The Role of Employer Brand in Retaining Staff in the

Irish Hotel Sector - an Intergenerational Study

by

Donagh Davern

Submitted for the Degree of Doctor of Philosophy

School of Hospitality and Tourism Management

Faculty of Arts and Social Sciences

University of Surrey

Supervisors

Professor Leo Jago, Professor Margaret Deery, Dr Shi

(Tracy) Xu

© Donagh Davern (2020)

1

The Role of Employer Brand in Retaining Staff in the

Irish Hotel Sector - an Intergenerational Study

Donagh Davern MSc. Dip., CPA, FIHI

A thesis submitted in fulfilment of the requirements for

the Degree of Doctor of Philosophy

School of Hospitality & Tourism Management

University of Surrey

Research Supervisors

Prof Leo Jago, Prof Margaret Deery, Dr Shi (Tracy) Xu

Submitted March 2020

2

Declaration

This thesis and the work to which it refers are the results of my own efforts. Any ideas, data, images

or text resulting from the work of others (whether published or unpublished) are fully identified as

such within the work and attributed to their originator in the text, bibliography or in footnotes. This

thesis has not been submitted, in whole or in part, for any other academic degree or professional

qualification. I agree that the University has the right to submit my work to the plagiarism detection

service TurnitinUK for originality checks. Whether or not drafts have been so-assessed, the

University reserves the right to require an electronic version of the final document (as submitted) for

assessment as above.

Signed

Donagh Davern

March 2020

3

Abstract

Staff retention is one of the main issues which the hotel sector faces in a challenging labour market.

The concept of employer branding is an area which is gaining greater prominence in the industry as

hoteliers strive to meet the challenges of a modern workforce. It should be considered that great

work environments which retain employees do not emerge in a haphazard fashion, but through

deliberate strategic initiatives (Dabirian et al., 2017). Today’s hotel workplace is further complicated

by the number of generations which are currently working in the sector.

Human Resources literature has been distinguishing between how Generations X and Y should be

dealt with in the workplace. It has emphasised the unique characteristics of each of these

generational cohorts, emphasising specific characteristics for Millennials such as their propensity to

change jobs quickly.

This study aims to explore the area of staff retention in hotels, the use of employer branding as a

contributor towards higher retention rates and determines whether generational attributes play a

role in staff choosing to stay with, or leave an organisation. It develops a conceptual framework to

show the contributors towards a positive employer brand and through the analysis of interviews

with hotel General Managers and hotel employees, it develops this framework to demonstrate the

connection between benefits, working conditions, employer branding and staff retention. This

framework is presented in three distinct phases, each underpinned by the research which precedes

it. The evolving framework is informed by a review of literature and relevant models, the analysis of

interviews with General Managers and the analysis of employee questionnaires.

This work strives to increase awareness of the concept of employer branding as it contributes

towards the retention of employees and assesses the influence which generational characteristics

have on employee retention.

This research finds that there is no longer a significant difference between how Generations X and Y

should be treated with regard to their retention in the hospitality sector and that employer branding

is a necessary strategic approach towards improving the image of a hotel and thereby increasing

employee retention.

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Acknowledgements

To my Supervisors at the University of Surrey, Professor Leo Jago and Professor Margaret Deery who

provided invaluable guidance, mentorship, support, advice and encouragement throughout my PhD

journey. Also to Dr Shi (Tracy) Xu who joined us at the latter end of the journey for her valuable

advice, guidance and encouragement.

To the interview participants, who gave freely of their time and to the hotel employees who took the

time to respond to the employee questionnaires.

To Cork Institute of Technology and its Registrar, to Dr Noel Murray (Head of Department) and Prof

Margaret Linehan (Head of School), for supporting my application and participation in the PhD

programme at the University of Surrey.

To Dr David Goulding, whose assistance and advice on the quantitative stage of my research was

invaluable.

To my wife Patrice for her constant encouragement, patience and support.

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Table of Contents

Page

Declaration 3

Abstract 4

Acknowledgements 5

Table of Contents 6

List of Figures 13

List of Tables 15

List of Abbreviations 18

Chapter 1 Introduction 20

1.0 Background and Rationale 21

1.1 Research Aim, Questions and Objectives 21

1.2 Introduction 22

1.3 The Importance of the Tourism Industry to the Irish Economy 23

1.4 The Hospitality Sector and Hotels in Ireland 25

1.4.1 Hotels importance in Ireland 25

1.4.2 History of hotels in Ireland 25

1.4.3 Ireland’s Capital City – Dublin 28

1.4.4 The role of hotel chains in Ireland 28

1.4.5 Hotel sector comparisons with other countries 29

1.5 Drivers of Success in the Irish hotel industry 30

1.5.1 People as a driver of success 31

1.5.2 Consumer demand and responsiveness as a driver of success 31

1.5.3 Competitiveness as a driver of success 32

1.6 Key Challenges Facing the Irish Hotel Sector 32

1.7 Staffing the Irish Hotel Industry 33

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1.7.1 Labour shortages in the Irish hotel industry 34

1.7.2 Employee challenges in the Irish hotel sector 35

1.7.3 Responses to skills shortages in the Irish hotel sector 37

1.8 The Attraction and Retention of Staff 38

1.9 Attracting and Retaining Intergenerational Employees 40

1.10 Conclusion 40

Chapter 2 Literature Review 41

2.0 Introduction 42

THE LABOUR MARKET IN IRELAND 43

2.1 The Labour Market 43

2.1.1 The Irish labour market post-recession 44

2.1.2 Positive signals in the Irish labour market 45

2.2 The Minimum Wage in Ireland 45

2.3 Current Challenges in the Irish Labour Market 46

2.4 Characteristics of the Hospitality Industry that Make it Different 46

2.5 The Hospitality Labour Market in Ireland 47

2.6 Employee Turnover in the Hospitality Industry 50

2.7 The Labour Market and Generational Issues 52

GENERATIONAL ISSUES 53

2.8 Generational Differences 53

2.8.1 Generational differences in the hospitality sector 56

2.8.2 Adapting to generational differences 59

EMPLOYEE RETENTION 60

2.9 Employee Retention in the Hospitality Industry 60

2.10 Job Satisfaction 63

2.10.1 Benefits 64

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2.10.2 Working Conditions 65

2.11 Organisational Commitment 68

2.12 Intention to Leave 70

EMPLOYER REPUTATION 71

2.13 Employer Reputation 71

2.13.1 Organisational Culture 73

2.13.2 Brand Strength 75

THE EMPLOYER BRAND 76

2.14 Employer Brand 76

2.14.1 Employer brand as a strategic tool 79

2.14.2 Achieving a positive employer brand 80

2.14.3 Employer Brand Pride 81

2.15 Conclusion 82

Chapter 3 Conceptual Framework Development 85

3.0 Introduction 86

3.1 Social Exchange Theory (SET) 87

3.2 Conceptual Framework Development 88

3.2.1 Benefits 91

3.2.2 Working Conditions 93

3.2.3 Organisational Culture 94

3.2.4 Organisational Brand and Performance 97

3.2.5 Generational Influences 99

3.3 Proposed Conceptual Framework and Hypotheses 102

3.4 Conclusion and Contribution 104

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Chapter 4 Methodology 105

4.0 Introduction 106

4.1 Research Aims, Research Questions, Research Objectives 107

4.2 Philosophical Position 107

4.2.1 Prominent research philosophies 108

4.2.2 Philosophical position of current research 109

4.3 Inductive, Deductive and Abductive Approaches to Research 109

4.4 The Research Design 110

4.4.1 Data Analysis Procedures – Literature Review and Previous Models 110

4.4.2 Mixed methods research 111

4.4.3 Qualitative research 111

4.4.4 The Semi-structured interview 112

4.4.5 Sample of interviewees 113

4.4.6 Access to interviewees and Data Management 114

4.4.7 The interview guide and structure 114

4.4.8 The analytical strategy for the study – Template Analysis 115

4.4.8.1 Using qualitative analysis software 115

4.4.8.2 Data analysis methodology 116

4.4.8.3 Inter-rater reliability testing 119

4.4.9 Quantitative research 119

4.4.10 Questionnaires and the questionnaire sample 120

4.4.11 Questionnaire design 121

4.4.12 Piloting of questionnaire 121

4.4.13 Scales for the employee questionnaire 122

4.4.14 Approach 123

4.5 Questionnaire Data Analysis 124

4.5.1 Cleaning and screening of employee questionnaire data 124

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4.5.2 Correlation, Factor Analysis and Structural Equation Modeling (SEM) 125

4.6 Reliability, Validity and Generalisability 125

4.7 Ethical Issues 126

4.8 Limitations 127

4.9 Conclusion 128

4.10 Closing Summary 129

Chapter 5 Semi-structured Interview Analysis 131

5.0 Introduction 132

5.1 Context and Current Environment 132

5.2 Benefits 134

5.3 Working Conditions 137

5.4 Organisational Culture 138

5.5 Brand Strength and Organisational Performance 138

5.6 Competition from Other industries for Staff 138

5.7 Job Satisfaction 139

5.8 Organisational Commitment 140

5.9 Intention to Leave 140

5.10 Generational Influences 141

5.11 Influences of Parents and Schools on joining the Hotel Industry 142

5.12 Strategic Talent Management and Staff Retention 143

5.13 Staff Shortages 144

5.14 Staff Turnover 145

5.15 Employee Pride 146

5.16 Employer Branding 147

5.16.1 Positive Employer Brand Promotion 151

5.17 Conclusion 152

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5.18 Evolving Conceptual Framework 153

Chapter 6 Employee Questionnaire Findings 155

6.0 Introduction 156

6.1 Statistical Significance 156

6.2 Respondent Profile 157

6.3 Benefits 157

6.4 Working Conditions 161

6.5 Industry Brand 163

6.6 Commitment and Intention to Leave 166

6.7 Employer Brand 167

6.8 Employer Brand by Generation 169

6.9 Correlation 173

6.10 Factor Analysis and Structural Equation Modeling (SEM) 175

6.10.1 Confirmatory Factor Analysis 176

6.11 Conclusion 185

Chapter 7 Discussion, Conclusions and Recommendations 186

7.0 Introduction 187

7.1 Research Commentary 189

7.1.1 Benefits and Working Conditions 189

7.1.2 Flexibility and Work-life Balance 190

7.1.3 Employee Retention 190

7.1.4 The Employer Brand 191

7.1.5 Generational Issues 192

7.2 The Research Questions and Objectives 193

7.2.1 Research Questions 193

7.2.2 Research Objectives 197

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7.3 The Conceptual Framework and Model 200

7.4 Contribution to Knowledge 207

7.5 Limitations of this Study 208

7.5.1 Future Research Opportunities 209

7.6 Recommendations, Theoretical and Practical Implications 210

7.6.1 Practical Implications and Recommendations 210

7.6.2 Theoretical Implications and Recommendations 212

7.7 Overall Conclusions 214

Bibliography 216

Appendices 234

Appendix A Seminars & Workshops Attended 235

Appendix B Papers, Presentations & Publications 236

Appendix C Sample of Seminal Author Tables including Methodologies used 238

Appendix D Semi-structured Interview Participant’s Hotel Profiles 240

Appendix E Semi-structured Interview Themes & Questions 241

Appendix F Traceability of Interview Questions in Relation to the Literature 245

Appendix G Information Sheet for Interview Participants & Informed Consent Form 249

Appendix H IRR Testing Visuals – Coding & Kappa Scores 250

Appendix I Pilot Questionnaire Results 251

Appendix J Instructions for those Participating in the Employee Questionnaire 253

Appendix K Employee Questionnaire 254

Appendix L Characteristics of Employee Questionnaire Sample by Generation,

Employee Level and Employee Status 257

Appendix M Regression Table for the Model 261

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List of Figures

Page

Figure 3.1 The Relationship between Job Satisfaction, Organisational Commitment

and Intention to Leave 89

Figure 3.2 The Key Determinants of Job Satisfaction 90

Figure 3.3 Employer Brands Connection to Job Satisfaction, Organisational

Commitment and Intention to Leave 90

Figure 3.4 Bee Kim et al. (2015, p.7) Theoretical Research Framework 92

Figure 3.5 McGinley et al. (2017, p.116) Conceptual Framework 93

Figure 3.6 Brien et al. (2017, p.363) OSC Variables Impact on Trust Model 95

Figure 3.7 Akgunduz and Sanli (2017, p.121) Conceptual Model 96

Figure 3.8 Helm (2013, p.545) Theoretical Model of Hypothesized Relations 98

Figure 3.9 Components of the Employer Brand based on a Literature Review

and Previously Tested Models 99

Figure 3.10 Lyons et al. (2014, p.187) Conceptual Framework 101

Figure 3.11 King et al. (2017, p.97) Model 102

Figure 3.12 Proposed Conceptual Framework (Phase 1) 103

Figure 5.1 Conceptual Framework emerged from Semi-structured Interview Analysis

Combined with the Literature Review (Phase 2) 153

Figure 6.1 Average Responses to Employer Brand (containing seven individual

variables) by Generation 172

Figure 6.2 Structural Equation Model (SEM) derived from 4 Factor Analysis through

use of AMOS 179

Figure 6.3 Path Analysis introducing Generation as an Independent Variable into

the SEM derived from Four Factor Analysis as previously shown in Fig. 6.2

(Phase 3) 181

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Figure 7.1 The Proposed Conceptual Framework 201

Figure 7.2 Model derived from Questionnaire Analysis (Phase 3) 206

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List of Tables

Table Number Title Page

Table 1.1 Number of Hotels and Hotel Rooms in Ireland in 2019 27

Table 1.2 Number of Hotel Rooms and Beds in Dublin 28

Table 2.1 Demographic Groups Present in the Workplace 53

Table 2.2 Definitions of Generations 54

Table 2.3 Demographic Groups present in the Workplace

and Description 54

Table 2.4 Main Characteristics of the most recent Generations 55

Table 2.5 Understanding the Generations 55

Table 4.1 Types of Philosophical Assumptions in Research 107

Table 4.2 Comparison of the five major Research Philosophies in

Business and Management 108

Table 4.3 Where the Questionnaire Measures were adapted from 123

Table 4.4 Research Approach 129

Table 5.1 Changes in Phase 2 of the Conceptual Framework post

Interview analysis 154

Table 6.1 Demographic Characteristics of the Sample 157

Table 6.2 Appropriateness of Rate of Pay analysed by Generation

Employee Level and Department 157

Table 6.3 Employee Benefits Valued by the Respondents analysed

by Generation 158

Table 6.4 The Importance of a Pension as a Job Benefit analysed

by Department 161

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Table 6.5 Analysis of Variables related to Communication with Employees

by Generation 162

Table 6.6 Management Communication analysed by Generation 162

Table 6.7 Job Satisfaction analysed by Generation 163

Table 6.8 Job Satisfaction analysed by Department 163

Table 6.9 Enjoyment of Work analysed by Generation 164

Table 6.10 Satisfaction with the Job analysed by Generation 164

Table 6.11 Happiness to spend the Rest of My Career in this Hotel

analysed by Generation 165

Table 6.12 Values of the Employee and Hotel’s Values Align analysed

By Generation 166

Table 6.13 Employee’s Value of the Employer brand analysed by

Employee Level 168

Table 6.14 Actions Needed to Improve the Image of the Irish

Hotel Industry as an Employer as proposed by respondents to

the Employee Questionnaire 169

Table 6.15 The Image of the Irish Hotel Industry as an Employer Affects

its Ability to Retain Staff analysed by Department 171

Table 6.16 Descriptive Statistics and Correlations for Variable

#44 ‘My Hotel has a Positive Image as an Employer’ 173

Table 6.17 Descriptive Statistics and Pearson Correlations for

Variable #52 ‘I Value the Employer Brand of My Company’ 174

Table 6.18 Descriptive Statistics and Correlations for Variable

#52 ‘I Value the Employer Brand of My Company’ 174

Table 6.19 Four factor Pattern Matrix which Emerged 175

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Table 6.20 Model Fit Summary with Comparative Acceptable Fit

Comparisons 176

Table 6.21 Key for Employee Questionnaire Questions Coded in

Figure 6.2 180

Table 6.22 Path Analysis Model Fit Summary statistics when

Generation is introduced as an Independent Variable as

shown in Figure 6.3 183

Table 6.23 Regression Weights for the Model 183

Table 6.24 Z Scores for Latent Variables when Generation is tested

as a Moderator in terms of Employer Brand and Employee

Retention 184

Table 7.1 Employee Questionnaire Means by Generation 194

Table 7.2 Research Phases carried out to construct the Conceptual

Framework and Model 200

Table 7.3 Comparison of Statistically Significant Variables by Generation 202

Table 7.4 Comparison of Variables pertaining to Employee’s

Intention to Leave by Generation 203

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List of Abbreviations

CCD - Convention Centre Dublin

CERT - The Council for Education, Recruitment and Training

CFA - Confirmatory Factor Analysis

CSO - Central Statistics Office

DTTAS - Department of Transport, Tourism and Sport

EAP - Employee Assistance Programme

EFA - Exploratory Factor Analysis

EGFSN - Expert Group on Future Skills Needs

ETB - Education and Training Boards

EU - European Union

F&B - Food and Beverage

GDP - Gross Domestic Product

HR - Human Resources

HRM - Human Resource Management

HRPSD - Human Resource Practice Differentiation

IBEC - Irish Business Employers Confederation

IHF - Irish Hotels Federation

IHI - Irish Hospitality Institute

IRR - Inter-rater Reliability Testing

IT - Information Technology

ITIC - Irish Tourism Industry Confederation

JDI - Job Descriptive Index

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LPC - Low Pay Commission

MWW - Mann-Whitney-Wilcoxon

NAMA - National Asset Management Agency

OECD - Organisation for Economic Co-operation and Development

OTA - Online Travel Agency

PRCA - Public Relations Consultants Association

RAI - Restaurant Association of Ireland

RDS - Royal Dublin Society

RevPAR - Revenue per Available Room

SEM - Structural Equation Modelling

SET - Social Exchange Theory

SHRM - Strategic Human Resource Management

SME - Small and Medium Enterprise

SPSS - Statistical Package for Social Sciences

UK - United Kingdom

VAT - Value Added Tax

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CHAPTER ONE

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1.0 Background and Rationale

Shortages in relation to the area of labour have regularly been a part of the Irish hotel industry. In

recent times, however, the shortage of staff for certain employment categories in this sector has

been described as being at a crisis level (Bolger, 2015). The retention of staff for the hotel industry is

an area of significant concern, with hotels displaying some of the highest levels of employee

turnover (CIPD, 2016). Pirri (2020) identifies finding people to meet business objectives as a

challenge, but states that a major concern is how to retain them once we attract them. The

retention of suitable talent is a key part of many organisations’ agendas and this task is further

complicated by businesses’ adaption to the needs of Generation Y employees, a task which is

deemed to be one of the most challenging of the next decade for the hospitality sector

(MorganMcKinley, 2016, Zopiatis et al., 2012).

Social Exchange Theory is used to underpin this research and to explain the variables identified in

the proposed conceptual framework and how they interact in an organisational setting in terms of

costs and rewards, risks and benefits, for both the employer and the employee.

This research sets out to analyse the reputation of the Irish Hotel Industry as an employer, paying

particular attention to the concept of employer branding and the effect of generational influences,

particularly as they apply to the Millennial generation.

1.1 Research Aim, Questions and Objectives

The aim of this research is

To develop a conceptual framework which investigates and helps to explain the structural

relationships between the input variables which make-up the employer brand (benefits, working

conditions, organisational culture, brand strength and organisational performance) and the output

variables of job satisfaction, organisational commitment and intention to leave the organisation, for

different generational cohorts.

From this aim, the following primary research questions were formulated:

RQ. 1. What is the current image of Irish hotels as employers?

RQ. 2. What effect does the current image of the Irish hotel industry have on the ability of an Irish hotel to retain staff?

RQ. 3. Does the Irish hotel consciously brand itself as a good employer?

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RQ. 4 Do Irish hotels recognise the importance of developing an Employer Brand?

RQ. 5. What changes can be affected in order to improve the image of working in an Irish hotel for the Millennial cohort who are currently in the workplace?

In order to answer the research questions and fulfil the aim of the research, the following research

objectives were set out to inform the reader what is to be achieved by the research (Kumar, 2014):

1. To assess the role that the reputation of working in an Irish hotel has on retaining staff.

2. To review the current use of employer branding in Irish hotels and to determine the

relationship between positive employer branding and the retention of employee talent for

the Irish hotel industry.

3. To construct and verify a conceptual framework to better understand the retention

processes applicable to hotels in Ireland.

4. To recommend actions based on this study’s conceptual framework which an Irish hotel can

include in their strategic plan in order to enhance their employer brand, thereby improving

their reputation as an employer.

1.2 Introduction

Ireland, as a small open economy, is dependent on international trade and is strongly influenced by

world markets. The Irish economy resumed growth in 2012, with a return to normal consumer

demand levels, along with strong employment growth (ITIC/IBEC, 2016, European Commission,

2016, Fitzgerald, 2014).

Ireland’s tourism sector has been an important driver of the country’s economic recovery, based on

increased international visitor numbers. The number of international visitors rose by over 2.1

million between 2012 and 2015 and increased by 13.7% between the years 2014 and 2015 alone,

with 10.6 million people visiting the country in 2017 and with 2018 being the country’s most

successful year ever for tourism with 11.2 million visitors, who spent a total of €6.1 billion (Tourism

Ireland, 2019). 2019 saw a drop to 10.9 million visitors, with a dip in UK visitors and the increase to

the Value Added Tax (VAT) rate being blamed for the reduction (O'Donovan, 2020). A strong

domestic market makes up 24% of the total market – in terms of revenue generated (Tourism

Ireland, 2019, BOI, 2016, Fáilte Ireland, 2016a). It is crucial, that sectors such as tourism, which have

substantial growth potential, are supported by the Irish government in terms of investment for the

future and underpinning the growth of tourism is the need for a vibrant hotel sector. Thus, it is

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critical to ensure that impediments facing hotels in the Irish economy are addressed (ITIC/IBEC,

2016).

1.3 The Importance of the Tourism Industry to the Irish Economy

The impact of travel and tourism on both the social and economic development of a country can be

enormous (WTTC, 2015). Tourism is viewed as a vital services export in many countries around the

globe, and has a large impact on both job creation and regional development, with Organisation for

Economic Co-operation and Development (OECD) countries recording an average 4.7% of Gross

Domestic Product (GDP) contribution from tourism and achieving an average six percent of

employment (DTTAS, 2016). Tourism accounts for over ten percent of global economic activity, six

percent of the world’s exports, represents one in ten jobs globally and accounts for one in five new

jobs created in the world in the last five years (WTTC, 2019, EGFSN, 2015a). In recent years, the

travel and tourism sector has grown faster than both the wider economy and other large sectors,

ranked only behind manufacturing and ‘this growth requires countries to adopt a concerted and

coordinated approach to talent planning and development between the industry, governments and

educational institutions, to ensure they fulfil their potential in the years ahead’ (WTTC, 2019, p. ii,

WTTC, 2015).

Tourism, as one of the most important industries in terms of the economy of Ireland, accounts for

over €9 billion of earnings and supports more than 260,000 jobs (one in nine of total employment) –

over 164,000 in the accommodation and food sector alone (IHF, 2020, DTTAS, 2019, ITIC/IBEC, 2016,

DJEI, 2016). It is Ireland’s largest indigenous industry, representing eleven percent of the country’s

total employment, compared to 9.6 percent of the United Kingdom’s (UK) total employment. The

tourism industry is important for the Exchequer in Ireland with estimated revenue of €1.8 billion

from taxation on tourism products and services and every euro spent on tourism generates 0.22

cent in tax revenue to the Exchequer; indeed without the tax revenue from the tourism sector, the

Exchequer would need to raise a further €900 from each member of the Irish labour force (ITIC and

BDO, 2017, ITIC/IBEC, 2016, IHF, 2015a). By 2025, overseas visitors are predicted to increase to in

excess of 13 million, with employment in the sector reaching 310,000 people (ITIC, 2018).

Ireland’s four main overseas markets – Great Britain, the United States, Germany and France -

account for seventy percent of total visitors and revenue (Fáilte Ireland, 2018b). Ireland’s largest

foreign source market, in terms of visitor numbers, is its neighbour Great Britain, accounting for over

thirty-eight percent of overseas visitors (Fáilte Ireland, 2018b). The United States, the world’s

largest source market, ranks second in terms of visitor numbers, but its visitors spend more per day

23

in Ireland than any other nationality. Germany is Ireland’s top continental European source market,

accounting for one in five visitors, while France ranks fourth in terms of visitor numbers to Ireland,

and this market has high expectations in terms of standards and service (Fáilte Ireland, 2018b, ITIC,

2015). The category friendly, hospitable people, consistently ranks as one of the most important

reasons why overseas holidaymakers visit Ireland (Fáilte Ireland, 2018b).

In 2011, the Irish Government identified the tourism industry as one of its pillars to provide

employment and growth towards economic recovery (ITIC/IBEC, 2016). Several Government

measures to assist the sector, including a reduced VAT rate, jobs initiative measures, visa reform, the

abolition of the travel tax, along with marketing initiatives such as ‘The Gathering’, ‘Irelands Ancient

East’ and the ‘Wild Atlantic Way’, have all assisted in its recovery (IHF, 2015a). Favourable exchange

rates have also been of enormous benefit to the sector’s resurgence and over 30,000 new jobs were

created in the tourism sector in the period 2011 to 2016, accounting for one in five new jobs (Fáilte

Ireland, 2016d, ITIC/IBEC, 2016). In 2019, the Government restored the VAT rate on hotel rooms

and food from 9% to 13.5%, prompting some industry representatives to predict that businesses will

close as a result of the increased costs, which are predicted to yield an additional €466 million in tax

for the Exchequer (Duffy, 2019).

