Staff turnover in the Greek tourism industry

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to explore the occurrence and implications of staff turnover in the Greek tourism industry as well as looks into the current and future strategies adopted by Greek enterprises for addressing this unavoidable and unpredictable phenomenon. Design/methodology/approach -A survey research instrument was distributed both online as well as through e-mails over a period of four weeks for collecting primary data from a convenience sample of Greek tourism enterprises. This process yielded 63 usable responses. Findings -The findings revealed that the Greek tourism industry faces similar staff turnover impacts that are also found in other countries. Enterprises reported to experience similar staff turnover levels irrespective of their tourism sector, i.e. travel agents, hotels etc.; staff turnover levels were not found to be homogeneous across organizational hierarchical levels; respondents claimed that staff turnover is mainly instigated by factors that are beyond management control and that staff turnover negatively affects service quality levels, costs and time related to staff recruiting and training, while it enhances idea generation. Strategies reported to be used by the respondents for managing staff turnover demonstrate a shift from people retention strategies to knowledge retention strategies.Research limitations/implications -The small number of responses suggests that the findings should be treated with caution. New research approaches for studying staff turnover, such as social network analysis, are recommended for future research. Originality/value -The paper contributes to the international hospitality literature by providing primary data about the level, the type and the consequences of staff turnover in the Greek tourism industry.

Employee Turnover and Employee Performance: A Comparative Study among Nurses

“…The findings proved that younger age employees of computer graphic sectors of Karachi Pakistan may think the retention strategies for employees in different ways as compare to older age employees. Chalkiti K [16] Revealed that staff turnover levels differ across tourism jobs at various organizational levels. The study found that relative to managerial level jobs, operational level jobs also demand lower job specialization, skills and offer limited job progression opportunities.…”

Reflecting on Hospitality Students’ Cognitive Diversity Impact on Service Quality and Organizational Performance Standards: A Case-Study in Cy Seasonal Hotels

“…Hypotheses formulation and testing were based on three driving pillars. First, due to operational seasonality effects in hotels and the extensive requirements to fulfil vacancies with qualified and skilful labour to work on a seasonal basis (Australia Hotel Association, 2015;Chalkiti & Sigala, 2010;Deloitte, 2015Deloitte, , 2017Goh & Lee, 2018;World Travel & Tourism Council, 2017), an emerging reality alters the need to consider the quality contribution of hospitality students during summer internships or part-time employment (H1a, H1b, H2). Students' cognitive diversity style is emerging as a critical success factor in securing service quality and organisational performance in seasonal hotels (Brevis & Vrba, 2015;Strydom & Fourie, 2018).…”

“…Researchers such as Duro & Turrión-Prats (2019) and Ferrante et al (2018) indicate that the competitive business environment intensifies even more the subtleties of the industry's nature, including major sustainability and seasonality variables. The latter has been extensively examined due to its strong relation to service quality and organizational performance standards deviation (Chalkiti & Sigala, 2010;Goh & Lee, 2018). Furthermore, the observed seasonality problems and the high demand for labour in a relatively short period of time enabled easy labour entrance to individuals with no hospitality educational background or related professional skills to the hotel industry (Anastasiou & Koumi, 2019).…”

Understanding knowledge leakage: a review of previous studies

“…reduced organizational commitment, staff dissonance (Treleaven and Sykes, 2005) or performance (DeLong, 2009). We also get insights into the "triggers" of knowledge leakage, such as organizational change (Treleaven and Sykes, 2005;Sitlington andMarshall, 2011), retirement (DeLong, 2009;Carmel et al, 2013) or personnel fluctuation/turnover (Acton and Golden, 2003;Chalkiti and Sigala, 2010). This highlights that the danger of knowledge leakage and possible positive or negative consequences are often found in company phases that will include change in the firms.…”