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The Impact of Human Resource Managem...

Barnett, Clifton C.

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The Impact of Human Resource Management Practices on Employees' Turnover Intentions in the U.S. Hotel Industry.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The Impact of Human Resource Management Practices on Employees' Turnover Intentions in the U.S. Hotel Industry./
Author:	Barnett, Clifton C.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2017,
Description:	177 p.
Notes:	Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.
Contained By:	Dissertation Abstracts International79-01A(E).
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10622186
ISBN:	9780355205954

The Impact of Human Resource Management Practices on Employees' Turnover Intentions in the U.S. Hotel Industry.
Barnett, Clifton C.

The Impact of Human Resource Management Practices on Employees' Turnover Intentions in the U.S. Hotel Industry. - Ann Arbor : ProQuest Dissertations & Theses, 2017 - 177 p.

Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.

Thesis (D.B.A.)--Capella University, 2017.

The research examines the beliefs of fulltime hotel employees regarding Human Resource Management (HRM) practices (training and development, performance appraisal, compensation and benefits, and supervisory communications) that impact turnover intentions in the states of Nevada and New York. The key argument is that the effects of turnover intentions can be lessened through the management of strategic HR practices. Because the hotel sectors comprising both Nevada and New York displayed an equivalent range of HR policies and practices, the study included a comparative analysis of the extent to which the four above mentioned variables impact employees' turnover intentions across both sectors. Lessening turnover could be achieved chiefly through the implementation of innovative training and developmental programs, effective performance appraisal system, competitive compensation and benefit packages, and innovative supervisory communication processes. The research used a self-administrated questionnaire to gather the data for investigation. The questionnaire contained primarily closed questions, with opportunities for further explanation. An analysis of the Spearman's rank correlation coefficient and Chi-square test confirmed that all four practices addressed have a significant impact on employees' turnover intentions. Limited information about the influence of HR practices on turnover intentions in the sampled hotels has previously been published. This study and additional findings from the HR field provide invaluable insight into how these practices are influencing Nevada and New York State employee turnover intentions. The paper concludes with implications and recommendations for hoteliers, HRM professionals, and scholars in the field of human resource management.

ISBN: 9780355205954Subjects--Topical Terms:

3168311
Business administration.

The Impact of Human Resource Management Practices on Employees' Turnover Intentions in the U.S. Hotel Industry.
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500 $a Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.
500 $a Adviser: Laura Mays.
502 $a Thesis (D.B.A.)--Capella University, 2017.
520 $a The research examines the beliefs of fulltime hotel employees regarding Human Resource Management (HRM) practices (training and development, performance appraisal, compensation and benefits, and supervisory communications) that impact turnover intentions in the states of Nevada and New York. The key argument is that the effects of turnover intentions can be lessened through the management of strategic HR practices. Because the hotel sectors comprising both Nevada and New York displayed an equivalent range of HR policies and practices, the study included a comparative analysis of the extent to which the four above mentioned variables impact employees' turnover intentions across both sectors. Lessening turnover could be achieved chiefly through the implementation of innovative training and developmental programs, effective performance appraisal system, competitive compensation and benefit packages, and innovative supervisory communication processes. The research used a self-administrated questionnaire to gather the data for investigation. The questionnaire contained primarily closed questions, with opportunities for further explanation. An analysis of the Spearman's rank correlation coefficient and Chi-square test confirmed that all four practices addressed have a significant impact on employees' turnover intentions. Limited information about the influence of HR practices on turnover intentions in the sampled hotels has previously been published. This study and additional findings from the HR field provide invaluable insight into how these practices are influencing Nevada and New York State employee turnover intentions. The paper concludes with implications and recommendations for hoteliers, HRM professionals, and scholars in the field of human resource management.
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