There are a number of reasons why the tourism sector is susceptible to significant damage during a

financial crisis, including its dependence on changes in traveller spending patterns, its inability to

access credit, falls in domestic tourism as a result of the crisis, along with tourists favouring

alternative destinations which they then move their loyalty towards into the future (Alonso-Almeida

et al., 2016). Hotels which attract more foreign tourists are often better able to sustain a financial

crisis, though a re-direction towards domestic tourism often sustains hotels when international

demand decreases (Alonso-Almeida et al., 2016).

The outlook for the Tourism sector in Ireland post-recession was positive, and those who re-

invested in their products mainly saw the rewards through buoyant demand leading to increased

occupancy and sales and were optimistic about the future of the industry (Fáilte Ireland, 2016d).

The outlook remains cautiously positive, but the effects of a 4.5% increase in the VAT rate, wage cost

increases, the potential effect of Brexit and challenges in terms of staff recruitment and retention

are all challenges which the hotel industry is concerned about (Rizo, 2018). Having created 90,000

new tourism jobs since 2011, tourism has the potential to deliver a further 40,000 over the next five

years, should the correct economic supports be put in place (IHF, 2019).

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1.4 The Hospitality Sector and Hotels in Ireland

1.4.1 Hotels Importance in Ireland

The hospitality industry is viewed as one of the most important services sectors in Ireland, directly

employing 148,000 people, within over 16,000 enterprises, representing eight percent of the current

economy-wide employment and contributing €3 billion gross value to the Irish economy (EGFSN,

2017, EGFSN, 2015a). The hospitality sector in Ireland, which comprises hotels, restaurants, bars,

clubs, guesthouses and self-catering, is an important element of the Irish tourism industry and hotels

form its largest component (Melia, 2010). Hotels and other accommodation providers account for

fourteen percent of the total enterprises in the sector, with a large concentration of small to

medium sized businesses in the sector, over eighty percent of which employ fewer than ten people

and Ireland ranks fifth within the European Union in relation to the proportion of overall economy-

wide employment which is part of the hospitality related accommodation and food services area

(EGFSN, 2015a). It is clear that as part of the overall tourism sector in Ireland, the hotel industry

plays a vital role in the overall economy of the country in terms of both domestic and international

tourism (AIB, 2013).

The hotel and guesthouse sector, along with much of the wider tourism industry, has experienced

recovery in recent years which has contributed greatly to the national economic recovery and

growth in employment (IHF, 2015a). Both the average room yield and the profitability of hotels

continue to rise year-on-year following the recession and it is important to note that the Irish hotel

industry is heavily dependent on the domestic market (BOI, 2018, BOI, 2016, Fáilte Ireland, 2016b).

There are currently 820 hotels with 57,000 bedrooms in Ireland, with 5,100 hotel rooms in the pipe-

line for Dublin alone, representing a 25% increase in the capital’s room stock by 2021 (Fáilte Ireland,

2018b).

1.4.2 History of Hotels in Ireland

The Irish Tourism Association produced its first hotel marketing booklet in 1925, which promoted

four hundred hotels, and this number expanded significantly during the 2000s, based primarily on

tax incentives given for hotel development (DTZ, 2015). In 1936, the commencement of air travel

between Ireland and England was a huge boast for the Irish hotel industry and in 1955, Bórd Fáilte

25

Éireann (now Fáilte Ireland), was created to develop and promote tourism in Ireland and to register

hotels and take responsibility for their standards and categorisation (Business 2000, 2002).

A certain amount of hotel development during the ‘Celtic Tiger’ years took place outside the

traditional leisure tourism destinations in Ireland and was based on a business model outside leisure

tourism, primarily due to tax incentives and planning requirements (Failte Ireland, 2010). The term

‘Celtic Tiger’ refers to a period from 1993 until the mid-2000s, when following a long period of slow

growth or recession, Ireland’s economy grew faster than most other economies due to a range of

factors including tax cuts, deregulation, labour supply, European Union (EU) structural fund support,

foreign direct investment and strong export market growth (O'Malley, 2012). This led to an

oversupply of hotel rooms in Ireland, particularly in destinations outside Dublin and the major tourist

areas (Failte Ireland, 2010).

By 2010, 88% of hoteliers were concerned about the viability of their business and efforts were

made to reduce costs by addressing issues such as local authority rates, operating costs and wages,

though the inherent problem was caused by the Governments ill-conceived and too extensive tax

incentive for the development of hotels (Moynihan, 2010). The extent of this problem was apparent

when the Government decided to remove the tax break for hotel development, leading to three

hundred and fifty applications for the incentive in 2004, with €329 million in tax breaks given for

hotel development in the period 2004 to 2007 and while tourism rose by 70% in the period 1996 to

2004, the number of hotel rooms rose by 150% leading to overcapacity in the marketplace

(Moynihan, 2010). Hotel development in Ireland accelerated at a far greater pace than tourism

numbers increased in the decade before recession took hold and while some smaller hotels closed,

they were replaced by larger properties with more bedrooms, with the average hotel in Ireland

having 63 guestrooms in 2008 compared to 43 guestrooms in 1999 (Kinsella, 2009). This over-

capacity led to many hotel businesses becoming unsustainable and as the recession took hold in

2008 financial institutions foreclosed on many hotel loans. The Government established the

National Asset Management Agency (NAMA) to handle the bad loans which existed on the books of

Irish banks, hence, NAMA became the largest hotel operator in Ireland, appointing companies to

manage lucrative hotel contracts (Kinsella, 2009). It was from these operating contracts that large

hotel operators emerged including Ireland’s largest hotel operator Dalata. These operators ran

hotels on behalf of NAMA and certain foreign banks that had under or non-performing loans on their

books and NAMA appointed operators to manage these hotels, which they took over while they

were prepared for sale.

26

Despite an increase in overseas visitors, the number of hotel rooms in Ireland has actually fallen in

the recent past, with five hundred bedrooms lost in 2015 alone and a reduction of seven percent

since 2012, reductions which can be attributed to the recession, unsustainable debt-laden hotels,

high commercial rates, lack of funding and cash-flow and a lack of incentives to attract tourists

beyond traditional destinations (McCarthaigh, 2015). From a peak of 915 hotels in 2009, in 2016

Ireland had 811 hotels, while the average hotel has 67 bedrooms, and two thirds of capacity was

concentrated in Dublin, along with the counties traditionally associated with tourism, including

Kerry, Galway and Cork (Failte Ireland, 2010, Fáilte Ireland, 2015, DTZ, 2015, Crowe Horwath, 2015).

Ireland’s hotel numbers have increased to over 823 hotels, with the majority of hotel room capacity

in three and four star graded hotels, with 37 Five Star hotels in the country (Failte Ireland, 2019,

Fáilte Ireland, 2018a).

Hotel capacity is not evenly distributed around the country and the regions with the largest number

of hotels include Dublin, Galway, Kerry and Cork, which account for over 56% of all bed-spaces and

where demand is typically high (Fáilte Ireland, 2018a). Fáilte Ireland has identified Dublin, Kilkenny

and Galway as cities where opportunities for increased capacity exist (Fáilte Ireland, 2016c). The

Dublin region has the strongest room occupancy and its business comprises a greater proportion of

room sales than in the other regions where more expansive food and beverage revenue makes up a

larger proportion of overall sales (Crowe Horwath, 2015). International data, in terms of hotel

occupancy, shows that Ireland’s hotels need a sustainable level of occupancy in the mid-sixty

percent in order to prevent heavy levels of discounting, with few countries experiencing sustained

occupancy levels above seventy percent (Failte Ireland, 2010). In 2019, Irish hotel occupancy

reached a high of seventy five percent, continuing on from the upturn which has been sustained

since 2011 (Crowe, 2019a, Fáilte Ireland, 2018a, O'Brien, 2016b).

The number of hotels and rooms in 2019 by classification can be seen in Table 1.1 below:

Table 1.1 Number of Hotels and Hotel Rooms in Ireland in 2019

Number of Hotels Number of Rooms

5 Star 37 9,907

4 Star 331 82,059

3 Star 325 49,635

2 Star 90 4,350

Approved 40 1.932

TOTAL 823 147,883

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Source: Failte Ireland (2019)

As the country moves towards full employment, wage cost escalation is a significant concern for

hoteliers. Payroll and related expenses are the highest area of expenditure for Irish hotels at 35.1%

of total revenue, but due to differences in the sales mix, significant differences exist throughout the

regions with Dublin at 30.6%, the South West at 37.3%, the Western Seaboard at 36.6% and highest

in the Midlands and East at 38.5% of total revenue (Crowe, 2019a).

1.4.3 Ireland’s Capital City - Dublin

Strong room sales in Dublin indicate that the Capital is in full growth mode, while the majority of the

remainder of the country remains in recovery and a large number of hotel rooms are in the pipeline

for Dublin, with almost 1,000 bedrooms delivered across thirteen new properties in the city in 2018

(Hamilton, 2019a, BOI, 2016). The number of hotel premises and bedrooms in Dublin in 2018 versus

the rest of Ireland is listed in Table 1.2 below:

Table 1.2 Number of Hotel Rooms and Beds in Dublin

Region Number of Hotels Number of Bedrooms

Dublin 152 19,112

Rest of Ireland 672 36,481

Total 824 55,593

Source: Murphy (2018)

Dublin, as Ireland’s capital city, is a key driver of the tourism industry and one of Fáilte Ireland’s

goals is to work with its partners to grow the international appeal of the city to even higher levels

(DJEI, 2016). High occupancy levels in Dublin City have pushed overflow demand into surrounding

counties, improving occupancy in the Midlands and East (Crowe Horwath, 2015). Dublin, however, is

facing a shortage of hotel rooms that could threaten its continued growth, as it struggles to make up

for almost ten years of inactivity in hotel room development and while tourist arrivals to Dublin

increased by one third, the accommodation on offer shrunk by six percent, however, this is being

addressed with the current hotel room construction campaign (Hamilton, 2019a, Bodkin, 2016). The

number of hotel rooms in Dublin increased by over 2,000 in 2019, with over 1,000 more due in 2020

(Hamilton, 2019b). Improved consumer sentiment has increased occupancy in regions such as the

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Midlands and East region, where over seventy percent of room nights are generated by the domestic

market (Crowe Horwath, 2015).

1.4.4 The Role of Hotel Chains in Ireland

In the late 2000s, when recession hit Ireland, a number of the key branded players in the Irish hotel

market disappeared due to contracts ending, or properties going into receivership or liquidation.

The international brand adoption agenda was pushed by banks in times of affluence, but when

recession hit they were keen to cut away the high costs of maintaining a brand’s presence in a

property, with international brands such as Ritz-Carlton, Four Seasons, and Marriott disappearing

from the signage of a number of hotels (Davern, 2013). Soft-brands, such as Leading Hotels of the

World, Relais & Chateaux, and Preferred Hotels and Resorts, became a tool for hotels at the upper

end of the market to reach a worldwide audience at considerably lower cost than the traditional

branding process (Davern, 2013).

The end of the recession brought about a resurgence of brands in the high occupancy Dublin market.

Traditionally, Ireland has not been seen as a destination for hotel brands or chains to locate due to

the relatively small size of the market when compared internationally, however changes have taken

place in this regard following the high volume of hotel sales transactions in recent years (Savills,

2015). The Irish hotel sector has experienced significant changes in recent years, as both well-known

hotel brands and international owners have become more prevalent and there has been a reduction

in the number of stand-alone, family owned hotels (O'Dwyer, 2015). The increasing competition

from multinational chains has led to a greater focus on offering high-quality services and this results

in a greater challenge for Irish hoteliers, as they adapt employment practices in the industry to meet

these needs (Wickham et al., 2008).

The increased demand for Dublin hotel rooms, along with the resulting planned increased supply,

could attract more branded properties to the city, leading to an induced demand increase and the

remedy in supply constraint could also make Dublin into a more attractive proposition for large

events and conferences, utilising venues such as the Convention Centre Dublin (CCD), the Royal

Dublin Society (RDS), the Aviva Stadium and Croke Park (Comiskey, 2016).

1.4.5 Hotel Sector Comparisons with Other Countries

A core of attractive and high-quality hotels, which operate to international best-practice standards,

is essential for the optimum performance of the hotel sector in Ireland and in the past decade,

Ireland has greatly improved its hotel stock and is considered a leader in comparison to many other

29

countries (Failte Ireland, 2010). As a result of the difficult trading conditions in the late 2000s,

individual hotel businesses survived and in some cases grew, by refocusing their attention on

delivering value for money while at the same time maintaining a quality product (BDO, 2015b). The

high quality, well-managed hotel stock encourages both international and domestic consumers to

utilise Irish hotels, but maintenance of these properties requires continuous investment (Ahearne,

2014).

Although relatively small in comparison to other European countries, Ireland’s capital city competes

well with its European counterparts ranking 7th highest in Revenue Per Available Room (RevPAR)

growth ahead of cities such as Rome, Barcelona and Lisbon (Crowe, 2019b). Dublin’s hotels are

small in average size and there are fewer hotels relative to population and GDP, in comparison to

other European cities (Bodkin, 2016). Significant improvements in economic fortune have been

achieved over a period of years in Ireland, as in 2010, Ireland’s debt-laden hotels had to contend

with both falling visitor numbers and a competitive market, characterised by new competitors that

were financed by a surge in mortgage lending during the so called ‘Celtic Tiger’ years. Occupancy

rates fell to a sixteen year low, but a clear sign of recovery arose in 2013, when, in the month of

June, Ireland’s capital city generated more revenue growth per available room compared to other

major European cities in the previous twelve months and hotels in Dublin boasted the joint highest

occupancy rates of those experienced in any European city in 2015 (Bodkin, 2016, Flynn and

Callanan, 2013). As Ireland’s tourism performance is influenced strongly by the international trend

in tourism arrivals, it is important that these continue to grow and with an anticipated solid growth

over the next decade in this area, it is essential that Ireland maintains its market share and continues

to profit from these increases in the medium term (Ahearne, 2014).

1.5 Drivers of Success in the Irish Hotel Industry

The hotel industry in Ireland is enjoying a time of sustained growth and this can be attributed to

many factors, including the government and hotelier’s response to the trading environment in terms

of policies and actions (BDO, 2015a). Changes in the industry have been brought about by

exceptional external factors and the current period of growth can be attributed to factors in the

macro-environment, including the improving economies of key source markets, increased air access,

favourable exchange rates, improved consumer confidence levels, and the benefits of being

perceived as a safe destination in times of heightened terrorist activity (BDO, 2015a, Sheehan, 2015,

Fáilte Ireland, 2016a, Crowe Horwath, 2015). A reduced VAT rate, implemented by government to

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drive tourism numbers and the abolition of the travel tax have aided the upward trajectory of visitor

numbers, however, greater efforts are needed in order to help the industry reach its potential in

terms of job creation and growth. However, the restoration of the 13.5% VAT rate in 2019 has

negatively affected regional hotels in particular, with Ireland now having the sixth highest VAT rate

in Europe (Crowe, 2019b, IHF, 2014). On the plus side, growth in GDP, indicating increased

domestic activity, along with improved consumer and business sentiment have also increased

domestic tourism (Crowe Horwath, 2015).

Both the increased international tourism demand and a strong domestic consumer demand, have

increased tourism numbers in Ireland. Between 2008 and 2011, employment in the hospitality

sector declined, primarily as a result of the economic recession which impacted domestic tourism

spending, but increases in both domestic and international visitor numbers have brought about

further employment opportunities in the industry in recent years (EGFSN, 2015a). .

In order to sustain the increased business, hoteliers need to invest in technology, increase the

penetration and utilisation of social media, be cognisant of demographic drivers of change in the

industry and implement strategic plans to manage levels of staff turnover and retain key talent

(Sheehan, 2015).

1.5.1 People as a driver of success

The need for flexibility in the labour force is also a factor which hotel employers need to be

conscious of if they are to operate a successful business and the area of flexibility in terms of

modern working practices is a common thread in the post-recession economy (NRF, 2014, Wickham

et al., 2008). Ireland is one of seven countries in the EU where women make up the largest

proportion of temporary workers at fifty seven percent, however, the overall trend is that males are

seeking more flexible options and this has benefits for both the employee and the employer (NRF,

2014). Temporary work is also an important entry route for young people joining the workforce, an

important factor to consider when Ireland is suffering from high youth unemployment, accounting

for over twelve percent in 2019 (CSO, 2019a, NRF, 2014).

Up-skilling and retraining of hotel staff to meet the demands of rapidly changing technology is

essential if hotels are to remain competitive in the marketplace, while targeting repeat business via a

hotels own website is essential if it is to decrease costly commission levels (Crowe Horwath, 2015).

There have been fundamental changes to how hoteliers sell rooms over past years, namely through

the increased use of technology and the growth in mobile platforms, along with the impact of Online

Travel Agencies (OTAs). Threats from unregistered accommodation service providers, or so called

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“disrupters”, such as Airbnb, also need to be addressed through effective management of resources,

though the introduction of new Government rules for short-term letting in July 2019 should go a

long way towards doing so (Bodkin, 2019).

1.5.2 Consumer demand responsiveness as a driver of success

An increased consciousness of both health and the environment, in terms of consumer preferences,

needs to be considered by hoteliers. Hoteliers need to respond to the needs of Millennials – those

born between 1982 and 2004 – as they are the fastest growing market segment and are expected to

reach fifty percent of all travellers by 2025. Millennials focus on empathy and personal consumer

connection, along with personalised and local service offerings (EGFSN, 2015a). Fáilte Ireland are

already responding to changes in consumer demand and behaviour by changing regulations on

minimum room sizes in hotels, along with adapting regulations in the area of food offerings when

properties are considered for hotel registration (Bodkin, 2016).

1.5.3 Competitiveness as a driver of success

Competitiveness is essential if the hotel industry is to remain in growth mode, however, the

significant role which labour cost plays in competitiveness should not be overlooked, with 2018

personnel costs equivalent to 36% of revenue in the hotel sector – reducing to 35.1% in 2019,

compared to less than 10% in some sectors of manufacturing (Crowe, 2019a, IHF, 2019). Therefore,

while hoteliers are keen to reward staff with the highest possible pay in order to encourage

increased morale, productivity and flexibility, it should also be noted that there are limitations in this

area and going above these limits will inhibit growth opportunities and the incentive to invest

further in the hotel industry. Any national pay agreements, and proposed increases to the national

minimum wage should take account of the labour intensive nature of the hotel business, along with

both national and international competitiveness in the hotel industry (IHF, 2019, IHF, 2015a).

1.6 Key Challenges Facing the Irish Hotel Sector

Having emerged from recession, the Irish hospitality industry still faces many challenges including

sustaining Irelands marketing spend, handling the restored VAT rate of thirteen and a half percent,

dealing with the unsustainable levels of debt on Irish hotels balance sheets, over-capacity in areas

outside the prime tourism centres, the high levels of local authority rates, along with other costs

such as insurance, energy and wages (IHF, 2018). The recovery in tourism was supported by the VAT

rate decrease, creating 33,000 new jobs and making this initiative one of the most successful in

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terms of job creation; in recent times, however, the rate has been restored to its original rate (IHF,

2014).

Cost competitiveness in the sector is under pressure and hotel profitability is well below pre-

recession levels (IHF, 2015a). As hotels are very labour intensive, payroll is a crucial factor and any

changes in this regard to the minimum wage or employment taxes have enormous effects on the

Small and Medium Enterprise (SME) hotels in Ireland (IHF, 2019). Labour productivity in the

manufacturing industry is over five times that of the hotel industry due to the service nature of

hotels and the role of labour is much more significant in the hotel industry than it is in high

productivity sectors such as financial services, information technology and pharmaceuticals (IHF,

2015b). Shortages of staff has meant that labour costs are increasing in percentage terms following

a number of years of improvement in the labour cost ratio (Crowe, 2019a).

An ITIC/IBEC (2016) Report, notes that the tourism sector in Ireland is at a competitive disadvantage

due to the higher cost of utilities, local government rates charges, along with a lack of qualified staff

to service the industry. The sector is also highly susceptible to external forces, including world

economic conditions, geopolitical factors, exchange rates and events such as terrorism which could

devastate the tourism trade (ITIC/IBEC, 2016).

An increased emphasis on tourism development integration is needed and it is essential that there is

additional investment in both tourism marketing and product development in order to compete with

other international tourism destinations (IHF, 2014). Despite the strong growth in both occupancy

and average rates in recent years, one third of hoteliers are still unable to make a profit, due in part

to overhanging debt obligations, excessive commercial rates and a lack of incentives to spread

tourist numbers outside the traditional destinations (McCarthaigh, 2015). The growth in tourism

numbers has not been spread evenly across the country and given the vital social and economic role

played by tourism employment in rural areas, this has created a significant challenge for the many

hotels outside Dublin and the major tourist hotspots, that are facing tough trading conditions

(Hospitalityenews, 2015).

It is anticipated that the growth in hotel room numbers in Dublin city will lead to occupancy declines

outside the city centre, as demand becomes more focused on the central area of Dublin where

development is planned. Although a resulting increase in both the competitiveness and

attractiveness of the Dublin market is welcomed as a result of increased supply, occupancy is likely

to suffer and discounting by hoteliers will be a risk. Older hotels, that have not updated their

33

product, are likely to suffer as a result, particularly as new hotel products come to the market

(Comiskey, 2016).

The decision by the UK to leave the European Union (EU), termed as ‘Brexit’, will have obvious

effects on the Irish hotel industry, and although Ireland’s competitive tourism offering may help to

mitigate negative impacts, the economic uncertainty and weakening of Sterling will have an effect

on visitor numbers from Ireland’s leading inbound tourism market (IHF, 2016, ITIC, 2016). Pricing

and a perception of value for money are key areas for the Irish hotel industry to strategically address

if they are to protect the visitor numbers coming from the UK, challenge increased competition and

mitigate the negative effects of Brexit (ITIC, 2015).

1.7 Staffing the Irish Hotel Industry

As a service industry, tourism relies heavily on its people and the development of a culture of

hospitality, along with quality service provision, both of which are crucial to the competitiveness of

the tourism sector (ITIC/IBEC, 2016). Encouraging careers in tourism is a key factor for the industry’s

success in Ireland and the creation of suitable training structures, along with action to encourage

students to choose jobs in the tourism sector as a career, are essential if the success of the industry

is to be sustained and built upon (DTTAS, 2016).

The Irish hospitality industry has a number of key features, including that it is characterised by

seasonal fluctuations, part-time employment is an important element of the industry, foreign

nationals make up a key component of the sector’s workforce, average hourly earnings are rated as

low compared to other businesses and there are high exit rates amongst certain occupations in this

sector (EGFSN, 2015a). The industry is capable of creating employment in regional areas where

other export-focused fields are constrained, however there are serious skills shortages at craft and

entry level positions which are inhibiting the growth of the sector (IHF, 2014). There is a need to

promote the hotel industry to future generations as a quality employer with career-progression

prospects, if hoteliers are to source and retain quality staff to service client demands (Crowe,

2019a).

1.7.1 Labour Shortages in the Irish Hotel Industry

Whether it was through the buoyant ‘Celtic Tiger’ years, or even in recessionary years, the Irish hotel

industry always seems to face the challenge of filling the gap between the supply and the demand

for trained staff to meet customer’s needs (Davern, 2014b). This has recently been blamed on the

34

withdrawal of government involvement in direct skills funding through dedicated training centres,

where hospitality professionals were trained during the off-season months, however, the

traditionally poor reputation of the industry as an employer means that a career in this industry is

discouraged, particularly at secondary school level and actions need to be taken by industry to

address this going forward (Davern, 2014b).

It is clear that there is not enough investment in training in the hotel industry currently and if it is to

maintain standards and quality, it is necessary that stakeholders invest in training as a priority. By

exceeding customer’s expectations, through strong customer service, clients will become advocates

for the hotel and recommend it to others, however, if a hotel does not deliver on their service

promise, this will lead to guest disappointment and could tarnish the hotels brand (Watkins, 2014).

Government action, however, in terms of a long-term strategy to address the skills shortage

challenge is needed, as this skills shortage cannot be resolved by individual operators (BDO, 2015a).

As tourism growth has meant a growth in the numbers employed in the industry, the current

shortages of skilled staff, particularly in the culinary areas, is in need of an urgent response if growth

is to be sustained and the promotion of the recently accredited apprenticeship programme for chefs

is essential for the sustainable future growth of the industry (Fáilte Ireland, 2016a). In the UK, the

popularity of apprenticeships has increased significantly, with almost 815,000 people participating in

apprenticeship programmes during the period 2017-2018 (Pirri, 2020).

By the second quarter of 2015 there was an increase of 20,000 workers employed in the hospitality

sector, compared to its lowest point in 2011. However, the quality of these jobs is being questioned,

as employers in the sector have a preference for a pool of part-time and flexible staff, rather than

full-time employees on permanent contracts (TASC, 2015). The sector is characterised by low wages

and in 2013 16.7% of all employees in the accommodation and food services sector earned only the

national minimum hourly wage, with an average of 26.4 hours worked on average per week, which is

significantly below the national average of 31.9 hours (TASC, 2015). Part-time employment is a key

element of the hotel industry and offers flexibility for both the hotelier and the employee. Full-time

employment made up sixty percent of the workforce in the hospitality industry in 2014, with the

remaining forty percent employed on a part-time basis, this compared to a seventy-seven to twenty

three percent split across all sectors of the Irish economy (EGFSN, 2015a).

