor website.

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