Seasonal Employees

Abstract

High year-to-year retention of seasonal employees can be a source of competitive advantage for tourism organizations. Past studies of seasonal employee retention have examined the issue from the perspective of job satisfaction. However, many tourism jobs have similar responsibilities from organization to organization suggesting another construct might also affect employee retention. The purpose of this study was to examine retention through the lens of employee sense of community (SOC) toward the tourism organization. Significant differences were found in SOC levels between those who returned to work at resorts and those who did not. Moreover, a logistic regression model showed SOC to be a good predictor of retention. Like in previous studies, factors that impact retention appear to be different for first year employees than experienced ones. However, the results suggest that somewhat different approaches for improving retention should be taken than the recommendations from past studies of seasonal employee retention.

The Transition from Seasonal Worker to Permanent Resident

“…This article also contributes to the growing body of literature on the unique challenges and issues related to mountain resort tourism, such as those relating to seasonal workers. While research by Ismert and Petrick (2004) and McCole (2013) has examined the importance of attracting and retaining quality seasonal workers from the perspective of the ski industry, this study highlights the importance of seasonal worker integration and retention from a host community perspective. These sociocultural implications, alongside the economic implications for the ski industry, are important to ensure the long-term stability of mountain resort communities.…”

“…This is supported by research by Ismert and Petrick (2004) who identified that the social networks formed as a result of tourism employment provide the best indication as to whether seasonal employees return. Similarly, a more recent study by McCole (2013) has identified sense of community as being a good predictor of seasonal employee retention, particularly among experienced seasonal workers. Such socialization and the formation of social networks have also been found to provide tourism workers with opportunities to integrate into the host community (Janta et al 2011).…”

Strategies to Retain Millennial Employees at Full-Service Restaurants

“…A sense of community among hospitality workers has replaced the traditional norm of neighborhoods, towns, churches, and other places of interactions in everyday life (McCole, 2015;Robinson, Kralj, Solnet, Goh, & Callan, 2014). When a hospitality employee feels attached to work during personal life events, the individual may decide to remain (Tews, Stafford, & Michel, 2014).…”

“…When a hospitality employee feels attached to work during personal life events, the individual may decide to remain (Tews, Stafford, & Michel, 2014). Employees may use a sense of community as a hygiene factor, and contribute to the intention to remain at an organization (McCole, 2015). Karatepe (2014) posited to help employees feel the organization is investing in the worker's career; organizations should use training, rewards, and career opportunities.…”

Seasonal employee leadership and turnover intention in the hospitality and tourism industry: Serial mediation model workplace ostracism and work alienation

“…Hospitality and tourism (H&T) industry are predominantly seasonal in Turkey. The seasonal nature of the H&T industry brings with itself difficulties in business and policy formulation (Baum, 1999; McCole, 2015). Although seasonal employment is quite common and continuous in the H&T industry, the problems, expectations, needs and behaviors of seasonal employees serving in high season have been overlooked in the literature.…”