New structures, implemented by Government now makes SOLAS responsible for the funding,

planning and coordination of training, with the Education and Training Boards (ETBs) responsible for

training delivery (DTTAS, 2016). The reform of training policy for the industry is essential and it

needs to focus on areas such as continuous education, up-skilling and equipping workers for career

35

progression into the future, by providing ‘high quality, flexible and responsive education and training

programmes’ (ITIC/IBEC, 2016, p. 10).

1.7.2 Employment Challenges in the Irish Hotel Sector

One of the industry’s primary challenges is the provision of appropriate training and education

opportunities, along with establishing a clear career progression path for those that chose the

hospitality industry as a career and demand shortfalls are likely to emerge in occupations which are

key to the hospitality industry’s growth should action not be taken in the short-to-medium term

(EGFSN, 2015a). The Irish Tourism Industry Confederation (ITIC) and the Irish Business Employers

Confederation (IBEC) call on the government to provide education and training opportunities which

are more in tune with the needs of the industry (ITIC/IBEC, 2016).

The area of labour cost is a constant concern for the industry and the Irish Hotels Federation (2015a)

encourages the government to take account of the specific circumstances of individual industries

when determining national pay levels. Levels of pay and wage inflation are key factors in the

competitiveness of the industry and with Ireland’s minimum wage of €10.10 in 2020 standing at one

of the highest of twenty one countries in the EU, this exerts huge pressure on the competitiveness of

the sector (ITIC/IBEC, 2016). Companies such as Dalata, Ireland’s largest hotel group, caution that

further increases in the minimum wage would erode competitiveness, causing them to alter their

investment strategy, focusing more on the UK rather than Ireland, as Ireland’s minimum wage is

already the second highest in the EU after Luxembourg (Mulligan, 2016).

As the tourism industry in Ireland is often located in areas where there is a weak industrial base, it is

an important part of regional distribution and much of the employment in the tourism industry is

located in places where there are few other employment opportunities (ITIC/IBEC, 2016, Davern,

2014a). The ability of the tourism sector to grow further is linked to the range of skills which are

available in the workforce to assist in this process and while the State Body, the Council for

Education, Recruitment and Training (CERT) established in 1963, previously provided training in the

tourism and hospitality sector, Fáilte Ireland now supports the Institutes of Technology to provide

this training (DTTAS, 2016).

Even though unemployment has fallen to a post-crash low of 4.5 percent, the lowest level in nearly

thirteen years, there are significant numbers of skilled persons on the Live Register who are seeking

employment in hospitality occupations and may be in need of supports to return to work (CSO,

2019a, McCormack, 2016, EGFSN, 2015a). Commentators have questioned how there could be as

many as three thousand vacant positions in the hotel sector with so many unemployed and queried

36

why it is that those choosing college courses are overlooking the sector, which is leading to a deficit

of staff in Irish hotels (Clifford, 2014). Each year the industry needs to replace over three thousand

craft-level staff due to natural attrition alone and international workers are viewed as a key source of

labour for the hospitality industry in Ireland (O'Brien, 2014, Wickham et al., 2008).

The largest concentrations of employment in hospitality-related roles in the Irish economy are

waiters/waitresses at 17.4% of the total workforce, while Chefs make up 15.2%, kitchen/catering

assistants 14.7%, bar staff 11.8% and managers/proprietors make up 5.2% (EGFSN, 2015a). The

aforementioned occupations made up two-thirds of the hospitality related employment in Ireland in

2014 (EGFSN, 2015a).

In Dublin alone in 2018/2019, it’s city council granted planning permission for over seventy

restaurants – many of which were granted a change of use from commercial designation – and

staffing these new ventures will lead to further pressure on the overall hospitality market for staff

(Flynn, 2019).

1.7.3 Responses to Skills Shortages in the Irish Hotel Sector

In 1997, the Expert Group on Future Skills Needs (EGFSN) was established to advise the Irish

Government on current and future skills needs in the economy. In November 2015, the EGFSN

published a report which investigated the future skills needs of the hospitality industry in Ireland up

to the year 2020 and set out recommendations and measures, which are designed to address skills

requirements for the Hospitality sector in Ireland (EGFSN, 2015a). The main skill shortage identified

by the industry, in their 2015 EGFSN Report, was for suitably qualified chefs, with shortages of

commis chefs leading into the shortages experienced at more senior levels. Gaps were also

identified in basic skills at many entry level and junior level positions, waiting staff and other areas.

Hoteliers in Ireland have expressed their concern at the gap in key skills available, such as specialised

front of house skills, yield management, sales and marketing, along with certain food and beverage

skills. Concerns were also expressed that gaps are apparent by geographic location, though these

gaps were not always higher in remote locations (EGFSN, 2015a). The main reasons cited by the

various stakeholders for these skills gaps, include the insufficient number of people in Ireland with

the appropriate level of training and experience, along with the poor reputation of the sector as an

employer (EGFSN, 2015a). An international review of initiatives to address such skills gaps,

37

undertaken as part of the EGFSN Report, highlighted the broad consensus on the importance of

balance between a strong vocational training system, with general academically focused hospitality

courses, the involvement of industry in the design of courses, the active promotion of the industry as

a career by hospitality representative bodies, along with the importance of the accreditation of skills

due to the mobility of personnel in the hospitality industry (EGFSN, 2015a).

In prime tourism regions, shortages of skilled staff in the hotel industry have reached a critical level,

with, for example, Kerry County Council calling for government intervention to offer incentives to

attract people to an industry which is a key economic driver for the region (Lucey, 2016).

Hoteliers in Ireland are now looking to change the unfavourable image which the sector has

experienced in the past, through increasing salaries for high skilled jobs in the sector and by putting

a greater emphasis on training, with almost all hotels planning on hiring new staff as their business

continues to grow (Hospitality Ireland, 2016). Fáilte Ireland is also collaborating with cookery

schools and education providers, by offering new thirty-four week training programmes to produce

commis chefs for an industry which requires five thousand new chefs each year until 2020 to meet

increased demand (Digby, 2016). This initiative, along with the reintroduction of kitchen

apprenticeships, echoes back to the traditional system where there were clear career paths, where

those that completed apprenticeships could move up through grade schemes and achieve a decent

position with a good salary. The relatively recently introduced chef-related apprenticeship

programme, approved by the Apprenticeship Council and involving the collaboration of the main

hotel and restaurant representative bodies, is expected to deliver 130 to 150 apprentices on an

annual basis (EGFSN, 2015a).

The casualization of the workforce which the hotel industry experienced over the last two decades

has flattened the promotional and occupational structure, with many grades removed from hotel

industry training (TASC, 2015). As career progression is a driving force for workers to stay on in their

current roles, hoteliers must respond to this need by offering opportunities for workers to progress

in the business, or employees will look elsewhere, even in spite of a generous remuneration package

(Hunt, 2015). Concerns have also been expressed that although there are a wide range of education

and training courses available for the hotel industry, they are of a somewhat fragmented nature

(EGFSN, 2015a)

The gap between supply and demand in terms of skilled staff is not just an issue in Ireland, as in New

York City for example, a lack of available accommodation within commutable proximity to hospitality

businesses, has led to them experiencing a severe shortage of candidates for available positions

38

(Davern, 2014a). In London, riskier restaurant concepts are being side-lined in favour of high-

volume, more casual concepts and some establishments are reducing the number of days which

they open each week, in order to allow for the shortage of staff (Naylor, 2015). In Australia,

Austrade – the federal government department responsible for the tourism sector – warns that the

industry faces shortages which are constraining its ability to meet growing global tourism demand

and the government has produced a guide to developing tourism employment plans, along with

streamlining the visa process for certain overseas staff (Aspire, 2014, Wylde, 2015a).

In an effort to address the shortages of certain categories of worker in the economy, from January 1 st

2020 the Irish Government has made changes to their permit system to allow chefs of all grades

from outside the European Union to become eligible for an employment permit and to remove the

cap on numbers and allow commis chefs to become an eligible category (Hamilton, 2019d).

1.8 The Attraction and Retention of Staff

Staff retention levels in Irish hotels are an issue and in an improving hotel sector, employers are

finding it more difficult to retain staff and therefore must offer initiatives in the areas of training and

staff development in order to retain key staff (HospitalityIreland, 2016). Companies such as Jury’s

Hotels, still see the benefits of offering staff training, even if an employee leaves shortly afterwards,

as they become ambassadors for the company and talk positively about the opportunities they

received while working there (HospitalityIreland, 2016).

Issues with the attraction and retention of trained chefs are changing how we eat, with the upper

end of the industry struggling to find talent in a tight labour market and investors moving towards

restaurant concepts which rely less on original and creative cooking and are therefore easier to staff

(Naylor, 2015). Employee categories such as trained chefs are experiencing acute shortages in

Ireland, with the EGFSN citing that 5,000 chefs are needed annually up to 2020 to keep up with

demand, even though 1,800 qualify from certified culinary programmes annually (OBrien, 2016).

As the economy improves, so too does the competition for talent and talent attraction strategies and

employer brand propositions are a key focus for companies as they develop strategies to meet their

workforce planning needs (MorganMcKinley, 2016, p. 3). The attraction of suitable talent, along

with areas such as retention and employee development, are key aspects of many organisation’s

agendas and while basic salary is important, areas such as flexibility, pension benefits and work-life

balance can be equally important (Recruitment, 2016). Employee benefits programmes lead to a

39

significant investment for employers, but such benefits are essential as employers struggle to attract,

motivate and retain staff to meet increased consumer demand (SigmarRecruitment, 2016).

The sharp drop in birth rates experienced in the eighties and early nineties, along with outward

migration during the recessionary years, now means that many companies in Ireland are having

difficulty finding suitable staff to fill vacant positions and the importance of employer branding, and

differentiating an organisation from its competitors is becoming more and more important

(Recruitment, 2016). While some level of staff turnover is expected, and indeed often welcome, a

strategy must be put in place to retain key staff in order to maintain a competitive edge, employee

performance and productivity (Lanigan, 2016).

Millennials are challenging hotel employers to offer new forms of training in line with their constant

need to access technology and this is why companies such as the Irish-based Prem Group offer self-

paced training through mobile devices and Jury’s Hotels offer an on-line portal where staff can

access employment information instantly (HospitalityIreland, 2016). The Dorchester Collection in the

UK has changed their approach from a mandatory training model towards allowing individuals to

guide their own development and this has reduced employee turnover to nineteen percent, with a

resulting saving of £1.1 million sterling (Pirri, 2020). The engagement of employees is essential to

enhancing their job satisfaction, and can be instrumental in the retention of Millennial employees

(Park and Gursoy, 2012).

1.9 Attracting and Retaining Inter-generational Employees

It is clear that major generational demographic changes are happening in today’s workforce. Each

generation has its own unique set of values, skills and characteristics, which are shaped by their

stage in life and life experiences, and Generation Y – those born in the 1980’s and 1990’s - is no

different, meaning that employers have to comprehend the underlying value structure of this

generation (Gursoy et al., 2013, Park and Gursoy, 2012, Zopiatis et al., 2011). In modern workplaces,

different generational groups also have certain expectations in terms of employee benefits, which

are shaped by their birth cohort, age, life stage, formative experiences and historical experiences

(Dencker et al., 2007).

The current workplace has the largest diversity of generations represented than at any other time in

history and these employees from diverse age groups react differently to the areas of motivation

and retention (Glass, 2007). The flattening of today’s organisational structure has led to a mix of

four generations in the same work environment and the resulting tensions have necessitated greater

time spent handing intergenerational conflict (Wieck, 2008). In the year 2020, Millennials now

40

comprise 50% of the workforce and therefore the motivation of Millennials and management’s

response to their attitude toward organisational membership and commitment are areas which HR

managers must address urgently (Agrawal, 2016, Myers and Sadaghiani, 2010).

1.10 Conclusion

It is therefore clear that the tourism industry and indeed the hotel sector in Ireland, is an important

driver of the overall economy. A key driver of the industry’s success is the staff and strategies need

to be in place to attract and retain key employees to service the demands of today’s hotel guests. As

the hotel industry in Ireland grows, it needs a large pool of talent to draw upon to satisfy guest

needs. Hotels need to be cognisant of the need to meet the demands of a multigenerational

workforce if they are to be successful in retaining members of different generations who have

diverse needs to fulfil in the workplace.

41

CHAPTER TWO

CHAPTER 2: LITERATURE REVIEW

2.0 Introduction

The Irish hotel industry is an important part of the overall tourism sector in Ireland, a sector which

welcomed almost 11 million visitors in 2019, who contributed over €6 billion to the economy and

helped sustain over 225,000 jobs (Tourism Ireland, 2019, O Conghaile, 2018). While Irish businesses

are concerned by factors such as technology and the exit of Britain from the European Union, their

primary concern is the area of staff retention (Gleeson, 2018, Weckler, 2018). Indeed, Hamilton

(2019c), quoting an IBEC report states that the largest obstacle which the Irish economy faced in

2019 was the capacity constraint in labour market, with the prime age bracket of twenty-five to fifty-

four years participation rate at its highest ever, leaving very few potential employees easy to reach

in the labour market. The Irish hotel sector is facing a serious problem where the demand for

workers is outstripping supply and the growth of the industry is being damaged as a result (Slattery,

2018). With tourism visitor numbers forecast to grow to 13.7 million by 2025 and a planned

42

requirement for 80,000 extra workers for the sector, the need to address the transient nature of

hotel workers has never been more crucial (McMahon, 2018). The retention of staff for the hotel

industry is an area of significant concern, with hotels displaying some of the highest levels of

employee turnover (CIPD, 2016). The retention of suitable talent is a key part of many organisation’s

agendas and this task is further complicated by businesses’ adaption to the needs of Generation Y

employees, a task which is deemed to be one of the most challenging of the next decade for the

hospitality sector (MorganMcKinley, 2016, Zopiatis et al., 2012).

The reputation of hotels as employers is a subject which needs attention if the industry is to

maintain business growth in a tight labour market. The area of employee retention, in the context of

hotels, is a topic of significant debate and has been extensively written about by authors such as Yao

et al. (2019), Deery and Jago (2015), Lee et al. (2015), Robinson et al. (2014a), Davidson et al.

(2010b), Deery (2008), Poulston (2008), O'Leary and Deegan (2005) and Hinkin and Tracey (2000).

The areas of employer reputation and staff retention are further complicated by the differing needs

and attitudes of the various generations currently employed in the hotel industry, a topic extensively

discussed in research papers by authors such as Barron et al. (2014), Chi et al. (2013), Choi et al.

(2013), Gursoy et al. (2013), Lub et al. (2012), Park and Gursoy (2012), Zopiatis et al. (2011), Solnet et

al. (2010), Chen and Choi (2008), Gursoy et al. (2008) and Solnet et al. (2008). This concern for staff

retention in hotels occurs at a time when the industry world-wide is experiencing severe staff

shortages, which have led to hoteliers and restauranteurs in cities such as London and New York

changing their offerings as a result of their inability to meet demands, due to a lack of suitable

employees (Naylor, 2015, Wylde, 2015b, Aspire, 2014).

In light of the title of this research and the severe shortages in labour which currently exist, and to

better understand retention practices in hotels, it is useful to explore the literature in five distinct

sections:

The Labour Market in Ireland – to provide background and context

Generational Issues

Employee Retention

Employer Reputation

The Employer Brand

These areas are deemed essential to the attractiveness of Irish hotels as an employer. In each of

these major Human Resource (HR) topics, the research will explore how different generations have

43

responded to factors which determine the influences on these areas, along with the issues which

shape policy in these crucial subjects.

THE LABOUR MARKET IN IRELAND

2.1 The Labour Market

The Labour Market operates based on supply and demand, is a dynamic, non-static concept and

exerts an important contextual influence on industrial relations, particularly as regards recruitment,

training, development and reward systems (Wallace et al., 2013, Baum, 2008). The market is

influenced by bargaining power and most countries in the world have difficulty in maintaining a

balanced labour market in the constantly changing macro-environment (The Economic Times, 2016,

Careers Portal, 2016). According to the resource-based view, it is through the effective use of a

company’s internal resources, such as labour, that a firm creates a competitive advantage in the

marketplace (Wachsen and Blind, 2016).

The main factors which explain the changes in the labour market in Ireland during the most recent

recession from 2008 to 2013 are:

The job losses which occurred as a result of the general downturn in the economy

A once-off adjustment in employment which occurred due to the collapse of the

construction industry in Ireland

A long term shift which is hollowing out middle paying jobs in the labour market

(O'Farrell, 2013)

In current economic conditions, pressure on the Irish labour market is exasperated by the fact that

there are now fewer young people in the labour market in Ireland, with the number of 20 – 29 year

olds falling by 26% between 2009 and 2014, with this attributed to the lower birth rate in the 1990’s,

along with outward migration (EGFSN, 2015b).

2.1.1 The Irish Labour Market Post-Recession

The Irish Labour Market has improved since the 2008 – 2013 recession and the unemployment rate

has declined significantly as a result, with the largest employment increase occurring in the skilled

trades (McGuire, 2015a). 2019 saw the unemployment rate fall to 4.5%, with a sharp rise in female

participation up to 64.3% and this unemployment rate is said to be close to “full employment” – a

stage where almost everyone who wants a job, has a job, creating a very competitive labour market

(CSO, 2019a, CSO, 2019b, IrishTimes, 2019). The primary challenge which the Irish economy faces

44

over the next five years is to increase the supply of labour to the market, but this is a major

challenge as tight labour market conditions exert pressure on wages and the balance of negotiation

power tips towards both employees and unions (McGuire, 2015a, Wallace et al., 2013).

A feature of the Irish labour market is the high turnover in certain occupations, including lower level

occupations such as waiters, cleaners and catering assistants, while labour shortages are intensifying

in areas such as hospitality (McGuire, 2015a). It is argued that policy efforts need to continue to

address labour shortages, along with the retention of staff in sectors such as hospitality (McGuire,

2015a). Categories of staff such as ‘chefs and cooks’, are experiencing a below average

unemployment rate, along with skills shortages and while there were approximately 1,500 job-ready

chefs seeking work in May 2015, two thirds of these were not suitably qualified in culinary skills, with

a Leaving Certificate or less being the highest level of education that they had attained (Solas, 2016).

There have been many reports of chronic labour shortages in the hospitality sector in recent years,

with the EGFSN reporting that 5,000 chefs are needed annually between 2016 and 2020, yet despite

this demand only 1,800 qualify from certified culinary programmes each year (O'Brien, 2016a). In its

2016 Action Plan for Jobs, the Irish Government warned of the constraints and pressures which are

emerging in a growing economy, while labour shortages in growth sectors were emphasised as a key

priority as this issue could damage competitiveness significantly (DJEI, 2016). Payroll cost increases

are a significant threat to the profitability of Ireland’s hotel sector and this rise is primarily driven by

a shortage of staff due to the low overall unemployment rates which then drives hotels to offer a

premium above the minimum wage to attract and retain staff (Mulligan, 2018). In Ireland, it can

now cost €13,100 to replace an employee who leaves, with the cost of same doubling in the period

2017 to 2018 and the talent crisis has led to salary auctions, which in the long-term do not improve

retention (Woods, 2018).

In 2018, following lobbying from the industry, the Irish Government eased restrictions on work

permits for non-EU workers, allowing for select categories of hotel worker such as Executive Head

Chef, Head Chef, Sous Chef and Chef de Partie to be recruited, subject to a number of restrictions

(Bright, 2018).

2.1.2 Positive Signals in the Irish Labour Market

In 2016, real GDP grew by 7.8%, while 2017 saw a 7.3% growth and 2018’s GDP growth reached

8.2%, making Ireland the fastest growing economy in the EU, with further strong - but more

moderate - economic growth predicted going forward, depending on factors in the macro-

environment and their potential effects on the economy (RTE, 2018, ESRI, 2016). Tax receipts have

shown strong year-on-year increases and the budget deficit is on a firm downward path, while

45

labour market productivity has grown consistently in the Irish economy since 2010 (ESRI, 2016). As

the economy recovers, many of the jobs in the hospitality sector have been restored in line with

improvements in the general economy, particularly those at lower paid levels and as austerity

policies are reduced (O'Farrell, 2013).

2.2 The Minimum Wage in Ireland

In 2015, the Low Pay Commission (LPC) was established by the Irish Government, with a primary aim

to provide a minimum wage which is both fair and sustainable and which provides an incentive for

people to work, without negatively affecting the economy or employment (ESRI, 2016). Ten percent

of Irish workers are earning the minimum wage and four out of five of these come from Ireland’s

services sector (Brennan, 2017, CSO, 2017). There is a concentration of minimum wage earning

employment in the Accommodation and Food Sector and this category made up 7.4% of all

employees in Ireland in 2014, with 24.7% of these earning the minimum wage in 2017 – up from

23.2% in 2016 and 21.9% in 2013 (CSO, 2017, ESRI, 2016).

The National Minimum Wage in Ireland was initially introduced on 1st April 2000, and was set at

€5.58 per hour, but it has climbed steadily, with the rate in 2020 set at €10.10 per hour and the LPC

has stated that any further changes must take into account issues such as childcare costs, housing

costs, the need to maintain competitiveness, the uneven recovery in the economy, along with

currency exchange rates. The Government agreed with an LPC recommendation to increase the

minimum wage and with many hotels typically paying between €1 and €3 above this level to attract

and retain staff, there is concern that overall payroll costs for hotels will return to levels as high as

thirty nine percent (Mulligan, 2018).

2.3 Current Challenges in the Irish Labour Market

One of the key challenges for Government is to deal with the situation with workers in sectors such

as hospitality who have casual working arrangements, known as “if and when” agreements, which

operate outside the existing labour laws in Ireland (Wall, 2016). These employers involved in such

arrangements are under no obligation to provide work and the workers are under no obligation to

accept work when offered, however this means that the worker has few rights, no certainty over

hours and pay and no continuity or security in the job (Wall, 2016). It is envisaged that even more

employees will be employed on a casual basis in the future, therefore more research needs to be

46

performed on gaining a greater understanding of this casual status in the workplace in terms of

motivation, performance and levels of commitment (Allen, 2011).

Inequality in pay in terms of gender is also an area of concern in the Irish Labour Market, with the

gap currently standing at 14% and pay disparity between males and females greater than that shown

in 2008 (Woods, 2016). It has been suggested that one of the main reasons for this large gap is the

over-representation of males in senior decision-making roles and that transparency in sharing pay

levels going forward will radically address gender inequalities (Woods, 2016). There is a lack of State

support for childcare which inhibits labour market participation, particularly that of females and the

Government has listed this as a priority action in their Action Plan for Jobs (DJEI, 2016).

The hospitality industry in Ireland has not been as progressive as needed in developing programmes

which aid career progression and creating clear pathways for promotion within the industry

(HospitalitySkillsOversightGroup, 2018).

2.4 Characteristics of the Hospitality Industry that make it different

Hospitality is a labour intensive industry requiring various skill-sets ranging from the un-skilled to the

highly skilled, together with important customer contact skills (Yam and Raybould, 2011). The

human element in the hospitality industry effects areas such as customer satisfaction, service

quality, customer loyalty, competitive advantage and overall organisational performance (Kusluvan

et al., 2010). Labour intensive employment is an essential component of the hospitality product and

the retention of high performing employees is key to service delivery, particularly due to the

intangibility, heterogeneity and inseparability characteristics of the service industry (AlBattat and

Som, 2013, Karatepe, 2013b, Noor et al., 2010, Solnet, 2006). Due to hospitality organisation’s

dependency on the human factor, labour turnover has become a critical problem. Despite this, hotel

managers often do not take responsibility for the high levels of employee turnover and instead

blame macro-economic, social or political factors (AlBattat and Som, 2013, Kazlauskaite et al., 2006,

Solnet, 2006). High employee turnover rates are considered one of the largest challenges facing

hospitality organisations worldwide and employment in hospitality is often perceived to be

unattractive and temporary, mainly due to perceptions of low wages, a lack of job security, poor

working conditions and a lack of promotional opportunities (Davern, 2018, Goodwin, 2018,

Santhanam et al., 2015, Barron, 2008).

As services are inseparable from their provider, increased organisational commitment on behalf of

the employee will lead to their greater motivation and a more competitive organisation (Nadiri and

47

Tanova, 2010). Areas such as the culture of the organisation, its human resource management

(HRM) strategy and practices, along with the organisational climate, can be directly linked to both

customer service outcomes and the overall organisational outcomes (Kusluvan et al., 2010).

‘The pressures that hospitality and tourism employees are under appears to significantly contribute

to employee turnover and the lack of staff retention’ (Deery, 2008, p. 794). There is scant evidence

of innovation in terms of HRM practices in the hospitality sector, and employee turnover is often a

consequence of a lack of opportunity for training and progression rather than lack of job satisfaction

(Worsfold, 1999). The need to retain employees in the hospitality industry, with its high level of

employee turnover, has made the topic of organisational commitment a pertinent topic and it is

proposed that employee retention in the hospitality industry is a strategic issue with which to gain

competitive advantage (Karatepe, 2013b, Kuruüzüm et al., 2009). Employers need to put greater

emphasis on human resource practices in an effort to improve retention and mitigate the negative

image of the industry (Santhanam et al., 2015).

2.5 The Hospitality Labour Market in Ireland

In terms of overall employment, Ireland is almost twice as dependant on the hospitality sector for

employment as other European countries, but a key challenge is the high rate of “churn” in the

industry (O'Brien, 2016a). The majority of businesses in the Irish hospitality sector are small, with

approximately 75% of workplaces employing less than fifty people, with the majority being

indigenously owned, though the importance of multinationals is on the rise (Bobek and Wickham,

2015). As management styles for hotels often differ by ownership, it is important to note that while

smaller hotels outside the capital are normally family-owned, larger hotels in Dublin are often

managed by international chains, leading to different HR management styles, with the hospitality

sector in Ireland characterised by ‘Hard HRM’ practices where the focus is on controlling costs

(Bobek and Wickham, 2015). There is an even gender balance in the hospitality industry in Ireland,

with approximately 49% male employment and 51% female employment in 2010 (Bobek and

Wickham, 2015).

There is a large degree of labour flexibility in the Irish hotel industry, meaning that a relatively higher

proportion of employees are working on a part-time basis, with relatively low hourly wages, with

40% of total employment on a part-time basis, compared to 23% in the total workforce (Bobek and

Wickham, 2015). In 2010, the average hourly rate paid in the hospitality sector in Ireland was the

lowest of all sectors at €12.69, with 57% earning less than €400 per week, while a large proportion

48

of employees are employed on a seasonal basis in certain parts of the country (Bobek and Wickham,

2015).

The accommodation and food services sector employs a large number of migrants, with reports of

between 33% to 40% of total employment and there is widespread employment of staff on non-EU

student visas, allowing them to work up to twenty hours per week on a part-time basis (Bobek and

Wickham, 2015).

An area of concern, is that employees in the hotel and restaurant sector are the least likely of all

employees to receive training (Bobek and Wickham, 2015). Government support in the form of

training for the unemployed, through programmes such as Springboard and Momentum, is

welcomed, and initiatives are also needed to re-skill and up-skill employees to meet the demands of

today’s employers (Department of Education and Skills, 2016). With the number of people aged

sixty years or over projected to account for 29% of the population in the future and with only 43% of

private sector workers enrolled in a funded pension, the Government has already introduced

strategies to ensure older workers have the skills to remain in the workforce and they have also

increased the retirement age to 66 years from January 2014, moving to 67 years in 2021, and 68

years in 2028 (Department of Education and Skills, 2016).

In their 2014 submission to Government on the formulation of labour policy from 2015 onwards, the

Irish Hospitality Institute (IHI), expressed their belief in the role that hospitality has to play in youth

employment, along with their grave concern at the gap in skills which was developing for the

hospitality industry in Ireland and they have repeatedly called for the re-establishment of CERT – the

former State training agency - training centres, where many hospitality employees were trained in

the past, before this body was abolished in 2003 (Davern, 2014b). The Restaurant Association of

Ireland (RAI) warned that the shortage of trained chefs in the country was a threat to the industry’s

growth and expansion and although they welcomed the changes to the apprenticeship scheme, they

also called for the establishment of ten new chef training centres nationally to tackle a deficit of

5,000 chef trainees which they believed were needed annually (RAI, 2015). By 2019, the RAI says

that this deficit has climbed to 7,500 chefs a year and with close to full employment in the wider

economy and high living costs, a crisis point has been reached in the sector (O'Brien, 2019).

There has been a resurgence in the interest in the area of apprenticeships in the last number of

years, beginning with the Irish Government’s publication of an action plan to expand apprenticeships

covering the period 2016-2020, part of which targeted the hospitality sector, the establishment of

an Apprenticeship Council in 2014 and the subsequent offering of apprenticeship categories to the

industry such as Commis Chef, Chef de Partie and Sous Chef (Gallagher, 2018). The RAI, however,

49

believes that the remodelled apprenticeship system is not working for the hospitality sector and that

a key issue is that businesses must pay apprentices while they attend college, a situation which is not

an issue in other sectors such as construction, where apprentices receive a training allowance while

attending off-the-job training (O'Brien, 2019). The renewed interest in the area of apprenticeships

on behalf of Government as a mode of training for positions such as chefs has assisted where

candidates require work-based provision of training, as opposed to strictly academic programmes of

learning and where the students can hone their skills outside the pressurised workplace, while also

gaining experience in a realistic work environment (Price, 2019). In the USA, for example, the

apprenticeship model is seen as being attractive to students due to the continuing rise in college fees

and to industry due to its ability to fill positions immediately, at a time when 35% of restaurant

owners state that they currently have vacancies to fill (Tolbert, 2019).

In 2017, an investigation into the treatment of hospitality workers in the West of Ireland, led to over

400 submissions, where illegal hours worked, the retention of payslips and tips, along with the

casual sexual harassment of female employees were all cited as concerns (Macnamee, 2017a).

Contributors to this investigation stated that abuse of workers in the hospitality sector is rife, and

that it is an industry where the exploitation of employees is increasing, with the Workplace Rights

Coordinator stating that the sector has one of the highest levels of complaints made against it

(Macnamee, 2017b). Walsh (2017) states that the hospitality sector has a body of work to do in

order to demonstrate that it has good employment prospects and to overcome negative

perceptions, but argues that on the positive side, the industry can offer flexible working hours,

career promotion within short periods of time, along with the opportunity to travel.

To tackle a perceived image problem and a shortage of chefs, an organisation called Chef Network

was established in 2016 to improve communication between chefs. In 2018, following a series of

workshops country-wide, they launched their voluntary code of conduct which prioritises work-life

balance and ensures feedback given to staff is constructive and provides a learning opportunity,

stating that they need to create a more attractive place to work and with the belief that they must

concentrate on keeping people in the industry before they go about attracting the 7,000 to 8,000

chefs they feel are needed for the industry (Harford, 2018). Industry representatives acknowledge

that they need to work more closely with the colleges in order to attract people into the sector and

reach future candidates through teaching school children about the merits of working in the hotel

and restaurant industry, as there is concern that the current career guidance is not encouraging

work in the sector (Price, 2019).

50

2.6 Employee Turnover in the Hospitality Industry

Industries such as hotels, retail, call centres, catering and leisure, display some of the highest levels

of employee turnover and the area is a source of daily concern for practitioners, with a continued

demand for research on the topic (CIPD, 2016, Brien et al., 2015). Indeed, the hotel industry has the

highest rate of staff turnover, with levels deemed to be unacceptably high (Mohsin et al., 2013).

Much of the previous literature on turnover is related to the Baby Boomer and Generation X

members due to their prominence in the workplace, but it is agreed that the topic needs more

research, particularly with regard to Millennials in the workplace (Brown et al., 2015).

The sector is said to exhibit a dual-face, finding it difficult to attract suitable labour on one side and

having relatively high levels of labour turnover on the other, leading to significant losses in terms of

human capital, training and quality, which in turn have a negative effect on productivity and

profitability (Sahi and Mahajan, 2014, Davidson et al., 2010b). The hospitality sector has a poor

reputation as a source of permanent employment and this adds further challenges as a sense of

employee-employer collegiality is said to be weaker in those employed on a part-time basis (Brien et

al., 2015, Barron, 2008). While low levels of employee turnover in any occupation are acceptable in

order to eliminate low performers, reduce potential stagnancy and increase innovation, high levels

of employee turnover result in inferior performance, low morale and productivity along with

increased customer dissatisfaction (Lu et al., 2016, Brien et al., 2015, Ranjan, 2014). It is clear that

the high costs of employee turnover lead to a negative impact on hotel finances, giving greater

importance to the area of staff maintenance (Mohsin et al., 2013).

Key roles in the industry, such as the kitchen area, have been associated with aggression, pressure

and long hours and as a result employees in this area are susceptible to mental and physical

breakdowns, health issues and drink or drug addiction (Naylor, 2018). These issues have led to a

large turnover of staff – 19,000 annually in the UK in the case of skilled chefs – and in an effort to

improve retention, owners have introduced initiatives such as four day weeks for the same salary, a

strategy which is gaining traction in the greater hospitality industry, along with eliminating split-

shifts and offering paid time off to participate in company fitness challenges and to carry out

volunteer work in the community (McLaughlin, 2018, Naylor, 2018). In the UK, shortages in terms of

staff for the hospitality industry are set to increase due to freedom of movement in line with Brexit,

exasperating an already severe skills shortage of over 60,000 per year (Pirri, 2020). The issues have

also led to the rapid promotion of staff, often before they are ready, which again leads to burnout

and turnover and with an estimated 9,500 chefs needed to fill vacancies in Ireland in 2019, coupled

with a lack of younger people choosing the industry as a career due to its undesirable nature,

51

vacancies particularly in the kitchen area are at crisis levels (McLaughlin, 2018). To combat the lack

of candidates applying for positions such as waiter and chef, employers such as the Michelin Star

Gauthier Soho have offered a £1,000 bonus in return to committing to work for one year, but even

this is not helping with all three candidates who took up the offer leaving the restaurant within the

first three months, despite also being able to participate in a private pension scheme, get health

insurance and gain access to a research and development fund to sample other restaurants (Lewis,

2018).

It is notable that hotels generally regard the high levels of labour turnover which they exhibit as part

of the norm and employees within the sector often believe that they are entering an industry which

has limited career development opportunities (Davidson et al., 2010b). Labour turnover has a

significant cost, in terms of both the tangible cost of human capital leakage and the intangible costs

pertaining to the loss of skills and inefficiency which result. It does, however, fall outside the

conventional accounting practices in place in hotels and is often not recognised as a serious problem

and cost, yet it is clear that managers need to develop a greater understanding of the concept of

employee turnover and should minimise employee turnover at all costs for the benefit of

organisational success (Davidson et al., 2010b, Ongori, 2007). Demographic variables such as

gender, age, education and job tenure, all have an effect on turnover intention (Jang and George,

2012). It is critical that the turnover intentions of employees are addressed at the beginning of the

employment relationship and the effective use of HR practices is essential in this regard (Akgunduz

and Sanli, 2017). Poor recruitment practices, combined with poorly-designed or sometimes non-

existent induction programmes for new employees, both contribute to high levels of employee

turnover (CIPD, 2016).

It is essential for businesses to identify, not only why employees leave, but also why they decide to

stay (Davidson et al., 2010b, Ongori, 2007). It is clear that the challenge with regard to staff

shortages is not going away and that the hospitality sector needs to do things differently in order to

deal with this issue (Pirri, 2020). Though much research has been carried out on the area of

employee turnover, Ongori (2007) postulates that more work has to be done on examining the

sources of employee turnover and suggests that strategies are developed to mitigate employee

turnover, thereby enhancing organisational effectiveness. Based on their current working conditions

and an unfavourable view of the hotel industry’s future prospects, along with the demand exhibited

by other sectors in the service industry for hospitality professionals, employees are leaving the hotel

industry to work in other areas (McGinley et al., 2014). The concept of job-hopping has become

popular amongst the Millennial generation, many of whom participate in the gig-economy where

they move from job-to-job (Woods, 2018).

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2.7 The Labour Market and Generational Issues

Businesses nowadays are faced with a more diverse range of employees in terms of areas such as

age, gender, race and education, and HRM policies need to be adapted to suit diverse needs

(Hernaus and Vokic, 2014). Empirical findings in regard to generational differences are still relatively

in-conclusive and as a result many organisations do not have the appropriate recruitment and

retention strategies in place to meet the needs of a generationally diverse workforce (Hernaus and

Vokic, 2014). Therefore, changes need to be made in HR practices in order to accommodate the

newest working generation if organisations are to ensure that productivity is not adversely affected,

and in order to maintain competitive advantage (Stewart et al., 2016).

Millennials (those aged from eighteen to their late-thirties) tend to change jobs more frequently

than previous generations, on average once every 2.5 years during their first ten years out of third

level education and this has been ascribed to their desire to try new things, seek further challenges

and new responsibilities (Holmes, 2016). The issue of relatively short tenures amongst Millennials

has become such an important challenge, that companies such as PWC have commissioned a two

year generational study (Stewart et al., 2016). Companies such as Citigroup, in an effort to recruit a

greater number of Millennials, are offering initiatives such as rapid promotional paths, one year

leave of absences for charitable work, and the opportunity to work on diverse projects (Stewart et

al., 2016). In Google, their “bungee program” allows empowered employees to change to a different

department for a period of time, while at Hootsuite, a “stretch program” allows participants a full

calendar quarter to try another department (Holmes, 2016). In Rocco Forte Hotels, being cognisant

of Millennials comfort with new technology, a company career map, available on the “ Map My

Future app”, shows employees the possible career paths beyond their current role, and outlines the

training needs which employees will need to address, thereby supporting career progression, while

addressing skills gaps (Price, 2016).

It is clear, therefore, that the retention of Millennials in the hotel industry is an issue of much

concern and that further actions need to be taken to resolve this issue in light of this generational

cohort’s importance to the sector as a source of labour. The subject of generational issues in the

context of the workplace will now be examined.

GENERATIONAL ISSUES

2.8 Generational Differences

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The birth years of demographic groups, which are present in the workplace, are a source of debate

as highlighted by authors such as Stewart et al. (2016) and Lub et al. (2012). Presenting clear

boundaries for the Millennial cohort is no different, with Wieck (2008) stating that they were born

between 1982 and 2002, Myers and Sadaghiani (2010) suggesting they were born between 1979 and

1994, while Hernaus and Vokic (2014) suggest that Millennials were born between 1980 and 2000.

Some examples of these differences are displayed in Table’s 2.1, 2.2 and 2.3.

Table 2.1 Demographic Groups present in the workplace

Generation Years Born

Veterans 1925 – 1940

Baby Boomers 1941 – 1960

Generation X 1961 – 1976

Millennials 1977 – 1992

Source: Glass (2007)

Table 2.2 Definitions of Generations

Commonly Used Name Span of Birth Years

Baby Boomers 1944 – 1964

Generation X (Gen X) 1965 – 1980

Millennials (Generation Y) 1981 – 1995

Source: Stewart et al. (2016)

Table 2.3 Demographic Groups present in the Workplace and Descriptions

Generation Years Born Core Values

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Matures 1922 – 1943 Dedication, hard work,

respect for authority

Baby Boomers 1944 – 1960 Optimism, personal

gratification and growth

Generation X 1961 – 1980 Diversity, techno-literacy,

fun, informality

Millennials 1981 – 2000 Optimism, civic duty,

confidence, achievement

Source: Rood (2011)

This study focuses on Generation X and Generation Y members and for the purposes of this work,

Generation Y members are referred to as those aged from eighteen to their late-thirties, while those

from their late thirties to mid-fifties comprise the Generation X cohort. As previously stated, the

terms ‘Generation Y’ and ‘Millennials’ are used interchangeably to describe the same generational

cohort.

‘Values define what people believe to be fundamentally right or wrong’, and work values relate to

the importance which workers place on outcomes which they relate to attributes of their work

(Gursoy et al., 2013, p. 41). Each generation has its own unique set of values, skills and

characteristics which are shaped by their stage in life and Generation Y is no different, meaning that

employers have to comprehend the underlying value structure of this generation (Gursoy et al.,

2013, Saba, 2013, Park and Gursoy, 2012, Zopiatis et al., 2011). Generation Y members comprised

25% of the workforce in the U.S. in 2007 and this figure has steadily increased as more and more

members entered the workforce and the generation will comprise 75% of the workforce by 2025

(Agrawal, 2016, Wiggins, 2016, Brown et al., 2015, Myers and Sadaghiani, 2010). Managers today

are increasingly trying to deal with generational differences in the workforce and the key is to use

their different values and expectations to your advantage (Wall Street Journal, 2016). As managers

are now leading several different generations, it is essential that they adapt their workplace to suit a

multigenerational workforce (Wiggins, 2016, Saba, 2013). Baby Boomers are leaving the workforce,

with Generation X members taking on middle and senior management positions, with their positions

being filled by members of Generation Y and the changes in the composition of the workforce mean

that managers now have to fully understand the motivators of the Millennial generation, in order to

mitigate negative incidents which might occur due to the lack of employee motivation or increased

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employee turnover (Brown et al., 2015). Tables 2.4 and 2.5 below outline the main characteristics of

the most recent generations.

Table 2.4 Main Characteristics of the most recent Generations

Baby Boomers Generation X Millennials

Live to Work Respond to instant

gratification

The more the merrier

Respect authority and

hierarchy in the workplace

Identify with the Lone Ranger Rules are made to be broken

Live large and are in charge Work to live Here today and gone

tomorrow

Friends in high places Show me the way

Source: Gursoy et al. (2008)

Table 2.5 Understanding the Generations

Baby Boomers

(1946 – 1964)

Generation X

(1965 – 1980)

Millennials

(1980 – 2000)

Optimism Sceptical Confident

Team Orientation Cynical Demanding

Work for personal fulfilment Independent Impatient

Nonconformist Lack of job loyalty

Informal Social

Diverse

Education

Source: Weingarten (2009)

It is suggested by Rothschild (2016) that retention issues are at their peak when dealing with

Millennials and that the hotel industry requires new paradigms to attract, motivate and retain this

generation of workers – a generation which is much different from its generational predecessors

(Rees, 2017, Wiggins, 2016). Generation Y members have different needs to previous generations,

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coupled with an intrinsic drive to succeed (Wiggins, 2016). Differing work values have an effect on

the workplace, due to the different beliefs, values, work attitudes, and attitudes towards leadership

exhibited by each generation (Rood, 2011). Today’s workplace has the largest diversity of

generations represented than at any other time in history and these employees from diverse age

groups react differently to the areas of motivation and retention (Glass, 2007). In a time when up to

five generations might be working in one organisational, it is essential that resulting tensions do not

manifest themselves in the workplace (Peakon, 2020). The motivation of Millennials and

management’s response to their attitude toward organisational membership and commitment are

areas which HR must address and it is now recognised that the organisation shouldn’t try to mould

Generation Y members to fit the organisation and should instead adapt their organisation to suit the

needs of Generation Y (Rees, 2017, Myers and Sadaghiani, 2010). In contrast to this belief, it is

suggested by Dosekova and Von Rheden (2018) that there is no significant difference between

Millennials and non-Millennials and that the negative connotation attributed to Millennials is

exaggerated.

The multiple generations in the workplace also clash in many ways, and there are fundamental

differences in the work values of each of the three generations currently in the workforce (Chen and

Choi, 2008). It is probable that three, or maybe even four generations, may be working together in

the hospitality industry and this is a matter which is in need of a strategic HR response (Zopiatis et

al., 2012).

2.8.1 Generational Differences in the Hospitality Sector

The hospitality sector typically hires a large proportion of Generation Y workers and a limited

number of studies have explored intergenerational differences in hospitality employment (Goh and

Lee, 2018, Choi et al., 2013, Zopiatis et al., 2012, Barron, 2008) . It is argued by Gursoy et al. (2013)

that there is little research which focuses’ on the generational differences in relation to service

contract businesses, which include the hospitality industry. This is worrying, considering that

authors such as Zopiatis et al. (2012, p. 118), suggest that adaption to the Generation Y employees

needs will be ‘one of the most challenging tasks of hospitality stakeholders in the next decade’.

Generation Y workers became the majority generation in the workplace in 2015 (Heymann, 2017).

There are significant differences between the various generations and similar to non-hospitality

sector businesses, hospitality stakeholders must respond to these differences (Zopiatis et al., 2011).

Generation Y members have significantly different demands to previous generations and hold

different preferences towards education and careers than previous generations, all of which needs

to be considered by both educators and employers (Barron, 2008). The Y Generation are the hardest

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to retain in the workplace and are likely to bring a new perspective to their work-life, reshaping the

perception of a desirable workplace (Brown et al., 2015, Choi et al., 2013). Millennials have a

distaste for menial work and often do not possess the skills to deal with difficult people (Rood,

2011). Generation Y workers are prone to switching loyalty quickly and businesses are struggling

with both their recruitment and retention, as they are resistant to traditional practices, particularly

in the hospitality business where employee turnover is already a significant challenge (Chuah et al.,

2014, Choi et al., 2013). Indeed, managers adjusting to Generation Y are often shocked to discover

that the long-term commitment promised by Millennials initially, amounted to only a one year

commitment (Martin, 2005).

Managers in the hospitality industry face significant challenges in dealing with Millennial cohort

members in the workplace, as they grew up in an era of instant communication, they value freedom

and leisure time, and they have higher expectations in terms of pay and promotions (Gursoy et al.,

2013). The preferred methods of both communication and interaction required by Millennials need

to be respected, as they grew up in a time where they experienced different world views,

expectations and values and they are the most technologically and technically literate generation yet

(Chuah et al., 2014, Glass, 2007). Members of Generation Y demand more flexible working

conditions and flexibility in their hours, an issue which may be difficult to address in light of modern

workplace demands (Myers and Sadaghiani, 2010). The term “nomadism” has recently come to the

fore, where individuals are combining work and travel in an effort to combat their dissatisfaction

with staying in one place and while popularity has increased for writers, content creators and IT

professionals, it is a trend which hospitality organisations have adapted to in terms of their co-

working spaces, hot desks, internet access and co-living spaces, but need to be mindful of when

dealing with HR and retention (Ryan, 2019). Millennials also require the employer to offer creative

approaches to career development in order to keep them fully engaged (Rothschild, 2016). For an

industry which struggles to remain competitive in the labour market, areas such as wage levels,

working hours, training and the creation of a professional environment are essential (Lee, 2017).

Although Generation Y members are often grouped as the younger generation with Generation X

members, there are great differences, and they are viewed as fun-loving, flexible, and team-

orientated and they are more technically literate and more value-orientated; they also want

management to care about their work-life (Chuah et al., 2014, Choi et al., 2013, Glass, 2007).

Millennials grew up working in teams due to the nature of their schooling and have good

multitasking skills due to their busy schedules with multiple activities in their youth (Cahill and

Sedrak, 2012). In line with this need for fun and flexibility, Generation Y employees evaluate fun-

working environments in a more positive fashion than traditional work environments and

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management need to recognise the positive effects which the creation of a fun environment can

have on organisational performance (Choi et al., 2013). Organisations need to establish a fun,

flexible and family-friendly environment to be successful (Spano, 2015). Millennials are feeling

somewhat uneasy about their future, particularly in light of the upheaval which automation and

artificial intelligence are causing to the nature of work (Deloitte, 2018).

Experiences which people encounter early in life contribute to their generational differences, their

beliefs, values and preferences and these are not easily changed (Cahill and Sedrak, 2012).

Millennials were raised during the years where empowerment was encouraged and ‘everyone got a

medal’, were taught to question authority and make their own choices, they value strong leadership,

and technology is a significant part of their lives (Gursoy et al., 2013, Cahill and Sedrak, 2012). The

importance of work-life balance, leisure activities and relaxation cannot be overestimated for

Generation Y members, and they are more socially minded (Gursoy et al., 2013, Glass, 2007).

Indeed, the most common cause for the high number of the current batch of hospitality graduates

leaving the industry is work-family conflict (Brown et al., 2015). They are less orientated towards the

scheduled work hours and more towards the work itself (Cahill and Sedrak, 2012). Millennials are

results-orientated, but they do not focus on the methods which are used to achieve these results

(Glass, 2007). This generation also view work as a part of a well-rounded overall life (Rood, 2011).

These characteristics may mean that older generations may not fully accept the incoming

generation, and some Millennials may remain marginalised by more senior co-workers (Myers and

Sadaghiani, 2010). Conflict may arise when older generational members, who were content to

receive little feedback, now have to manage Millennials who demand constant feedback (Cahill and

Sedrak, 2012).

Millennials seek jobs which offer professional development, along with an increased sense of

responsibility and growth, and these are key areas to ensure their retention in the long-term (Spano,

2015, Gursoy et al., 2013). Work is performed for sheer survival, with life outside the workplace

having more value, while Millennials seek a balance between their personal and work lives (Gursoy

et al., 2013). Millennials also enter the workforce with significant experiences which assist them in

organisational roles, as due to a previously problematic job market, they gained extensive

experience through travelling, volunteering, internships, or by gaining advanced qualifications

(Myers and Sadaghiani, 2010).

Awareness of the differences between generations can lead managers to a more positive work

environment and greater productivity in the workplace and businesses cannot adopt a wait-and-see

approach to the area of generational tensions (Gursoy et al., 2013, Cahill and Sedrak, 2012, Glass,

59

2007). The first step which a company must take is to adapt its HR policies and practices to suit the

generational needs of Millennials (Glass, 2007).

Gursoy et al. (2013) contend that Millennial employees have lower levels of work engagement than

exhibited by previous generations, and that the nature of the hotel business with its less rewarding

and challenging work, means that it is not aligned in general with this generation’s expectations and

work preferences. A key factor in keeping Millennials engaged is being as transparent as possible,

sharing company goals and providing progress reports and feedback regularly, while diversity and

flexibility are key to the loyalty of Millennials to their employers (Deloitte, 2018, Spano, 2015).

Millennials are the most confident generation yet, as they grew up in a school system which

encouraged people’s self-esteem, but they still crave clear direction (Glass, 2007, Martin, 2005). The

retention of the Millennial generation begins with both financial rewards and the establishment of a

particular workplace culture which develops and nurtures employees, areas such as diversity and

flexibility are also important to this generation (Deloitte, 2018).

As Millennials themselves move into a position where they are managing employees in the future,

they will find themselves leading an age-diverse workforce which spans four or five generations

(Heymann, 2017).

2.8.2 Adapting to Generational Differences

Hospitality professionals are faced with challenges caused by both diversity and competition in the

marketplace for labour, along with consideration of the difference and similarities in values among

multiple generations in the workplace (Chen and Choi, 2008). Hoteliers must therefore choose the

best practices in HRM which suit their business model, based on factors such as its life-cycle stage,

the strength of its management and the generational attributes of its workforce, whilst always

remaining mindful of the macro-environmental factors which impact on the firm. The increased

awareness and development of HRM capabilities should be continued in order to improve hotel’s

capabilities to work in a competitive, modern environment, and this should improve the overall

reputation of the industry, helping it to become an employer of choice (Chen and Choi, 2008).

Employers should be cognisant of the need for flexibility and freedom which Millennial employees

value, with many considering the ‘gig economy’ as a viable alternative to full-time employment

(Deloitte, 2018). Without nurturing, the Millennial generation can feel unhappy, or even

disappointed, with their chosen career (McGuire, 2015b). Employers should also learn from the

newer generations and service companies such as Enterprise Rent-A-Car have implemented what

they call ‘reverse mentoring’ in an effort to improve collaboration, teamwork and understanding

between generations (Cox, 2018). Companies such as Rezoomo are offering on-line solutions to

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hoteliers to enhance their employer brand, in particular through engagement with candidates and

expanding to meet increased demand (Keane, 2019).

As demand for employees grows due to a rising economy, it is essential that hoteliers take action to

increase staff retention and mitigate labour turnover to aid customer service and overall

organisational performance. Although much work has been done on the area of staff retention, the

issue is still a major problem for hotels.

The area of employee retention will now be examined by detailing the key components of job

satisfaction, organisational commitment and employee intention to leave the organisation.

EMPLOYEE RETENTION

2.9 Employee Retention in the Hospitality Industry

The retention of talent is viewed as one of the biggest HR challenges and this challenge is particularly

acute when it comes to small and medium enterprises (Krishnan and Scullion, 2016, Kumar, 2016).

Retention is an issue for many professions and it has been articulated that employers need to

increase an individual’s sense of identity to their profession and give them a sense of achievement in

their career if they are to remain in their chosen profession, particularly when it comes to those

employed on a casual basis (Allen, 2011). The recruitment of knowledgeable individuals is essential

for any business, but the retention of these individuals is even more important (Sahi and Mahajan,

2014). In a competitive business environment, the retention of talented and experienced employees

is an enormous challenge, with the emphasis moving from buyers to sellers, and the area of

employee turnover can burden an organisation with enormous costs – both directly and indirectly

(Cascio, 2014, Koodamara, 2014).

It is essential that the improvement of the hospitality industry’s image, along with the more strategic

management of work rosters and workloads, are addressed if retention levels in the industry are to

improve (Deery, 2008). Brien et al. (2017) contend that the hotel industry is in need of an image

make-over if it is to retain staff to meet with industry demands. Strategies such as offering career

enhancement, training, development and putting a greater focus on recruitment are key to the

improvement of staff retention in the hospitality industry (McLaughlin, 2018).

The primary challenge for organisations in the service industries is to attract and retain talented

staff, in an environment which is highly competitive in terms of its labour market (Knox and

Freeman, 2006). As the worldwide population ages, competition for skilled staff is likely to become

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more intense and companies need to ensure that their HR base is adequate to meet the needs of the

business (Wilden et al., 2010). It is particularly important for service companies to attract and retain

the best talent, as employees are a large part of the customer’s experience (Andreassen and

Lanseng, 2010). In an industry where employees are required to deliver service with a smile, failing

to provide these employees with an engaging, challenging and appealing workplace can be a costly

oversight for the employer (Mosquera, 2015).

The retention of employees requires a business to understand the value-preferences of employees

and these vary across time and culture (Sengupta et al., 2015). It is advised by Glen (2006), that

retention is not necessarily best managed, or exclusively managed, by offering cash inducements,

indeed factors which influence employee retention include the culture of the organisation, the

quality of supervision, relationships with co-workers, and the availability of developmental

opportunities, while work schedule flexibility is seen to be particularly important for female

employees, with the area of work-life balance also an important element of employee retention

initiatives (George, 2015).

Areas such as career progression and job satisfaction must be prioritised by hospitality businesses

(Stagg, 2015). Lyons (1971) seminal research found that role clarity was negatively related to areas

such as voluntary turnover, job tension and a propensity to leave an organisation, while being

related positively to satisfaction with the job. It is important for businesses to remember that the

costs of recruiting, training and developing the best people can only be recouped if they stay a

sufficient length of time in order for a company to make a return on this investment (Ambler and

Barrow, 1996). It is asserted that turnover and retention may not be two sides of the same

construct and that the reasons why an employee leaves, may not be the reverse of why they stay in

a job (George, 2015). Exit Interviews are a key tool to aid in the collection of information as to why

staff leave the organisation and this information can then be used to improve employee retention

for the business (McEnery, 2018).

As the rate of voluntary turnover in modern businesses begins to climb, employers are increasingly

concerned about areas such as retention, particularly with regard to their top performers (Cascio,

2014). ‘Workforce issues, and in particular turnover, are continuous challenges for the services

sector and the labour intensive hospitality industry’ and the management of retention, rather than

employee turnover, is a far more positive approach for the industry to adopt (Robinson et al., 2014a,

p. 108).

Employee happiness a key to company retention and key contributors include the work

environment, employee’s relationships with their boss, job resources, compensation, opportunities

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for growth, the company culture, company reputation and job autonomy (Smith, 2013). Indeed, the

retention of the best staff is essential to a company’s performance and it has never been more

critical to address the issue of retention before high turnover takes hold and impacts the business

negatively and those business’ with a positive employer brand will emerge successful, at least from a

talent perspective (Drake International, 2015, Cascio, 2014). In addition to pay, the introduction of

benefits such as additional annual leave, flexibility in hours, health insurance and sick pay, can be

valuable contributors towards the improvement of staff retention, while strategies such as carrying

out formal appraisals, the introduction of employee surveys, offering more training, development

and promotion opportunities, along with improvements in communication with employees, also

help (McEnery, 2018, Woods, 2018). Hoppe (2018) supports this increased communication with

employees, noting that they should receive the communication which is normally reserved only for

external stakeholders, to improve their perception of the employer brand. Dosekova and Von

Rheden (2018) agree, stating that employer brand messages should be communicated internally

towards current employees, in an effort to aid in employee retention.

Management should put in place strategies which mitigate staff turnover and improve retention

(Ranjan, 2014). If effective strategies are not developed in the area of retention and ‘firmly

embedded in the business processes, recruitment techniques, no matter how successful, will prove

futile’, as Generation Y employees demand the most from their work environment and are also

much more inclined to leave if they are dissatisfied (Earle, 2003, p. 246). It is essential that

organisations design specific strategies to support employees and mitigate turnover intentions and

this may lead to greater organisational effectiveness and these strategies must take into account the

employee’s age, family status, career goals and needs at that point in time (McEnery, 2018,

Koodamara, 2014). Retention is a key strategic area for an organisation which impacts directly on its

costs, productivity and business performance (Glen, 2006).

Employees, in cases where their employers practice human resource practices differentiation

(HRPSD) and implement a high level of HR ‘ best practice’, are more motivated, more satisfied and

exhibit a greater organisational commitment, along with exhibiting lower levels of employee

turnover (Ahmad et al., 2010). Employees are more likely to stay with an organisation where HR

practices are matched with the strategic value of different job levels (managerial and non-

managerial) and the organisation invests efficiently in human capital (Ahmad et al., 2010). An

embedded employee whose personal values and future plans are aligned with the culture of the

company, is less likely to have intentions to leave the organisation due to higher levels of

commitment (Robinson et al., 2014a).

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The retention of staff is a significant issue in today’s hospitality industry as employees greatly

influence customer satisfaction and loyalty to a business (Dawson et al., 2011, Kong et al., 2011).

High levels of employee turnover are a serious concern for hotel managers and job satisfaction has

been shown to be an important factor in employee turnover prediction (Jang and George, 2012).

There is a need to develop greater understanding in the area of employee retention in the

idiosyncratic hotel industry, while the area of retention management is favoured over employee

turnover management as a more positive strategy (Robinson et al., 2014a). HR practitioners are

moving away from questioning why people leave towards discovering why people stay (George,

2015). Sahi and Mahajan (2014, p. 637) contend that ‘successful organisations are those which value

their employees and know how to keep them glued to the organisation’. It is proposed by Slavkovic

et al. (2018) that possessing a positive employer brand has a significant positive effect on the job

satisfaction experienced by employees. The study will now examine some of the key dimensions of

employee turnover in an organisation.

2.10 Job Satisfaction

Job Satisfaction ‘refers to an employee’s general affective evaluation of his or her job’ and the topic

is a fundamental aspect of the hotel industry which leads to greater employee engagement in the

organisation (Arnett et al., 2002, p. 89). Early seminal work by Smith et al. (1969) developed the Job

Descriptive Index (JDI), which argued that job satisfaction is comprised of satisfaction with work, pay,

promotional opportunities and job supervision. Job Satisfaction explores the extent to which an

employee feels either positively or negatively about their job and in the hospitality industry where

employee-customer contact is of the utmost importance, it ensures that employees treat their

customers with respect, which in turn leads to customer loyalty (Kim et al., 2005). Employers who

exhibit a commitment toward the improvement of job satisfaction realise greater organisational

commitment, along with increased employee retention rates (Kim et al., 2005). Incentives such as

cash rewards, proper training, awards, recognition and job promotion, all enhance levels of job

satisfaction and resources should be allocated in order to improve organisational commitment and

reduce employees’ intention to leave the organisation (AlBattat and Som, 2013, Kim et al., 2005).

The area of employee job satisfaction has been linked to variables such as stress and burnout,

organisational commitment, organisational performance, empowerment, motivation and turnover

intention, along with demographic and personal factors (Gunlu et al., 2010). Employees who receive

support from their co-workers in terms of finding solutions to job-related issues are less likely to

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display intentions to leave an organisation (Karatepe, 2012). Indeed Felps et al. (2009) contend that

co-workers can influence an employee’s decision to either stay in or leave a job.

There is a strong positive relationship between the areas of job satisfaction and organisational

commitment (Kuruüzüm et al., 2009, Meyer and Allen, 1991). It is an important predictor of

organisational commitment and also an important factor in assessing the turnover intentions of

employee’s (Lam et al., 2002). One of the main outcomes of employer branding is that of employee

satisfaction and research performed by Ognjanovic and Slavkovic (2019) confirmed this in a hotel

company setting.

Following the work undertaken by Smith et al. (1969), the components of job satisfaction are now

discussed. In addition to discussing these components in relation to job satisfaction, they are also

viewed as input variables for the Employer Brand, which plays a mediating role.

2.10.1 Benefits

The hospitality industry, which suffers from a high staff turnover rate, has greater challenges than

other industries when it comes to the retention of high calibre staff and it is acknowledged that

trained and experienced staff within the sector are poorly retained (O'Leary and Deegan, 2005,

Carbery et al., 2003). Training is particularly important for the retention of new staff and continued

training to develop competence in the job also aids in job commitment (Lam et al., 2002). In their

research, McCabe and Garavan (2008) posited that training and development was a valid form of

employee recognition, sometimes replacing financial incentives, while Kashyap and Verma (2018)

proposed that a lack of developmental opportunities may increase the intention to leave an

employer.

The hotel sector has poor salary perceptions and with pay usually ranking first in ways to motivate

hotel employees, remuneration and recognition positively predict both intention to stay and

organisational commitment (McGinley et al., 2017, Chew and Chan, 2008, Chiang and Jang, 2008).

Kuron et al. (2015) encourage the focusing of retention strategies for Millennials on the area of

compensation, as it is very important to those Millennials with work experience, while Lyons et al.

(2012) posit that employers should focus on salary, vacation time and company loyalty when dealing

with this generation. Surprisingly, Chew and Chan (2008) carried out research in Australia which

showed that organisational commitment may not necessarily increase when an employee is

provided with increased levels of training and development. In contrast, Lee et al. (2015) suggest

that the use of effective training programs enhances an employee’s job security and job satisfaction,

while Chiang and Jang (2008) call for ongoing employee training. Enz (2009) calls on hoteliers to

65

improve their employer brand by creating clear career paths and investing in staff training in an

impactful way, while Hinkin and Tracey (2010) encourage managers in the hospitality industry to

view employee training as an investment in people and advocate linking management compensation

to the retention and development of employees.

A poor working environment, a bad reputation, low pay, poor supervision, long and unsociable

hours, burnout, job pressure, a lack of training and career paths, the physical demands of the job,

heavy workloads, the prevalence of casual work and better opportunities in other sectors, are

frequently cited as reasons why employees leave the hotel industry (Deery and Jago, 2015, Robinson

et al., 2014a, Mohsin et al., 2013, Davidson et al., 2010b, Deery, 2008, O'Leary and Deegan, 2005,

Hinkin and Tracey, 2000). Chiang and Jang (2008) cite their belief that hotel employees typically

receive low pay and so value bonuses and raises to enhance their commitment to the organisation.

Barron (2008) states that areas such as development and limited recognition need to be addressed,

in particular with regard to younger employees. Tews et al. (2015) promote the use of fun activities

and a fun environment should be encouraged in the organisation in order to increase

embeddedness, particularly when it comes to the Millennial generation.

The latest generations in the workforce seek a faster pace in terms of promotion than with previous

generations and the lack of internal labour markets means that hospitality employees often need to

seek further employment opportunities and development elsewhere (Lyons et al., 2014, Carbery et

al., 2003). Career development practices have become increasingly important in the hotel industry

and this has led to a perception of support by employees, which in turn leads to improved career

satisfaction and retention intention (Kong et al., 2011). Hotel managers need to increase employee

embeddedness through offering career planning, appreciating employee’s contributions and by

offering comfortable working conditions in a supportive environment (Akgunduz and Sanli, 2017).

Early careers in the hospitality industry are typified by the frequent changing of jobs and due to the

nature of the skill-set, staff are highly mobile in the workforce, while in terms of an individual

manager, the mobility inherent in the industry is often seen as a positive feature of the hospitality

sector (O'Leary and Deegan, 2005, Carbery et al., 2003). It is critical that employers address the

significant departure rate from the industry, an issue which is particularly obvious amongst females

(O'Leary and Deegan, 2005). Lee et al. (2015) advocate the establishment of a service reward

climate to value and reward employees for their work, which will lead to both greater job

satisfaction and organisational commitment.

2.10.2 Working Conditions

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Deery and Jago (2015) warn that younger generations value their work-life balance more than

previous generations and will leave if this is not achieved. There is no universally accepted definition

of work-life balance, due in part to the ever-changing social, economic and legislative conditions

which are present in different countries (McIntosh, 2019, Wong and Ko, 2009). For the purposes for

this research, family life is seen as a component of work-life balance, particularly at the latter end of

the Millennials age range when those who want to start a family focus more on areas such as

flexibility with time spent in the work-place and child-care requirements. Nobody expects to enjoy a

career which allows them insufficient time for family, friends and a personal life and the lack of a

family-supportive work environment in the hospitality industry can lead to conflicts in the work-

family interface, particularly as many hospitality firms lack family-friendly programs and benefits

(Karatepe, 2013a, Wong and Ko, 2009). The Millennial generation have elevated themselves to

leadership and management positions and with Generation Z employees entering the workplace,

what was acceptable in terms of work-life balance for our previous leaders is no longer the case

(McIntosh, 2019). The perception that the industry is unsuitable for those with young families has

created an image problem for the sector (Bowers, 2018). This conflict, coupled with emotional

exhaustion, often results in poor employee retention and decreased levels of service quality (Lee et

al., 2015, Karatepe, 2013a). Indeed, the establishment of a work-life balance program is encouraged

by Lee et al. (2015) in order to encourage greater job satisfaction and lower employee turnover, yet

most Irish employers do not have a formal employee well-being strategy in place (Moran, 2018).

Should employees feel that they do not have a work-life balance, they may leave in order to seek a

better work-life quality and this is one of the reasons that the adoption of a work-life balance

approach has emerged as a strategic HR tool (Wong and Ko, 2009). Attempts to categorise

employees into broad generational groups can alienate some employees, as a terms such as ‘family

friendly’ can be too narrow a term to adopt for the work-place (Wong and Ko, 2009), however, Xu

and Cao (2019) encourage the reduction of work-to-non-work conflict in the hospitality industry in

an effort to improve job performance and reduce employee turnover intentions. While companies

such as Google and Facebook are praised for their on-site gym and crèche facilities, some less

expensive ways to introduce formal wellness programmes can include greater flexibility in work

hours, the introduction of healthy eating options in the canteen and extended lunches (Moran,

2018). Indeed, Besant (2019) in communicating survey results, suggests that more free time is the

new priority for workers.

In terms of the hospitality industry, employees are its most significant resource and employers need

to be cognisant of the changes in employee expectations, so that they can reshape their workplaces

to meet the needs of today’s workers (Kandasamy and Ancheri, 2009) The hotel industry has been

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accused of “presenteeism”, where employees feel the need to work for long hours, not take accrued

holidays and in the case of management feel the need to act as the face of the organisation and be

present to greet guests (McIntosh, 2019). It is clear that hotel management should encourage the

establishment and maintenance of a family-supportive workplace and as time with family is normally

sacrificed due to long and unsociable hours, the establishment of a work-life balance program by

hotels can assist through the use of flexible working hours, compressed work weeks and leave for

child care (Lee et al., 2015, Karatepe, 2013a).

Hospitality organisations should consider the development of corporate-wide strategies which can

improve the area of work-life balance, thereby demonstrating a commitment to employee needs

and work-values and employees should strongly endorse these strategies (Deery and Jago, 2015,

Chen and Choi, 2008). Hospitality employees are likely to possess heightened intentions towards

turnover due to both stressors and exhaustion caused by their work and this includes the physical

stress of irregular shifts and constant work, along with the emotional stress of having a positive

customer service focus (Yavas et al., 2013). When employees experience satisfaction with their life,

it will affect their job attitude positively, while the provision of a family-friendly work environment in

hotels is likely to lead to high levels of job satisfaction for employees along with greater attraction,

motivation and retention of talent in a business (Zhao et al., 2011). App et al. (2012) encourage

further research on the area of work-life balance and how it impacts on the area of employer brand

related outcomes and the retention of staff. In 2018, a former business executive with a meat

producer in Ireland was awarded €7,500 by the Labour Court for being required to deal with out-of-

hours work emails, thereby breaching the Organisation of Working Time Act, an award which has

caused many employers to take a further look at their policy around dealing with work issues in the

new age of electronic communication and the affects this may have on work-life balance (Deegan,

2018). Employees should not feel the need to work longer hours in an effort to enhance their

careers and the promotion of a healthy employee work-life balance should be seen as a competitive

advantage for a hotel. Hospitality leaders need to adjust their expectations to suit this new strategic

direction, while the advance planning of rosters, greater opportunities for flexibility and adaption to

the needs of a multi-generational workforce should all be considered to establish competitive

advantage in the workplace (McIntosh, 2019).

Organisational support refers to the support which employees receive through management

encouragement in terms of training and the establishment of service systems and procedures for

optimal performance. It is proposed that employees feel a greater sense of obligation to remain

with an organisation, along with overall commitment, if the organisation is seen to be supportive of

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them (Kim et al., 2005). For the purposes of this research, organisational support from supervisors

and management is viewed to be part of the overall employee working conditions.

2.11 Organisational Commitment

Porter et al. (1974) posited their enduring definition of organisational commitment as being the

strength of an individual’s identification and involvement with an organisation, which is

characterised by factors such as a strong belief in the organisation’s goals and values, their

willingness to exert considerable effort on behalf of that organisation and their definite desire to

maintain organisational membership. Meyer and Allen (1991), however, contend that an area of

major concern in the area of organisational commitment is the lack of consensus in terms of a strict

definition. Organisational commitment emerged in the 1970s and 1980s as an important factor

related to the relationship between the individual and the organisation and it is related to the

attitudes of employee’s towards their organisation (Steyn et al., 2017, Malhotra and Mukherjee,

2004).

The areas of job satisfaction and organisational commitment are interrelated and both are related to

an individual’s intention to quit a job, while both also have impacts on the area of service quality

(Silva, 2006, Malhotra and Mukherjee, 2004). Work by Silva (2006, p. 324) showed that ‘committed

employees tend to be satisfied employees and vice versa’, with employee’s from the hospitality

industry being no exception. Research identifies organisational commitment as a factor which

lowers employee turnover and improves job performance, therefore it is essential to increase the

organisational commitment of hotel employees (Hsu and Tsai, 2014, Subramaniam et al., 2002).

However, concern has been expressed at the difficulty in interpreting organisational commitment

due to diversity in its conceptualisation and measurement (Meyer and Allen, 1991).

Two types of commitment can be studied, that of professional commitment, which refers to the

psychological attachments which employees form towards their profession and organisational

commitment, which refers to how a worker identifies with, and is involved in, their own organisation

(Johanson and Cho, 2007). Organisational commitment is more stable than the more changeable

attitude of job satisfaction and the vast majority of available literature states that job satisfaction

leads to organisational commitment (Namasivayam and Zhao, 2007). The area of organisational

commitment is influenced by factors such as support from the employer and the employee’s direct

supervisor, along with their job satisfaction, and it has previously been shown that it is related to

decreased turnover intention on behalf of the employee and as a result the employee will stay

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longer with the organisation and perform more appropriate behaviours in work (Johanson and Cho,

2007). Greater organisational commitment, along with perceived support on behalf of the

organisation, reduce the intention to leave on behalf of the employee, while improving attendance

and job productivity (Nadiri and Tanova, 2010, Kim et al., 2005). Organisational dependability,

where employees feel the organisation can be relied on to look after employee interests, is also

important (Maxwell and Steele, 2003). Decreased levels of organisational commitment will in turn

lead to an employee’s willingness to search for another job, increased intention to leave and higher

levels of employee turnover (Kim et al., 2005). Increased organisational commitment for an

individual may make them more eligible to receive both extrinsic rewards such as bonuses and

awards, along with intrinsic rewards such as positive relationships with work colleagues and job

satisfaction (Subramaniam et al., 2002).

Meyer and Allen (1991) created a three component model of organisational commitment which

included the areas of affective commitment (which refers to an employee’s emotional attachment

to, identification with and involvement in the organisation), normative commitment (referring to an

employee’s feelings of obligation to stay with an organisation, and continuance commitment (which

refers to the costs which employees associate with leaving the organisation) (Malhotra and

Mukherjee, 2004, McDonald and Makin, 2000). Both affective and normative commitment are

related to better performance and increased organisational citizenship behaviour – behaviour which

moves beyond the strict interpretation of the contract of employment (McDonald and Makin, 2000).

In terms of part-time workers, they are deemed essential for competitive advantage in the

hospitality industry, as they provide a flexible source of labour in order to respond to fluctuating

demand, however, their benefit may be lost through high levels of employee turnover (Johanson

and Cho, 2007). Johanson and Cho (2007) found that part-time employees who were supported

more strongly by their organisation and their supervisor, exhibit greater levels of commitment to the

organisation, and suggested that supports offered to full-time employees such as benefits, training

and recognition, should also be offered to part-time employees in order to improve their

organisational commitment. Increased levels of organisational commitment may result in low levels

of probability to leave an organisation (Kim et al., 2005). Organisational support has a positive effect

on job satisfaction, which leads to increased organisational commitment and a negative relationship

with employees’ intention to leave an organisation (Kim et al., 2005).

Organisational Commitment takes longer to develop and comes after one develops job satisfaction

(Gunlu et al., 2010). ‘The constructs of job satisfaction and organisational commitment have been

consistently found to influence employee turnover’ and there are both differences and similarities

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attributed to the causes of employee turnover when cited by employees versus the organisation

(Deery, 2008, p. 793). It is suggested that those employers who address the development and

career needs of their employees, providing opportunities for career development in-house, will be

those who retain employees who stay not because they have to, but because they want to stay

(Walsh and Taylor, 2007). McCabe and Garavan (2008) observed that ongoing efforts in terms of

professional training and development positively influenced the commitment of employees, as did a

supportive leadership style.

Empirical evidence on the factors which affect organisational commitment in the hotel industry

remains scant (Subramaniam et al., 2002). As hotel employees’ at entry-level often experience low

salaries and long working hours, lower retention rates are often experienced, leading to increased

training and recruitment costs, along with reduced service quality, therefore organisational

commitment amongst employees must be enhanced and this will then increase customer-

orientation behaviour (Hsu and Tsai, 2014, Noor et al., 2010). Meyer and Allen (1991) posit that as

employees feel they are invested in by the organisation, this makes them feel obliged to reciprocate

in terms of commitment to the organisation and there are many studies which demonstrate a

negative relationship between commitment and employee turnover intention.

The area of organisational commitment overlaps with those of organisational engagement and

organisational embeddedness, in that all involve a sense of attachment to, or resonance with, the

organisation (Ashforth et al., 2008). For the purposes of this research, and due to this overlap, only

the area of organisational commitment will be examined.

2.12 Intention to Leave

It is essential to comprehend the predictors of intention to leave an organisation in order to mitigate

the resulting negative effects on the organisation (Kim et al., 2005). Intention to leave is a crucial

stage before actual turnover takes place and leaving an organisation is much easier than developing

the intention to leave (AlBattat and Som, 2013). An employees’ intention to leave is influenced

largely by areas such as job dissatisfaction, a lack of commitment to the organisation and job

stressors and these areas can be influenced by internal brand management, leading to increased

loyalty to the organisation and job longevity (Du Preez and Bendixen, 2015). Lub et al. (2012)

contend that younger generations have lower levels of commitment to their organisations than

Generation X cohort members and therefore possess higher turnover intentions and a more

generation-focused view is therefore needed by management in order to retain workers. The study

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of both employee’s reasons for staying and for leaving an organisation can lead to enriched

knowledge on the area of employee retention (Lee et al., 2004).

It is clear that the crucial issue of employee retention in the hotel industry is a significant problem

and it needs further action particularly in a tight labour market where generational demands have

changed. A strategy which can be used to mitigate the intention to leave an organisation is through

the improvement of the organisation’s reputation, image or brand and these variables will now be

discussed. The discussion which follows focusses on employer reputation and the influence that

organisational culture has on this variable and also addresses the impact of organisational

performance and the organisation’s brand strength on the employer brand. Managers in the

hospitality industry actively manage their careers and are changing companies to do this and while

compensation is important, no amount of remuneration or benefits will keep an employee in a

“dead-end job” (Walsh and Taylor, 2007, p. 179). It is apparent that despite considerable research

on the area of intention to leave in a hotel setting by researchers such as Lub et al. (2012) and Lam

et al. (2002), retention in hotels is still a significant issue and further exploratory research needs to

be conducted on Irish hotel’s reputation as an employer, in relation to the current workforce.

EMPLOYER REPUTATION

2.13 Employer Reputation

An employer’s reputation represents an intangible asset, which must be nurtured, if the overall

performance of a business is to be maximised and by having a favourable reputation, an employer

can attract both consumers and talented employees (Alniacik et al., 2011, Ambler and Barrow,

1996). The term employer brand is commonly used to describe an employer’s reputation and its

proposition to the employees of a firm (Barrow and Mosley, 2005). Employer branding and

reputation are increasingly important factors for a company, with a recent Public Relations

Consultants Association (PRCA) report stating that a fifth of workers in the UK have been ashamed or

embarrassed by the company that they work for, or the industry in which their employer operates

(Peter, 2015, p. 230). Cian and Cervai (2014) contend that a firm’s reputation is influenced by both

internal and external stakeholders and companies have to work hard to build up and to protect their

employer reputation, as it is cautioned that ‘like hotel reviews, they may live and die by what people

chose to share with the wider world’ (Engagenprosper, 2015, p. 5). Caligiuri et al. (2010, p. 38)

caution that ‘most applicant’s knowledge of a prospective employer is limited to its reputation in the

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market place’. The management of intangibles, such as employer brand, is a crucial factor in gaining

competitive advantage (Sengupta et al., 2015).

The reputation of a business as an employer ‘continues to have a significant impact on the

attractiveness and expense of talent acquisition and retention’ (CR Magazine, 2014). Rampl and

Kenning (2014) articulate that the area of employer brand personality research suggests that the

application of consumer branding to an employment context, contributes towards the explanation

of employer brand attractiveness. Cultural differences in candidates often mean that employee

retention strategies need to be modified to suit a particular market or location (Caligiuri et al., 2010).

‘Employees across all generations are concerned with the reputation of their organisation, because

they feel it ultimately says something about themselves’ (Earle, 2003, p. 250).

Hospitality HR practitioners face different challenges depending on the generation of their

employees, as each generation has a different attitude to work (Popescu and Avram, 2012, Solnet

and Hood, 2008). Today’s employers need to create retention strategies ‘that will appeal to the

three different generations that predominantly comprise the current workforce’ (Earle, 2003, p.

245). Generation X and Generation Y employees will tend to talk about their employers on social

media and therefore encourage, or indeed discourage, potential applicants to the business (Popescu

and Avram, 2012). The newest entrants to the industry also seek instant rewards and are extremely

self-reliant and technologically literate, therefore matching their training and development needs

with appropriate and effective employment strategies is both a concern and a challenge for the

hospitality industry (Solnet et al., 2008).

Employee attitudes affect employee retention and this in turn affects the drivers of customer

satisfaction, which then affects financial performance for a business, while corporate reputation

influences employee retention, customer satisfaction and customer loyalty (Chun, 2005, Rucci et al.,

1998). Irvine (2015), contends that a lack of trust in the organisation will lead to employee

disengagement, where capable employees who could do more choose not to do so, as they are de-

motivated and that this is a strong marker for the retention of employees.

Traditionally, the social status of professions such as chefs and cooks has not been very high, with

the exception of countries such as France and Italy where the profession is passed down from

generation-to-generation and where words such as respectable, honourable and desirable, are

associated with the profession (Pizam, 2016). If organisations succeed in attracting and retaining

both employees and customers who are attracted to the values of the company, this then creates a

platform to deliver exceptional shareholder value (Andreassen and Lanseng, 2010). By cultivating a

strong reputation, employers are creating sustainable advantage and a resource which is both

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valuable and scarce, however there are a limited number of empirical studies which have

investigated the link between the areas of corporate reputation and areas such as employee

turnover intention’s, work performance, job satisfaction and organisational commitment (Alniacik et

al., 2011).

The implementation of internal marketing activities, facilitated by open communication and a

responsive management system, ensures that employees understand the organisation for which

they work in terms of its activities, goals, strategic direction and brand image (Lu et al., 2016).

Fostering a strong corporate reputation is essential as it helps to retain talent in the area of HR,

influencing both the size and quality of talent for the organisation (Alniacik et al., 2011).

It is proposed in this research that the reputation of a firm as an employer is enhanced by the

establishment of an employer brand for that company and that employer branding is a relatively

unexplored strategy in the hotel sector. Other core components of an employer brand, as derived

from a review of relevant literature on the area, are addressed now.

2.13.1 Organisational Culture

Employer branding includes variables such as the company culture, its work environment and other

work practice related benefits (Vaijayanthi et al., 2011, Moroko and Uncles, 2009). Employees value

the opportunity to contribute towards the community at large and companies can facilitate this

through developing a culture of contributing to the community (Xie et al., 2015a). Siguaw et al.

(1999) encourage the involvement of employees in change and development initiatives which take

place in the organisation, along with any operational improvements for the organisation. An

organisation that encourages a culture of open communication with employees encourages greater

organisational commitment (Brien et al., 2015).

The development of harmonious relationships between employees and those in their work-group

will lead to a conflict-free work environment and also more committed employees with a greater

attachment to the organisation (Lam et al., 2002). A culture which encourages employee

empowerment also contributes towards employees developing a sense of ownership in the

organisation and enhances their feeling of involvement (Lam et al., 2002). When employee’s values

and career goals are aligned with those of the organisation, they experience greater commitment to

that organisation and are less likely to experience intentions to leave the organisation (Robinson et

al., 2014a). Chami-Malaeb and Garavan (2013) discovered a strong link between the development

of talent and leadership in an organisation, with the employees’ commitment and intention to stay

in that organisation.

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The area of organisational justice looks at an individual’s perception of their fairness of their

treatment in the organisation and how they behave as a result of this treatment (Nadiri and Tanova,

2010). Three forms of organisational justice are apparent in the literature: distributive justice (the

perceived fairness of the outcomes), procedural justice (the perceived fairness of the means which

are used to determine the outcomes) and interactional justice (the perceived fairness of the

interpersonal treatment which the employee receives (Nadiri and Tanova, 2010). In the hospitality

industry, an employee’s perception of organisational justice affects their commitment to that

organisation and it is therefore essential that managers consider how their decisions, along with the

methods used to make these decisions, will be perceived by the employee (Nadiri and Tanova,

2010). Organisational justice dimensions can lead to job satisfaction, organisational obligation and

employee turnover intention (AlBattat and Som, 2013). In this research, organisational justice is

viewed as part of the overall organisational culture of the organisation.

Organisational trust is a difficult concept to define, but it assesses the ability of an employee’s belief

in the organisation due to fair and consistent managerial practices, structures and HR systems in the

organisation, and their willingness to make themselves vulnerable due to their belief in the future

mutual gain (Van der Berg and Martins, 2013). It is similar to the concept of organisational

identification as it represents an organisation-targeted attitude that assists employees to find

meaning in their daily work and gives a psychological attachment to the organisation (Ng, 2015).

Organisational trust is not only related to the perceptions of fairness, but also the establishment of

procedures to arrive at decisions of fairness (Saunders and Thornhill, 2003). Managers hold a pivotal

role in the enablement of trust and the promotion of justice in the organisation, particularly through

their communication with employees (Saunders and Thornhill, 2003). In this research the variable of

organisational trust is included in the overall organisational culture of the organisation.

Organisational identification ‘is a self-defining concept that describes the feeling of partial overlap

between self and group and an internalisation of the organisation’s core values and central identity

features’ (Van Dick et al., 2004, p. 353). ‘It is the degree to which a member defines him or herself

by the same attributes that he or she believes define the organisation’ (Dutton et al., 1994, p. 1).

Research indicates that the area of social identification in an organisation can explain an individual’s

well-being, their performance on the job and their intention to leave the job and it is an important

consideration when managing service quality (Tuzun and Devrani, 2011, Van Dick et al., 2004).

Social identification means that as an individual identifies more with the norms and values of the

group and acts in accordance with them and the individual is psychologically intertwined with the

organisation, making decisions which are in-line with organisational objectives (Van Dick et al., 2004,

Smidts et al., 2000). The perceived external image of an organisation is also a factor of significance

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when influencing organisational identification and the area of construed external image (or

employees’ perceptions of what the external image of what their organisation is in the minds of

others) is closely linked to organisational identification (Lievens et al., 2007, Smidts et al., 2000).

Employees who value their organisational membership are willing to make stronger efforts which

translate into a strong desire to meet customer needs (Noor et al., 2010).

The greater the organisational identification of the individual, the lower their intention to leave that

organisation (Van Dick et al., 2004). Individuals who identify strongly with their organisation

perceive their actual work in a more positive light and this leads to greater job satisfaction (Van Dick

et al., 2004). Perceived organisational identification, along with the construed external image of the

organisation, are both related to employees identification with the organisation (Lievens et al.,

2007). Organisational identification is a very relevant HR strategy for managers to focus on, as it

creates a sense of belonging which in-turn lowers the intention to leave the organisation and

thereby improves retention (Van Dick et al., 2004). It is suggested by Tuzun and Devrani (2011) that

managers devise strategies which strengthen an employee’s organisational identification through

the facilitation of meaningful employee-company interactions and communication with employees is

an important aspect of this strategy (Smidts et al., 2000). In this research, it is proposed that

identifying with the organisation is part of the organisational culture due to the aforementioned

importance of communication with employees and the creation of a sense of being part of the

organisation. Examining the impact of organisational identification on employee’s intention to leave

in the hospitality industry is essential and further research is encouraged on the integration of the

organisational identity concept with that of employer branding (Santhanam et al., 2015, Lievens et

al., 2007).

2.13.2 Brand Strength

The product and brand strength of a company, along with its general reputation, are important

elements of the employer brand (Vaijayanthi et al., 2011, Moroko and Uncles, 2009). A positive

organisational image allows employees to identify with the organisation and garners enhanced job

satisfaction and in turn organisational commitment, along with a greater belief in the value of the

organisation to the employee, both personally and professionally (Tuna et al., 2016). Preferences to

work for a particular company are often based on congruence between an individual’s perceptions

of themselves and the organisations reputation (Chew and Chan, 2008). It is necessary to attract and

retain employees who share the company’s values and this will strengthen the company brand and

lead to a company delivering outstanding shareholder value (Andreassen and Lanseng, 2010).

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Companies should communicate their image to both prospective and current employees in an effort

to improve their employer brand (Chhabra and Sharma, 2014).

It is proposed that employer branding can be used by hoteliers as a strategy to improve their staff

retention. It is further postulated that by offering benefits which employees find attractive, working

conditions where employees can achieve a work-life balance and feel valued, promoting a positive

and inclusive organisational culture and aligning the organisation’s goals with those of their

employee’s, organisations can improve their employer brand, leading to greater job satisfaction,

increased commitment to the organisation and mitigated intentions to leave the organisation. The

next section will explore the employer brand concept.

THE EMPLOYER BRAND

2.14 Employer Brand

The success of any organisation depends not only on the attraction of talent to the organisation, but

also on retention of the existing ones.

(Biswas and Suar, 2013, p. 93)

The subject of employer branding was first proposed by Ambler and Barrow (1996, p. 187), and their

seminal definition, stated that it is

The package of functional, economic and psychological benefits provided by employment, and

identified with the employing company

Employer branding is an essential strategic tool in an organisation’s battle to retain talented

employees and it is an example of strategic HR planning (Gözükara and Hatipoğlu, 2016, Sengupta et

al., 2015, Stariņeca, 2015, Sehgal and Malati, 2013, Glen, 2008). The area of employer brand

includes variables such as compensation and remuneration benefits, employee benefits, training,

promotional opportunities, along with developmental opportunities (Xie et al., 2015a, Sivertzen et

al., 2013, Vaijayanthi et al., 2011, Moroko and Uncles, 2009). The employer brand can be defined as

The generalised recognition for being known among key stakeholders, for providing a high-quality

employment experience, and a distinctive organisational identity, which employees’ value, engage

with and feel confident and happy to promote to others

(Martin et al., 2011, pp. 3618-3619)

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It is one of a few long term solutions to the shortage of talent issue which organisations are currently

experiencing (Kapoor, 2010).

Employer Branding, comprises selected levels of benefits and compensation, the work environment,

the area of work-life balance, the product or brand strength of the company, along with the

company culture and its environment (Vaijayanthi et al., 2011). Included in the area of employer

branding are concepts such as employer reputation, attractiveness, image, and brand development

(Sivertzen et al., 2013). Positive attitudes towards employee benefits, and the general reputation of

the firm in question, are highlighted as strong retention drivers among staff (Moroko and Uncles,

2009). It is essential that organisations identify the company attributes which employees find most

attractive, if they are to link the employer brand with the identity of the organisation and the

interests of employees (Maxwell and Knox, 2009).

Employer branding is concerned with making the organisation distinctive. It promises employees

and prospective employees a particular kind of employment experience and helps to differentiate a

company from its competitors (Sehgal and Malati, 2013). The concept is said to encourage people to

work for a firm due to the firm’s image as being well-managed, with a culture of continuous learning

and growth for employees (Kapoor, 2010). Research performed by Robertson and Khatibi (2013),

found that there is a positive link between the establishment of a strong employer brand, with levels

of retention and productivity in an organisation and Maxwell and Knox (2009) contend that

employees find their employer brand more attractive when the organisation is seen to be successful,

when the attributes of the products and services of the company are valued, and when the external

image of the company is considered attractive. Organisations not only need to consider their own

employer brand, but must also keep track of the employer brand portrayed by their competitors

(Dabirian et al., 2017).

Employer branding is made up of both remuneration benefits along with more general experiential

benefits which employees seek, such as training, development, promotion, flexibility in working

hours, autonomy, security and other work culture and practice related benefits and as there is a cost

for each of these, employees need to be targeted with better resource allocation in mind (Moroko

and Uncles, 2009). It is the organisations which invest more in areas such as training and

development and have lower employer turnover, that possess the strongest employer brands

(Wallace et al., 2014). Indeed, there are many advantages to a company creating a positive

employment brand, including the increased retention of employees, improved employee relations,

along with being able to offer lower salaries than those of competitors with poor employer brands

(Berthon et al., 2005). Comparative analysis carried out by Kucherov and Zavyalova (2012), found

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that companies who had a strong employer brand had lower staff turnover and invested more in

training and development and as a result this contributed towards increased employee retention.

Strong employer brands lead to an improvement in both employee relations and employee

retention (Franca and Pahor, 2012a).

When a firm embraces employer branding as a strategic activity then ‘the product they are branding

is the employment experience that the firm offers, and the customers of this brand and product are

prospective and current staff’ (Moroko and Uncles, 2009, p. 183). It is important to consider the

symbolic needs that sometimes contribute to the attractiveness of an employer, including the desire

for a healthy work-life balance, developmental opportunities and the opportunity to contribute to

the community (Xie et al., 2015b). The area of employer branding, however, is part of an integrated

process and therefore cross-functional, sometimes leading to the management of politically delicate

situations (Ambler and Barrow, 1996). Sunley (2019) proposes that more attention be paid to the

employee experience, investing in employee engagement to improve retention, using regular

employee surveys to elicit their needs, communicating using modern technology and by establishing

trust and cultivating a flexible working environment where employees can develop and progress.

‘The more highly engaged the employee, the more likely he or she will be to say positive things

about the organisation, thereby contributing to the development of a positive employer brand’

(Christensen Hughes and Rog, 2008, p. 749). It is essential, therefore, to communicate, and indeed

celebrate, achievements with employees, particularly in areas such as market position, growth, the

culture, values and traditions of the organisation, corporate social responsibility and community

giving, as these are important drivers of brand pride (Helm et al., 2016).

Just as in business, where a company seeks to have its brand chosen by consumers, an organisation’s

HRM practices also need to understand what its employees seek, if it is to attract and retain talent

(Biswas and Suar, 2013). Factors such as labour market shortages and a more globalised

competition for the best applicants, along with employees willingness to change jobs more

frequently have led to enormous competition for the best talent to meet customers’ needs (Rampl

and Kenning, 2014). Bakanauskiene et al. (2011, p. 12) propose that employer branding is ‘a way of

business life’. Indeed, Kapoor (2010) describes it as one of the most important aspects in modern

management. In a time where employment markets are becoming more competitive, firms need to

develop strategies which allow them to become an employer of choice, which will lead to the

creation of a strategic advantage for a company (Wilden et al., 2010). ‘The competition for talented

employees has never been fiercer, nor has it been more critical’, in terms of the overall success of an

organisation (Earle, 2003, p. 245).

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Glen (2008), contends that communicating internally to establish a loyal workforce may even be

more important than communicating externally to establish brand loyalty, and indeed it is clear that

‘top candidates always want to work for top companies’ (The HR Department, 2015, p. 2).

Supporting this contention, Sengupta et al. (2015), further suggest that due to the scarcity of talent,

employers cannot ignore the importance of employee branding activities and indeed should place

them at the same level of importance as corporate branding activities. Companies are seen to be

living the brand if an employee engages in behaviour that expresses both the brands identity and

their own identity simultaneously, with no conflict between the two elements (Vaijayanthi et al.,

2011).

The area of employer branding, requires planning and efforts from all areas of the organisation and

not just the HR function (Lazorko and Zajac, 2014). Employer branding is concerned with making the

organisation distinctive and it promises candidates and employees a particular kind of employment

experience, and helps to differentiate a company from its competitors (Sehgal and Malati, 2013).

The concept is said to encourage people to work for a firm, due to the firm’s perception as being

well-managed with a culture of continuous learning and growth for employees (Kapoor, 2010). In

order to resolve the issues associated with the retention of talent, it is essential that an employer

understands the current trends of employee’s values (Biswas and Suar, 2013). The Generation Y

employees in the labour marketplace are more demanding towards employers and are concerned

with self-development, along with professionalism in the work environment and will not hesitate to

change jobs should employers not meet with their expectations (Lazorko and Zajac, 2014). These

Millennials, seek employment which is both comfortable and interesting, they also seek an active

work environment, along with professional development opportunities (Stariņeca, 2015).

The importance of both current and past employees speaking positively about a company is

fundamental to that company creating a positive employer brand (The HR Department, 2015).

Rampl and Kenning (2014) propose that as the work environment is, in its essence, a product of the

people associated with it, therefore employees are essential to the employer brand image. ‘The

higher congruency a prospective employee perceives between her/his ideal image and a company’s

image, the more likely it is that this employee will have a positive attitude towards seeking

employment with that company’ (Andreassen and Lanseng, 2010, p. 215). It is also essential to align

the internal and external brands which the firm promotes and Wilden et al. (2010) contend that

potential recruits will be reluctant to consider working for an organisation, if the company’s product

brands are seen as unattractive in consumer markets generally. There must therefore be

consistency between the employer brand and the reality that the employee experiences in the

company, as otherwise the firm will experience an increase in employee turnover and a decrease in

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job satisfaction (Tüzüner and Yüksel, 2009). As services-based economies develop, effective

employer branding becomes a strategic must (Bakanauskiene et al., 2011).

2.14.1 Employer Branding as a Strategic Tool

The area of employer branding is grounded in the resource-based view of Strategic Human Resource

Management (SHRM), where the area focuses on developing the image of organisations as potential

employers and distinguishing one firm as an employer from its competitors (Backhaus and Tikoo,

2004). It is argued that smaller companies are more likely to be considered best employers, due to

their more personal connection with their employees, however, others contend that large

companies have the edge, as due to their scale and scope, they are able to offer a more

comprehensive range of benefits, along with broader experience (Hewitt, 2009).

Positive attitudes towards employee benefits and the general reputation of the firm in question, are

highlighted as strong attraction and retention drivers among staff (Moroko and Uncles, 2009).

‘Employer branding provides a competitive edge to acquire, nurture and retain talent’ (Chhabra and

Sharma, 2014, p. 49).

Three stakeholder groups that determine the employer brand are its management, its employees

and indeed its potential employees and a key SHRM strategy is to gain loyalty and commitment from

existing employees, while attracting the best quality new recruits from the marketplace (Cooper,

2013).

It should be noted that the significance of employer branding factors differ across areas such as the

gender, age and experience of prospective employees and it is therefore essential that organisations

address the needs of a diverse workforce - in terms of age, sex and cultural background – when

creating and maintaining an employer brand and note that expectations and needs also change for

employees over the life-cycle of their career (Neetu and Prachi, 2015, App et al., 2012). Indeed,

Gilani and Cunningham (2017) encourage the use of internal communication to communicate the

employer brand to existing employees throughout their life-cycle, particularly as this emanates from

management. Ronda et al. (2018) also propose segmentation by life-cycle when devising employer

branding strategies.

2.14.2 Achieving a Positive Employer Brand

Strong employer brands lead to an improvement in both employee relations and employee

retention (Franca and Pahor, 2012b). Companies that have a strong brand image and who exhibit a

positive reputation are the ones who attract the best employees, as these people are driven by both

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image and positive reputation, and this can be seen in companies such as Disney, Microsoft,

Intercontinental Hotels and Hilton Hotels (Tuna et al., 2016).

The attitude, beliefs, values and behaviour of employees reflect on the organisations brand

(Kimpakorn and Tocquer, 2010). The sense of brand pride, which is based on employees

organisational affiliation, is a factor which separates esteemed companies such as Google, BMW or

Apple from their competitors, and employees are proud if their employer receives outside

recognition as a worthwhile member of society (Helm et al., 2016). A good external image leads to

positive employee practices and it is for this reason that management devote such resources

towards influencing the social status of a company, investing time and energy in the attainment of

honorific titles such as ‘Best Place to Work’, or HR Team of the Year (Tuna et al., 2016, Martin et al.,

2011). The brand is first built on the inside of a company using the employees as a foundation for

its development and employees can be the most valuable brand champions (Du Preez and Bendixen,

2015, Kimpakorn and Tocquer, 2010). HR professionals should consider the areas of job content,

employment flexibility, learning and development, empowerment and offering a competitive

compensation package, when considering the engagement and motivation of employees (Neetu and

Prachi, 2015). If companies want to retain talent within their organisations ‘then management

needs to bring about the necessary organisational support and infrastructure at the early and middle

stages of an employee’s career, which are most often the stages where important choices (career

and life) are made’ (Neetu and Prachi, 2015, p. 645).

It is through the use of proactive employer branding strategies that companies can reduce the

likelihood of losing critical employees, thereby giving them an advantage in a competitive

marketplace and companies who follow an employer branding strategy can look forward to

increased employee retention rates – particularly amongst the highly skilled (Sehgal and Malati,

2013, Ambler and Barrow, 1996). Employers rated as “best employers”, are consistent in both stable

and difficult times, in offering HR programmes which consistently deliver results, the persistent

empowerment of managers, along with the efficient delivery of HR services with fewer resources

(Hewitt, 2009).

Regardless of the weak links exhibited between HR and employer branding in the past, the global

economy’s tight labour market and the consequent need to become an employer of choice, it is

essential to place employer branding as an essential strategy of all competitive and successful

businesses, with recruitment, selection and integration all playing their significant roles (Russell and

Brannan, 2016). Those organisations’ who exhibit a favourable HRM image are ones who show

greater customer loyalty, from customers who are willing to pay a price premium for that brand,

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therefore businesses should focus their efforts on creating a sustainable positive employer brand

(Anselmsson et al., 2016, Tuna et al., 2016).

2.14.3 Employer Brand Pride

The area of organisational pride is a topic which has been mostly unexplored, but which is a factor in

business success and much of the information on the area is based on intuition rather than empirical

evidence and indeed further empirical testing of the concept is necessary (Gouthier and Miriam,

2011, Kuppelwieser et al., 2011).

Organisations should strive to encourage an environment which induces passion for the job amongst

employees (Srivastava and Bhatnagar, 2007). Brand pride is related to pride which is a positive,

performance-related emotion related to the variables of trust, commitment, status and acceptance,

and a prerequisite for pride in the organisation is a strong desire for affiliation toward that

organisation (Gouthier and Miriam, 2011, Kuppelwieser et al., 2011). A good external image leads to

positive employee practice’s (Martin et al., 2011, Tuna et al., 2016). Pride in the organisation is a

positive influence on an employee’s intention to stay and negatively affects turnover intention

(Gouthier and Miriam, 2011). Employees who have a sense of pride in their organisation are more

committed to that organisation and feel more comfortable in the work they do in that organisation,

while also perceiving their organisation as being both important, meaningful and worthwhile

(Kuppelwieser et al., 2011, Arnett et al., 2002). The performance of the organisation can be a source

of brand pride on behalf of its employees and lead towards greater commitment towards the

organisation (Gouthier and Miriam, 2011, Arnett et al., 2002).

Further examination of the concept of brand pride in different research contexts will provide a

fruitful research area and while the effects of employee satisfaction have been the subject of

extensive research, this has not been the case for brand pride (Kuppelwieser et al., 2011, Arnett et

al., 2002).

Therefore, the reputation of the organisation and its employer brand are crucial toward the

retention of employees, however, this issue is further complicated by the unique traits possessed by

each generation that exist in the workforce currently.

In summary, the image of the hospitality industry as an employer remains poor, and it is essential

that both educators and employers in the area address this image problem for the benefit of the

sector (Barron, 2008). Impressions of menial jobs, poor career opportunities, along with limited

rewards, will have to be tackled, if Generation Y members are to see the hospitality industry as a

sector with viable, long-term career prospects (Barron, 2008). It is essential to adopt practices in the

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area of HRM which appeal to Millennials, in order to create a working environment which they are

hesitant to leave (Joyce and Barry, 2016). The concept that money buys commitment is false when it

comes to the Millennial generation, as money may be the number one variable which attracts them

to the organisation, but factors such as diversity, inclusion and flexible working arrangements make

them stay in the organisation (Brinded, 2018).

2.15 Conclusion

It is essential that researchers move forward and push the boundaries of theory development by

proposing theories that are specific, relevant and useful to the hospitality industry (Lucas and Deery,

2004). Academics face challenges in structuring their findings so that they make sense to

practitioners and in addressing broader and more holistic issues which address the realities of

everyday business practice (Bailey, 2016).

The main challenges of modern business include adaption to change, employee engagement, the

attraction and hiring of new talent, a lack of coaching skills, along with the retention of talent

(Donnelly, 2017). The challenges proposed by an increasingly changeable business environment,

featuring changing customer demands and increased competition, all overshadowed by a tight

labour market, makes hospitality managers interactions with their staff crucial to the success of a

business (Cho et al., 2006). Effective HRM is now considered the most important asset a business

can possess, and a source of competitive advantage, yet harnessing its true potential has proven

elusive (Ahmad and Schroeder, 2003).

Employee retention is a fundamental issue for the sustainability of Irish hotels and although some

research on the area has been performed, the problem persists. The hospitality industry is

recognised as one where employees often need to sacrifice family responsibilities and where the

quality of work-life is a critical concern for organisations in their attraction and retention of talented

staff (Zhao et al., 2011). Employee turnover is an area of significant concern to the hospitality

industry, and HRM practices play a significant role in this area, and when implemented effectively

can decrease the high costs of recruitment and training, lower productivity, and emotional instability

exhibited by employees (Cho et al., 2006). This research addresses the issue of retention through

the use of employer branding techniques to project an improved image of hotels as employers,

which are more suited to the retention of the Millennial generation and their needs and

expectations.

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There is a lack of studies focusing on generational differences within a hospitality management

context, providing opportunities for researchers to contribute to HRM knowledge in the area of

hospitality management (Chen and Choi, 2008). Limited generational research within hospitality

academia, means that researchers often look to sociologists for information on the area (Brown et

al., 2015). Fewer younger people are entering the hospitality industry and the older generation are

remaining in the workplace longer, therefore it is essential that HR practices are adapted in terms of

design and management to suit the multigenerational reality of the modern day workplace (King et

al., 2017). The existence of Generation Y employees as the main source of labour in the Irish hotel

industry has added further complications to the issue of retention, as this generational cohort has

quite different characteristics than earlier generations and research which incorporates these

characteristics with regard to employee retention needs to be performed.

Though the hotel industry is keenly aware of the existence of an image issue which affects employee

retention, they have not found effective strategies to tackle this, or may have been reluctant to do

so and a campaign to address the industry employer brand may be necessary (Brien et al., 2017,

Woods, 2017). It is therefore essential that more studies need to be undertaken in the area, with

regard to the externally developed image of the hotel industry as an employer (Brien et al., 2017). In

today’s changing workforce, it is necessary for organisations to adapt if they are going to retain the

best and brightest talent and give them real opportunity if they are going to remain in the

organisation (Bark, 2015, Spano, 2015). It is those leaders who understand generational differences

in terms of values, habits and preferences that will be better prepared to satisfy the needs of today’s

workforce (Cahill and Sedrak, 2012). Indeed, the failure of leaders to learn how to manage a

multigenerational workforce ‘will result in career derailment for aspiring leaders’ (Cahill and Sedrak,

2012, p. 10).

This review of literature uncovered the components which make up employer branding and the

resulting conceptual framework proposes the use of employer branding to improve job satisfaction

along with organisational commitment and mitigate feelings which employees have to leave the

organisation. It is clear that retention is an important issue, that the problem has not been resolved

by the hotel sector and that actions need to be taken to address the issue in a growing economy

where hotel employees are essential to the success of the organisation. The demands of the largest

generation currently in the workforce – those of Generation Y – have further complicated the area of

employee retention. These concerns were considered and will be incorporated into the current

study, which will further explore the concept of employer branding as a means to increase job

satisfaction, employee retention and organisational commitment and reduce an employee’s

development of intentions to leave the organisation.

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CHAPTER THREE

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CHAPTER 3 CONCEPTUAL FRAMEWORK DEVELOPMENT

3.0 Introduction

Based on the review of literature presented in the previous chapter, it is clear that employee

retention is a fundamental problem for the hotel industry in general and the Irish hotel industry in

particular. This literature further emphasised the need for organisations to improve the image of

their business as an employer, to increase organisational commitment and to mitigate the intention

to leave the organisation. Despite the substantial body of research that has been conducted on this

issue over the years, employee retention remains a significant HR issue. For the hotel industry to

realize its potential as a major driver of the economy, it is essential that employee retention be

increased and as a consequence, turnover reduced. This chapter seeks to develop a conceptual

framework that will help better explain the drivers of employee intention to leave (or employee

retention), with a particular focus on employer branding, which will then be tested as part of this

study, while being mindful of the effects of generational influences.

In creating the conceptual framework and in applying it to workplace behaviour, the researcher was

mindful of social exchange theory (SET), its reference to the cost versus rewards experienced in an

exchange relationship and how these relationships evolve over time creating variables such as

organisational commitment, loyalty and trust. The relationship which social exchange creates

between employees and their supervisors is also considered.

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The conceptual framework was built as a direct result of a review of relevant literature and relevant

previous models which were considered, particularly those posited by Akgunduz and Sanli (2017),

King et al. (2017), McGinley et al. (2017), Bee Kim et al. (2015), Brien et al. (2015), Chhabra and

Sharma (2014), Lyons et al. (2014), Helm (2013), Mohsin et al. (2013), Gouthier and Miriam (2011),

Kim et al. (2005), Van Dick et al. (2004), Arnett et al. (2002), Lam et al. (2002), Ambler and Barrow

(1996) and Dutton et al. (1994). Generation is also introduced to test its effect as a moderating

variable on the components of the conceptual framework. The proposed framework highlights a

research gap in the literature and the key relationships between variables that are being explored.

Many models have been created to test hypotheses on key HR areas such as job satisfaction,

organisational commitment and turnover intention, all of which are variables in this particular

research. The proposed conceptual framework combines these elements in a greater effort to

understand the concept of employer branding, under the effects of generational influences and will

help to guide both the semi-structured interview questions and the employee questionnaire, both of

which form part of the methodology and aid in addressing the research hypotheses set out for this

study. The work also addresses what Zopiatis et al. (2012, p. 118) term as ‘one of the most

challenging tasks of hospitality stakeholders in the next decade’ – that of retaining committed

employees in the hospitality industry.

3.1 Social Exchange Theory (SET)

Social Exchange Theory (SET), developed by George Homans, is a sociological and psychological

theory which is ‘among the most influential paradigms for understanding workplace behaviour’

(Cropanzano and Mitchel, 2005, p. 874). The theory has been used to explain the phenomena and

the relationships which occur in an organisational setting, particularly between employees and the

organisation (Ma and Qu, 2011). SET is based around the areas of cost and rewards and explores the

interaction of two parties who engage a cost-benefit analysis to determine the risks and benefits

involved in their interaction, in an effort to minimise costs and maximise benefits. The theory is

based around the costs and rewards experienced in an exchange process, with costs including the

areas of money, time and energy expended to gain the rewards of the social exchanges. Social

exchanges differ from purely economic exchanges, as they involve a connection with another person

and greater flexibility. SET provides a framework around the area of organisational behaviour and at

its core is the belief that relationships evolve over time and this leads to trust, loyalty and mutual

commitments, subject to certain rules of exchange (Cropanzano and Mitchel, 2005). SET determines

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that when the risks outweigh the rewards, then the relationship will be terminated. Reciprocity,

negotiated rules, rationality, altruism, group gain, status consistency and competition, are all

exchange rules considered in social exchange theory (Cropanzano and Mitchel, 2005).

Those employers who utilise the social exchange approach in the workplace, seek to establish a long-

term relationship with employees, care for their well-being and the development of their careers

and also seek to have this commitment and concern reciprocated by the employee (Ma and Qu,

2011). Social exchange relationships in the workplace evolve when employers take care of their

employees, leading to consequences which are beneficial, with the social exchange relationship

acting as a mediator (Cropanzano and Mitchel, 2005). Transactions which are both advantageous

and fair will lead to effective behaviour in the workplace and positive employee attitudes

(Cropanzano and Mitchel, 2005). Social exchange relationships can exist between employees and

their supervisors and also between co-workers, the latter being particularly important in the hotel

industry (Ma and Qu, 2011).

SET proposes that people tend to repeat actions which they have seen rewarded in the past and that

social relationships are based around the area of trusting that gestures of goodwill will be

reciprocated. SET incorporates areas such as organisational commitment, trust, organisational

support and leader-member exchange (Chernyak-Hai and Rabenu, 2018).

In this work, SET is utilised to underpin the conceptual framework, in that it involves a relationship

between the employer and employee where certain reward inputs are reciprocated with outputs

which benefit the employer, leading to greater employee satisfaction and commitment and in turn

diminishing intention to leave the organisation, which can lead to greater customer satisfaction,

competitive advantage and ultimately an increase in shareholder wealth – the goal of any business.

3.2 Conceptual Framework Development

As was seen in the previous chapter, there is widespread support in the literature for the role that

Job Satisfaction plays in determining Intention to Leave (see for example Du Preez and Bendixen

(2015), AlBattat and Som (2013), Gunlu et al. (2010), Malhotra and Mukherjee (2004), Lam et al.

(2002)) and Organisational Commitment (see for example Gunlu et al. (2010), Kuruüzüm et al.

(2009), Namasivayam and Zhao (2007), Silva (2006), Kim et al. (2005)). There is also strong support

for the role that Organisational Commitment plays in determining Intention to Leave (see for

example Lub et al. (2012), Nadiri and Tanova (2010), Johanson and Cho (2007), Kim et al. (2005),

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Meyer and Allen (1991)). Indeed, no literature has been found that in any way questions these

relationships.

Organisational Commitment is also an important component of social exchange theory, which

determines that gestures of goodwill shown by the organisation, will be reciprocated with greater

commitment to the organisation by its employees (Chernyak-Hai and Rabenu, 2018). Much of the

literature shows Job Satisfaction leading to Organizational Commitment (see for example Gunlu et

al. (2010), Kim et al. (2005), Lam et al. (2002), Meyer and Allen (1991)), but it is also proposed by

Silva (2006) and Subramaniam et al. (2002) that there is a two-way relationship between the

variables.

In line with this literature, all three of these variables and their relationships are represented in

Figure 3.1 below.

Fig. 3.1 The relationship between Job Satisfaction, Organisational Commitment and Intention to

Leave

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Job Satisfaction

Intention to Leave

Organisational Commitment

The literature, particularly that of Smith et al. (1969), suggests that the key determinants of Job

Satisfaction can be described as Benefits and Working Conditions, as discussed in sections 2.10.1 and

2.10.2 of the last chapter. For the purposes of this research, and in line with the review of literature,

the input variable Benefits includes pay, training and development, along with promotion, while the

input variable Working Conditions includes factors such as work-life balance, co-worker relations and

supervisor support. These variables and their relationships are represented in Figure 3.2 below.

Social Exchange Theory (SET) is based around the areas of cost and rewards, risks and benefits and

determines that people will repeat actions which have been rewarded previously (Chernyak-Hai and

Rabenu, 2018). SET also incorporates the supervisor- employee relationship, along with

relationships between co-workers in the workplace (Ma and Qu, 2011).

Figure 3.2 The Key Determinants of Job Satisfaction

Based on the work of Ambler and Barrow (1996) who are credited with creating the employer brand

concept by applying traditional brand management techniques to HRM, it is proposed here that

Employer Brand is the key driver of both Job Satisfaction and Organisational Commitment and also

has a direct influence on Intention to Leave. The relationships between these variables are

represented in Figure 3.3 below. Social Exchange Theory determines that when the risks of working

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Benefits:

- Pay- Training &

Development- Promotion Job Satisfaction

Working Conditions:

- WLB- Co-worker

Relations- Supervisor

Support

in the business outweigh the rewards received by the employee, then the mutual relationship

established will be terminated (Cropanzano and Mitchel, 2005).

Fig. 3.3 Employer Brands connection to Job Satisfaction, Organisational Commitment and Intention

to Leave.

The review of literature relevant to the area of the employer brand in Chapter Two identified a

number of variables which fed into the creation of such a concept. These were then compressed

into four different categories of inputs which share similar traits and these categories are

Benefits

Working Conditions

Organisational Culture

Organisational Brand and Performance

3.2.1 Benefits

In the review of literature, it was noted that the concept of employer branding was devised by

Ambler and Barrow (1996, p. 187) and comprised the ‘functional, economic and psychological

benefits provided by employment’. Benefits are part of the material/monetary rewards referred to

as economic benefits which lead to the attainment of an employer brand, while the provision of

training and development for employees is part of the functional benefits referred to in the

definition. Vaijayanthi et al. (2011) specifically refer to benefits and compensation as components of

employer branding, while Stariņeca (2015) emphasises the importance of professional

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Employer Brand

Job Satisfaction

Organisational Commitment

Intention

To

Leave

developmental opportunities for retention of the Millennial generation. Lee et al. (2015) encourage

the establishment of a positive reward climate to offset the negative aspects of the industry and

seek further studies which address employees across different generations and their needs. Chew

and Chan (2008) recognised the importance of pay rates on an employee’s intention to stay with an

organisation, but further proposed that the issue of pay alone will not be sufficient to address this.

Their contention that the areas of training and development have a significant effect on intention to

stay, led to them questioning why their results showed that increased training and development did

not necessarily lead to increased commitment to the organisation (Chew and Chan, 2008).

Bee Kim et al. (2015), in their theoretical framework based on 121 respondents to a questionnaire

taken from the service industry in Kampar, Penang and Kuala Lumpur and analysed via the Statistical

Package for Social Science (SPSS), sees inputs such as work-life balance, work significance and

salaries having a significant and positive relationship with the retention of Generation Y workers in a

service industry setting (Bee Kim et al., 2015). They contend that members of the Generation Y

cohort need to feel that they can contribute to and feel significant in their job if they are to be

retained and that variables such as work-life balance and salaries have a lower positive significance

that that of work significance (Bee Kim et al., 2015). The focus of this study was on the general

service industry and the authors note the lack of generalisability as a limitation of the work.

Fig. 3.4 Bee Kim et al. (2015, p. 7) Theoretical Research Framework

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Work-Life balance

Significance of Work

Salaries

Retention of Gen Ys in the workplace

Although the work of McGinley et al. (2017) is based on assessing perceptions of hotel employment

amongst those with no prior hotel experience and developing a conceptual framework where both

motivations and personal constraints led to an applicant’s attitude towards a job in the industry, in

turn leading to their intent to apply for a position, it also examined a person’s intention to

recommend a position in the hotel industry. McGinley et al. (2017) found that those with a positive

attitude towards hotel work are more likely to recommend positions in the industry, which further

emphasises the importance of presenting a positive employer brand if an organisation is going to

utilise its employees as ambassadors for the business. Their proposition in (H1) and (H2) in Figure

3.5 below that perceptions of pay and advancement in terms of career will have a positive effect on

the attitude towards working in a hotel were fully supported by the use of structural equation

modelling (SEM) to analyse the results of 792 US respondents to a questionnaire, who had no

previous hotel industry experience. Therefore, perceptions of the hotel industry as being well-paid

and offering training, along with career development opportunities, led to an improved attitude

toward working in the hotel industry (McGinley et al., 2017).

Fig. 3.5 McGinley et al. (2017, p. 116) Conceptual Framework

Lam et al. (2002) support the need for training which will lead to greater organisational commitment

and decreased intentions to leave an organisation. McGinley et al. (2017) suggest that similar

research be extended to other countries due to the global labour shortage in the hospitality

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industry, as it is important to understand variables such as pay, training, development and work-life

balance and how they contribute towards attitudes to working in the hospitality industry.

3.2.2 Working Conditions

For the purposes of this framework, the variable Working Conditions includes areas such as work-life

balance, co-worker relations and supervisor support. Kandasamy and Ancheri (2009) found that

though hospitality workers were aware of long hours, they expressed a desire for a work-life balance

in order to aid their retention and proposed that there was a need for employers to recognise the

changes in employee’s expectations of a work-life balance going forward. New generations of

workers bring about changes in expectations in terms of work-life balance and the literature review

illustrated the strong desire by Millennials to achieve a work-life balance. Indeed, Bee Kim et al.

(2015) postulate that work-life balance has a significant positive relationship on the retention of

Millennials in the service industry.

In her work on the area of talent management, work-life balance and retention, Deery (2008)

highlights the importance of retention improvement through a focus on the causes of staff turnover

including low job satisfaction, work overload, low organisational commitment and stress. Her work

emphasises organisational and industry attributes as being significant factors which create stress, job

burnout and emotional exhaustion, leading to work-life conflict if not checked and actioned by the

organisation in terms of talent management strategies. Deery (2008) further suggests that the

variables which improve employee retention need to be examined in a more thorough fashion.

On revisiting the area of retention, Deery and Jago (2015) created a framework where the attributes

of the industry, combined with the employees personal dimensions, could be influenced by

improved organisational strategies which could lead to increased employee retention. The authors

emphasise the importance of tackling the hospitality industry’s poor perceived reputation with

strategies to enhance the industry’s employer brand, similar to the inputs which are presented in the

proposed conceptual framework which will contribute to a positive or negative employer brand for

an organisation. By focusing on the input of employee’s working conditions and work-life balance, a

more positive employer brand can be created and the proposed framework tests whether these

actions can then lead to increased job satisfaction, organisational commitment and decreased

intentions to leave the organisation. McGinley et al. (2017) postulate that when potential

employees struggle with family and home responsibilities, they are less likely to view the hotel

sector as a viable source of work, therefore inferring that a more positive employment brand, which

encourages greater work-life balance, is needed to make the hotel industry more attractive.

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The review of literature discovered that Generation Y workers seek a supportive work environment

and also value their relationships with supervisors and their work environment more than their

predecessors (Davidson et al., 2010a, Chen and Choi, 2008, Johanson and Cho, 2007, Kim et al.,

2005). A key contributor to satisfaction in the job is an employee’s relationship with their

supervisor, while their relationship with their co-workers is also important to their satisfaction

(Smith, 2013, Felps et al., 2009).

3.2.3 Organisational Culture

In this framework, the area of Organisational Culture is seen to include the variables of

organisational justice, organisational trust and organisational identification.

In their definition of employer branding, Ambler and Barrow (1996, p. 187) refer to the psychological

benefits provided by employment as part of an effective employer brand and specifically list ‘feelings

such as belonging, direction and purpose’ as elements of a positive employer brand. These are

achieved through the creation of an effective and supportive organisational culture.

Brien et al. (2017) refer to the negative image of the hotel industry and the fact that the industry is

keenly aware of the issues which exist in terms of their reputation as an employer, but posit that

there is a reluctance to tackle this, or simply propose that no suitable strategy has been found to

address the problem. They further state that increased work needs to be carried out on the issues

which lead to the externally developed image of the hotel industry. Their hypotheses – illustrated in

Figure 3.6 - that increased communication has a significant effect on trust, influence and

commitment (H1, H2 and H3) were all deemed to be true, when questionnaires were analysed from

419 participants who worked in hotels based in New Zealand.

Fig. 3.6 Brien et al. (2017, p. 363) OSC Variables Impact on Trust Model

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Therefore the authors emphasised the impacting power that variables such as influence,

communication and trust have on organisational commitment in the hotel industry and

concentration on these variables can assist to reduce employee turnover intention (Brien et al.,

2015). It is proposed that the establishment of an organisational culture which reflects the qualities

of strong communication and trust between management and employees is essential to building a

strong employer brand.

An organisational culture which encourages strong communication with employees can have a

significant impact on intention to leave that organisation, but this can be enhanced by increasing

organisational trust and by utilising influential employees, who through their actions, impact both

their own and other employees intention to leave the organisation (Brien et al., 2015). Indeed

employee communication ‘is absolutely vital as a tool to reduce employee turnover intention and

develop commitment’ to the organisation and the authors go on to encourage further research on

the areas of intention to leave and organisational commitment in the hotel sectors of other

countries and to account for variances in demographics and other HR characteristics (Brien et al.,

2015, p. 373). The importance of trust in reducing employee turnover intention and increasing

employee commitment is also supported by Mohsin et al. (2013) in their work on exploring

intentions to leave for luxury hotel staff. It is proposed that the establishment of a strong

organisational culture, with a supportive working environment, of which communication with

employees, just systems and trust in the organisation are key components, is essential to the

establishment of a positive employer brand.

Identification with the organisation gives employees feelings of solidarity with the organisation and

feelings of support from the organisation, along with a perception of shared goals and characteristics

(Witting, 2006).

In their findings, Brien et al. (2015) encourage businesses to know the effect of each impacting

variable when it comes to the area of employee turnover intention, as they contend that this can

produce significant benefits. These authors also found that the multicultural make-up of employees

in hotels gave different perspectives on inputs such as trust, hence the proposed conceptual

framework in this research examines various generational cohorts to determine if these change the

framework’s outcomes.

Recently, Akgunduz and Sanli (2017) proposed research which investigated the effect of employee

advocacy and the perceived support of the organisation on the areas of turnover intention.

Organisational support relates to the belief that the organisation cares about the welfare and

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contributions of its employees and this can be engrained in the organisational culture (Akgunduz and

Sanli, 2017). Their model, as illustrated in Figure 3.7, used a sample size of 400 hotel employees

who completed questionnaires which used ‘multiple-item scales (which) were obtained from past

empirical studies to operationalise the study constructs’ (Akgunduz and Sanli, 2017, p. 121). One of

the resulting hypotheses tested the relationship between organisational support and turnover

intention.

Fig. 3.7 Akgunduz and Sanli (2017, p. 121) Conceptual Model

The results of this research showed that employees who perceived greater organisational support,

where information is shared freely by management and where efforts to improve employee

satisfaction are actioned, experienced decreased intentions to leave the organisation (Akgunduz and

Sanli, 2017). The implications of their research led them to suggest that management create an

organisational culture where employee’s opinions matter, their interests are cared for and their

contributions to the organisation are appreciated. The authors highlighted a limitation of the

research as its focus on employee’s opinions only, hence the use of a mixed methods approach in

the proposed research, while the focus on three cities in Turkey was also highlighted as a weakness

which may lead to a lack of generalisability.

3.2.4 Organisational Brand and Performance

Helm (2013) suggests that although variables such as job satisfaction and intention to leave are

commonly researched predictors of employee turnover, factors such as the external reputation of an

organisation receive less attention, even in a time of declining public trust in companies and as a

result a greater desire for a positive external reputation by a firm’s employees. An employee’s

identification with an organisation is sensitive to how they feel outsiders view the organisation and a

stronger external reputation increases employees’ organisational identification, alluding to the

importance of the organisation’s brand and strength and how employees identify with these

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concepts (Dutton et al., 1994). Indeed Alniacik et al. (2011) state that a positive reputation for the

organisation helps to retain talented human resources within that organisation.

Dutton et al. (1994), in their earlier model, examined how employee’s behaviour altered based on

the external image of the organisation. Their proposition that empirical evidence shows that the

increased attractiveness of a particular organisation’s construed external image leads to a stronger

organisational identification on behalf of the employee, led to the inclusion of ‘brand strength’ as an

input variable to the proposed conceptual framework. The belief that an employee’s attachment to

a company is influenced by what others think of the organisation is further emphasised by Alniacik

et al. (2011) who posit that companies that possess positive reputations are seen to provide

enhanced levels of self-esteem to their employees.

Dutton et al. (1994) suggest that further research should be conducted on how changing conditions

affect employee’s image of their particular organisation and this supports the use of generational

influences as a moderator in the conceptual framework, as conditions change as generations

change. A strong brand increases employee contentment and their belief in the value which a firm

holds in terms of their personal and professional existence and it is suggested that further research

is needed to assess the perception of the brand using various generational cohorts (Tuna et al.,

2016).

The Helm (2013) model in Figure 3.8 hypothesises that the external reputation of the organisation is

associated positively with both organisational pride (H1) and the employees job satisfaction (H2).

Her research, based on a cross-sectional survey of 439 employees taken from the alumni association

of an American graduate business school, supported both of these hypotheses, showing that

‘outsiders’ views of the organisation, as perceived by employees, are strongly associated with

employees’ pride in organisational membership and to a lesser degree with job satisfaction (Helm,

2013, p. 550).

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Fig. 3.8 Helm (2013, p. 545) Theoretical Model of Hypothesized Relations

Lee et al. (2015) contend that employers should be focused on their company image, as it is an area

for which employees are critically concerned and that this can be combined with the need for a

favourable public image. ‘Preferences to work for particular companies are frequently based on the

congruence between individuals’ perceptions of themselves and an organisation’s reputation’

lending support to the importance of a positive brand and the exploration of how it is linked to the

retention of employees (Chew and Chan, 2008, p. 513).

Based on the review of literature, along with the components which make up previously tested

models as discussed in this chapter and in line with social exchange theory, a visualisation of the

suggested components of the employer brand was created and is now shown in Figure 3.9. These

elements will become part of the conceptual framework and the testing of various hypotheses.

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Organisational Culture:

- Organisational Justice

- Organisational Trust

- Organisational Identification

Employer Brand

Benefits:

- Pay- Training &

Development- Promotion

Working Conditions:

- WLB- Co-worker

Relations- Supervisor

Support

Fig. 3.9 Components of the Employer Brand based on a literature review & previously tested models

3.2.5 Generational Influences

In the proposed conceptual framework, it is hypothesised that the particular generational cohort

from which the employee emerges, acts as a moderating variable in the conceptual framework and

therefore influences its outcome. This framework addresses Generation’s X and Y, but Generation Y

in particular.

While Solnet et al. (2008) bemoan the lack of practical informed research into the area of

Generation Y retention in the hospitality industry, Glass (2007) and Park and Gursoy (2012) go on to

encourage the incorporation of Generation Y preferences and work values into the industry’s HR

policies in order to encourage the retention of members of this cohort. Carbery et al. (2003), in their

earlier work on predicting hotel manager’s turnover cognitions based on 280 Irish hotel managers

who were graduates of an international hotel school, developed a model of predictors of manager

turnover intentions and their inclusion of demographic variables as influencers of turnover

cognitions amongst hotel managers can be compared to the use of generational influences as

moderating variables in this proposed conceptual framework. Though age, gender, education level,

marital status, experience level and salary level were used as influencers, it is proposed that the

addition of being a member of a particular generational cohort would add to this work.

Lub et al. (2012) encourage the inclusion of more SME type operators in future research in the

hospitality industry, pertaining to the employee commitment of different generations. Their belief is

that the research agenda for generational differences in the hospitality industry is in need of further

development and that a more generation-focused approach is needed in the retention of hotel

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Brand Strength

Organisational Performance

Employer Brand

workers. Studies by Gursoy et al. (2013), Chi et al. (2013), and Lub et al. (2012) in the area of

generational influences in the hotel industry, were all derived from a single hotel, or company and it

is therefore recommended by these authors that this sample be widened and this is noted as

regards the methodology for the current research being undertaken.

Lyons et al. (2014) created a conceptual model where generational differences and demographic

factors are combined to create career experiences, expectations and attitudes, which leads to

outcomes such as career commitment and satisfaction (Figure 3.10). The authors emphasise the

importance of understanding how these expectations, experiences and career outcomes shift

through different generations, in a Canadian context, and encourage other researchers to explore

intergenerational differences in other countries who are faced with similar challenges (Lyons et al.,

2014).

Fig 3.10 Lyons et al. (2014, p. 187) Conceptual Framework

As illustrated in Figure 3.4 earlier, Bee Kim et al. (2015), in their theoretical research framework,

propose that there is a relationship between an employee’s perception of the significance of their

work and the retention of Generation Y workers. The inclusion of a generational perspective is

supported by earlier research by Lub et al. (2012) who bemoan the few studies which focus on

generational differences in the overall hospitality industry. In their work on job satisfaction among

frontline hotel employees, Lee et al. (2015) emphasise the importance of assessing the diverse

generational cohorts which exist in the current labour market in future research.

King et al. (2017) created a conceptual framework, primarily tested on employees in the Australian

hotel industry, which utilised generational cohorts to create differing relationships between its

components, including work values and how they related to both brand fit and brand performance

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(Figure 3.11). Their contributions, derived from 303 hospitality employee’s – employing quota

sampling to elicit the views of equal numbers from the Baby Boomer Generation, Generation X and

Generation Y - give insights into the achievement of a fit between an employee’s values and the

brand’s values and they found that generational collective memories have a significant influence on

their current work values (King et al., 2017).

Fig. 3.11 King et al. (2017, p. 97) Model

King et al. (2017, p. 103) contend that ‘the brand can appeal to hospitality employees of all

generations, albeit with an emphasis on different values’, that is intrinsic rewards for Baby Boomers,

altruistic rewards for members of Generation X and social rewards for members of Generation Y.

The aforementioned variables were combined to create a conceptual framework to be tested in the

primary research.

3.3 Proposed Conceptual Framework and Hypotheses

Ma and Qu (2011) posit that the utilization of social exchange theory in a workplace in order to care

for employees and elicit organizational commitment, will lead to a reciprocation by employees in

terms of their behavior in the workplace. Cropanzano and Mitchel (2005) determine that when an

employee’s perception of risk in the workplace outweighs the reward they receive, then they will

seek to terminate the relationship. Following the review of literature and of previous related

models, the following conceptual framework (Fig. 3.12) is proposed to be tested in the context of

the Irish hotel industry and is underpinned by Social Exchange Theory (SET). The hypotheses are

constructed with particular regard to both generational influences and SET.

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H1. Generational traits affect an employee’s intention to leave or stay with an organisation.

H2. A negative employer brand increases an employee’s intention to leave an organisation.

H3. An increase in positive employer branding efforts leads to greater employee retention.

H4. Members of Generation X and Generation Y cohorts assign different levels of importance to

the concept of employer branding.

The conceptual framework also addresses the moderating effects of intergenerational influences on

the components of the framework.

H1, H2 and H3 are illustrated on the conceptual framework, but in the case of H4, it is not possible to

illustrate these on the framework.

Fig. 3.12 Proposed Conceptual Framework (Phase 1)

This proposed conceptual framework combines the information gathered in the review of literature

and in the various models reviewed in this chapter, along with the concept of reciprocity referred to

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in SET, to form a framework which clearly has the concept of employer branding at its heart. It

shows that the employer brand is influenced by a number of factors and that its usage can lead to

outcomes such as greater job satisfaction and organisational commitment, which in turn influence

an employee’s intention to leave an organisation, ultimately leading to increased employee

turnover, or alternatively increased employee retention.

The models reviewed in this chapter have been tested and this research will now go on to test the

stated hypotheses, utilising both qualitative and quantitative approaches, with the methodological

approach used discussed in Chapter Four.

3.4 Conclusion and Contribution

This conceptual framework has been created to contribute to the literature on the areas’ of

employer branding, staff retention and generational influences. Its creation is underpinned by social

exchange theory and the concepts of risk and reward, reciprocity, rationality and other exchange

rules. It is based upon previously published literature in the area and the conceptualised models

which have been created as a result of this research. It focuses on the creation of an employer

brand for an organisation to assess how it influences an employee’s development of organisational

commitment, or alternatively their consideration of leaving that organisation, thereby influencing

employee retention rates.

The employer brand inputs comprise variables which were drawn from models and literature to

create these input groupings. The variables included in the conceptual framework are deemed to be

essential to the outputs of developing an intention to leave an organisation, or becoming committed

to that organisation, as elicited from a review of relevant literature. The use of intergenerational

influences as moderators in the framework allows it to address different generational cohorts –

which in this study focuses on Generation X and primarily Generation Y cohort members.

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CHAPTER FOUR

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CHAPTER 4: METHODOLOGY

4.0 Introduction

‘A well thought out and consistent set of assumptions will constitute a credible research philosophy,

which will underpin your methodological choice, research strategy and data collection techniques

and analysis procedures’.

Saunders et al. (2016, pp. 124-125)

The design of a coherent research project is essential to ensure that all aspects of the research fit

together and this begins with the philosophical commitments made through the choice of research

strategy (Saunders et al., 2016). This chapter explores both the philosophical and the

methodological approach used to answer the research questions put forward for this study. It

explains the philosophical underpinnings of the research, the research design process, the methods

of data collection utilised and how analysis of the research took place. The research method chosen

is both exploratory - to hypothesize why things happen, seeking to question real-world social

phenomena, and normative - to invoke guidance towards change (Coles et al., 2013, Lerner, 2012).

A mixed methods approach to the primary research is undertaken, utilising both semi-structured

interviews and questionnaires. The blending of both qualitative and quantitative data provides a

better understanding of the research questions than when using either method in isolation

(Creswell, 2014). The analysis of the qualitative data involves thematic analysis, by emphasising,

pinpointing, examining and recording patterns (themes) within the data. The themes generated are

important to the description of the phenomenon and are associated to the specific research

questions, initially set down for the research. From the primary research, “codes” or themes are

generated. The information derived from these codes is then combined with bottom-up derived

codes generated by the secondary research, in order to provide answers to the research questions

set out initially (Robinson et al., 2014b).

The use of questionnaires is an efficient way of collecting information from large samples in advance

of quantitative analysis, however the questionnaire design must be handled correctly as it can affect

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the reliability, validity and response rate of the instrument (Saunders et al., 2016). The

questionnaire will complement the semi-structured interviews, allowing for greater exploration of

the research questions and objectives of the research (Saunders et al., 2016).

4.1 Research Aims, Research Questions, Research Objectives

As previously stated, the aim of this research is:

To develop a conceptual framework which investigates and helps to explain the structural

relationships between the input variables which make-up the employer brand (benefits, working

conditions, organisational culture, brand strength and organisational performance) and the output

variables of job satisfaction, organisational commitment and intention to leave the organisation, for

different generational cohorts.

The research questions and objectives related to this aim were previously outlined in the Chapter 1,

while the conceptual framework and related hypotheses were discussed in Chapter 3.

4.2 Philosophical Position

Research is concerned with the acquisition of knowledge and developing understanding about a

particular issue, then collecting the facts pertaining to this and then interpreting the results to

construct a more complete picture (Walliman, 2011).

To carry out this research, a number of philosophical assumptions are made, connected with the

main philosophical positions – Ontological, Epistemological and Axiological - as illustrated in Table

4.1. It is essential to understand the differences between these three distinct research philosophical

assumptions, in order to justify the philosophical choices in a research study (Saunders et al., 2016).

Table 4.1 Types of Philosophical Assumptions in Research

Ontological Epistemological Axiological

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Refers to assumptions about the nature of reality and shape the way in which you see and study research

objects.

Asks what is the nature of reality?What is there in the world?

How do I view the world and the true nature of reality?

This refers to assumptions about knowledge, what makes

knowledge acceptable, legitimate and valid and explores how this

knowledge can be communicated to others.

What is knowledge and what are the sources and limits of

knowledge?Asks what counts as knowledge?

How knowledge claims are justified? What the relationship is between the researcher and the

area being researched?

This concerns the role of both values and ethics within the

research process and explores how we deal with both our

own values and those of the research participants.

Asks what is the role of values and ethics in the research

process?

Source: Adapted from Saunders et al. (2016, pp. 127 - 128), Creswell (2013)

It is important to think through the philosophical issues involved in the research, as they are central

to the research design and can significantly affect the quality of the research undertaken (Easterby-

Smith et al., 2008). The use of these assumptions underpins the methodological choice, the strategy

employed for the research and both the data collection and the data analysis procedures (Saunders

et al., 2016). These assumptions lead us to explore a number of distinct philosophical positions

which will be discussed in section 4.2.1.

4.2.1 Prominent Research Philosophies

‘All researchers hold philosophical assumptions whether or not they are aware of them’ and it is

suggested that the more prominent research philosophies adopted, which underlie the practice of

management research, include Positivism, Relativism and Social Constructionism. (Easterby-Smith

et al., 2008, p. 77). Other philosophical positions include Critical Theory, Feminism, Hermeneutics,

Postmodernism, Pragmatism and Structuration Theory (Easterby-Smith et al., 2008).

Saunders et al. (2016) posit that there are five major research philosophies in the areas of business

and management that should be considered and these are compared in Table 4.2.

Table 4.2 Comparison of the Five Major Research Philosophies in Business and Management

Research Philosophies:

Positivism Critical Realism

Interpretivism Postmodernism

Pragmatism

Ontology Real, independent, granular & ordered

External, independent, objective structures.

Socially constructed through culture & language

Complex & rich where some meanings, interpretations & realities are dominated & silences by

A flux of processes, experiences & practices

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others

Epistemology Scientific, observable & measured with casual explanation & prediction as contribution

Knowledge is historically situated & facts are social constructions

A focus on narratives & stories, perceptions & interpretations

A focus on absences, silences and oppressed or repressed meanings, interpretations & voices

Focuses on the practical meaning of knowledge in specific contexts & on problems, practices & relevance

Axiology Detached & objective researcher

Bias is acknowledged and mitigated as much as possible

The interpretations of the researcher are key to the contribution & the researcher is reflective

Value constituted research with the research radically reflexive

Value-driven research which is sustained by the researcher’s doubts & beliefs

Adapted from Saunders et al. (2016, pp. 135-144)

The belief in a particular epistemology normally leads the researcher to choose methods which are

reflective of this position.

4.2.2 Philosophical Position of Current Research

This research takes a primarily pragmatist philosophical approach. This approach attempts to

reconcile both objectivism and subjectivism and considers ideas, hypotheses and research findings in

terms of their practical consequences in specific contexts (Saunders et al., 2016). ‘Pragmatists

recognise that there are many different ways of interpreting the world and undertaking research’

and often use multiple methods in order to advance their research (Saunders et al., 2016, p. 144).

For this reason, qualitative research in the form of semi-structured interviews is combined with

quantitative research in the form of an employee questionnaire, to give more robust data from

which to draw conclusions. This allows the research to view organisations from the perspectives of

different groups of people, as the way a manager and an employee view the organisation are

different, and it is argued that they experience different workplace realities (Saunders et al., 2016).

We are not neutral, but are influenced by preconceptions, values and beliefs which we have

developed, and people view the world in different ways (Walliman, 2011). The research

stakeholder’s perspectives are essential to the quality of the research, in an effort to better

understand the issues related to the retention of staff in an Irish hotel.

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4.3 Inductive, Deductive and Abductive Approaches to Research

There are three different approaches to research – the inductive approach draws conclusions from

empirical data, while the deductive approach makes use of models, to come up with hypotheses,

which are statements of reality which are testable (Kapoor, 2010). The hybrid abductive approach

collects data to explore a particular phenomenon, identify themes in the research and explain

patterns and where you ‘generate a new or modify an existing theory which you subsequently test

through additional data collection’ (Saunders et al., 2016, p. 145). The inductive approach was the

earliest form of scientific activity and is also the most commonly used, as we apply it daily in our lives

as we learn from both our surroundings and experiences, come to conclusions as a result, generalize

these and establish a rule or a belief (Walliman, 2011). Deduction starts with general statements

and by applying logical argument, it comes to a specific conclusion. For the theory to be tested, it is

expressed as a statement which is referred to as a hypothesis (Walliman, 2011). The abductive

approach moves forward and back, combining theory and data in line with how many business

researchers approach a problem (Saunders et al., 2016).

An abductive approach will be adopted in this research. It will begin with the observation of a

phenomenon and then work out a plausible theory on how this may have occurred (Saunders et al.,

2016). Data which is sufficiently rich is obtained in order to explore the phenomenon, themes and

patterns are identified and this information is integrated into an overall conceptual framework,

which is tested using the evidence provided by existing and new data (Saunders et al., 2016).

4.4 The Research Design

The research design is the general plan which will be followed in order to answer the research

questions and gives specifics on the sources from which data will be collected, how this data will be

collected and analysed, along with outlining any ethical issues or constraints which are anticipated in

the research (Saunders et al., 2016, Kumar, 2014). It is written in advance of data collection and

serves to both explain and justify what data is collected, how it is collected, where it is collected,

how it is to be analysed and how this will then provide answers to the research question (Easterby-

Smith et al., 2008). The decision to apply a particular form of research design depends on the

problem’s nature as posed in the aims of the research (Walliman, 2011).

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The methodology employed by previous researchers’ in the area was also considered and these

methods, which were collected as part of the seminal author review, are illustrated in the sample in

Appendix C.

4.4.1 Data Analysis Procedures – Literature Review and Previous Models.

Following a review of literature in Chapter Two and previously tested models in Chapter Three, and

analysing the established relationships which were evident from these, variables were combined as

shown in Figures 3.1, 3.2, 3.3 and 3.9 and ultimately formed the proposed conceptual framework in

Figure 3.12.

4.4.2 Mixed Methods Research

The mixed methods approach to research involves philosophical assumptions and the mixing of both

qualitative and quantitative approaches to research, leading to greater strength than had qualitative

or quantitative material been used in isolation and a more complete understanding of the research

problem (Creswell, 2014, Creswell, 2009). Results derived through the use of a mixed methods

approach mean that results from one method used can lead to questions to ask for the other

method, or the results from each method can be used to reinforce each other (Creswell, 2009).

Indeed, it is argued that mixed methods should be used in management research, as it provides a

greater number of perspectives on the phenomena under investigation (Easterby-Smith et al., 2008).

Three general strategies can be used: sequential, concurrent and transformative.

In this work, the sequential mixed methods approach has been used, with the data derived from the

qualitative phase serving to inform the quantitative research to provide a more comprehensive view

on the research problem. The semi-structured interviews with managers from the research sample

took place in phase one and following its analysis the information derived served to inform the

questions put forward in the employee questionnaire distributed as part of phase two – the

quantitative phase. The key strategy is that the quantitative data builds on the qualitative data

analysed in phase one and informs the questions to be posed to the sample (Creswell, 2014). The

information derived from the qualitative and quantitative phases was analysed separately. The

information obtained from General Managers in phase one was used to inform the interview

questions directed towards employees in phase two, so that both perspectives could be considered

and compared, giving richer and more rounded information.

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The strengths of mixed-methods research are that it combines both quantitative and qualitative

research to create stronger theory, it provides greater evidence than using just one research

method, it encourages the use of multiple worldviews and it is practical in that it allows the

researcher to use whatever methods are necessary to address the research questions (Northwest

Nazarene University, 2017). It is also argued that the mixing of qualitative and quantitative research

may be acceptable where both the overall direction and significance of the sources are fairly similar,

but that difficulties may arise where different sets of data infer contradictions about the same

phenomena (Easterby-Smith et al., 2008).

4.4.3 Qualitative Research

Qualitative research sets out to explore and understand the meaning which both individuals and

groups ascribe to a social or a human problem and looks at the world outside specialised research

settings (Creswell, 2009, Flick, 2008). It is often the intention of qualitative research to change the

issue being examined, or to produce knowledge which is relevant in a practical way (Flick, 2008).

Despite its widespread usage, concerns have been expressed about the quality of qualitative

research, in terms of its rigour, the robustness of its evidence and in its relevance, however, it

provides a richness which allows for greater insights into human society (HM Treasury, 2012,

Walliman, 2011). In this research, direct quotations based on the interviews conducted are included

so that a richer understanding of the situation could be obtained (Ahmad et al., 2010).

It is important that the data collected in the qualitative research addresses the issues which were

identified at the beginning of the study, and explanation comes through the investigation of the

relationship between categories which were established in the qualitative analysis (Fulton et al.,

2013).

The primary research qualitative method used to gain information for this research was by way of

semi-structured interviews with senior managers in Irish hotels, who are members of the Cork

Branch of the IHF at General Manager level. Semi-structured interviews are used in this instance to

better understand the interviewee’s attitudes and opinions on the research topic and they also allow

answers to be probed for clarification (Saunders et al., 2016). By combining these interviews with

questionnaires, it allowed the opinions of both the senior management and the employees of

individual hotels to be considered, compared and contrasted and this fits with the philosophical

position adopted in taking a primarily pragmatist approach to the research. The hotel profiles of the

interview participants are shown in Appendix D. Barron et al. (2014), in their research on a multi-

generational workforce in the hospitality industry, used a similar mixed methods approach,

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combining a series of semi-structured interviews with management and self-completed

questionnaires with employees, to present strategies for managing a multi-generational workforce.

4.4.4 The Semi-Structured Interview

Interviews are one of the main methods for conducting qualitative research (Flick, 2008). The use of

an interview as a qualitative research method is interactive in nature and combines both structure

and flexibility and even in an unstructured interview, the researcher will make use of themes, along

with an interview schedule or guide (Legard et al., 2003). Its purpose is to ‘contribute to a body of

knowledge that is conceptual and theoretical and is based on the meanings that life experiences

hold for the interviewees’ (DiCicco-Bloom and Crabtree, 2006, p. 314). New thoughts are likely to be

generated as a result of the interview, making it generative in nature (Legard et al., 2003).

In the semi-structured interview, the researcher utilises a list of themes and some key questions,

though there may be variance in use from interview-to-interview (Saunders et al., 2016). The

information obtained is recorded by means of both audio-recording and note-taking. This form of

interview places greater emphasis on the ‘why’ rather than the ’what’ or ‘how’ questions and allows

the interviewer to probe the interviewee in order to greater understand their attitudes and opinions

(Saunders et al., 2016). For these reasons, the semi-structured interview was deemed the most

appropriate for this particular research.

Semi-structured interviews were previously used by researchers in related areas, for example Barron

et al. (2014), Chhabra and Sharma (2014) and Zopiatis et al. (2011), and they allow the experts being

interviewed to impart information and their beliefs on the area being examined.

4.4.5 The Sample of Interviewees

Sampling is a central feature of the research design and determines the comparative potential of the

research (Flick, 2008). Sampling is used in circumstances where it would be impossible to collect

data from the entire population due to time and budget constraints (Saunders et al., 2016).

Therefore, sampling is used in the hope that a representative sample can be used to draw

conclusions on how an entire group would behave (Walliman, 2011).

For this research, convenience sampling was chosen as the sampling technique and a sample was

selected which focused on the members of the IHF within the Cork Region. The area comprises both

a City and County area. Cork is Ireland’s second largest city and comprises various sizes of hotels, a

mix of branded and unbranded products and a range of star grades. The sampling frame, a complete

list of all hotels in the target population, was drawn from the current Cork Branch IHF membership.

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The total number of members in the Cork IHF Branch is currently sixty-four, therefore eighteen

interviews with General Managers represents just over twenty-eight percent of the population.

Inferences were drawn from the sample and applied to the entire population – hotels in Ireland – in

order to answer the research questions and in turn meet the research objectives (Saunders et al.,

2016). This allows for a rich data set, which offers varied experiences, views and perspectives.

The convenience sample of eighteen participants was chosen with regard to factors such as the

location, hotel grading and hotel ownership or brand affiliation. Though convenience sampling is

easier to carry out, quicker and less costly in comparison to other sampling techniques, it does have

limitations, including the inability to generalise the population as a whole, potential bias and the

possibility that certain sections of the population will be either over or under-represented.

Saunders et al. (2016) concur with Creswell (2013) that between five and thirty interviews is

sufficient for a general study. Gaskell (2000) posits that for a single researcher between fifteen and

twenty-five interviews is the upper limit of interviews to conduct and analyse, as common themes

and an increased understanding emerge at this stage and this allows the researcher to go beyond a

superficial list of quotes and perform a thorough analysis of the interviews. After fifteen interviews

were conducted, a review of the themes and information obtained was completed to elicit

saturation. If similar information and themes were appearing with no new information, then the

semi-structured interviews would have been concluded. However, as new information and themes

were appearing, the research continued until saturation level was reached at interview 18.

The semi-structured interviews relate to Research Questions 1, 2, 3, 4 and 5 and to Research

Objectives 1, 2, 3 and 4.

4.4.6 Access to Interviewees and Data Management

For the purposes of this research, access was granted to the membership of the Cork Branch of the

IHF through its Branch Chairperson who introduced the research to the membership database and

encouraged participation. The research was also supported by the National Branch Chief Executive

of the IHF.

The interviews took place in June 2018 over a two week period. Interviews were conducted in the

participant’s hotels as it was deemed to be a convenient location for them and lasted from 1.5 to 2

hours in duration. All interviews were recorded with the permission of the interviewee and the

researcher took notes for cross-checking purposes. Interview recordings were then transcribed by

the researcher in advance of being transferred into the NVivo analysis software package.

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4.4.7 The Interview Guide and Structure

Pre-testing of the research instrument is essential to ensure questions can be understood and to

identify any problems before data collection commences (Kumar, 2014). Pre-testing of the interview

questions and format for this particular research was carried out with colleagues from both a hotel

industry background and an academic background, so that any weaknesses or confusion was

highlighted in advance and adaptions made as deemed necessary. A sample of the semi-structured

interview themes and questions, based on information obtained in the Literature Review, is included

in Appendix E. The interview themes and questions can be traced directly back to the literature

reviewed, as the researcher seeks further information and clarity on issues and topics which arose in

the literature review and this is displayed in Appendix F.

Following the pre-testing of the interviews, it was decided that an Information Sheet be distributed

to all interviewees in advance of the appointed interview date which outlined the title of the

research and the main themes, explained that it was part of a larger Ph.D. research sequential

research piece, categorised Generation X and Generation Y into age bands for the purposes of the

research, defined the term employer brand, explained how the interview would be recorded and

transcribed and assured the interviewees that any direct quotes would not be directly attributed to

them. The necessity of providing a definition for employer brand was made clear from the pre-

testing. This Information Sheet is attached in Appendix G.

4.4.8 The Analytical Strategy for this Study – Template Analysis

4.4.8.1 Using Qualitative Analysis Software

In this research, template analysis software in the form of QSR’s NVivo is utilised, allowing the

identification of themes, the indexation of segments of text to particular themes, the linking of

research notes to coding and the ability to carry out complex search and retrieve operations (King,

2004). This software package is ideal as it supports mixed methods research and is designed to

assist in the organisation and analyses of interviews. The software provides a presentation tool, but

also allows the creation of flow charts and models which can stimulate thinking and lead to further

investigation (Bazeley, 2009).

It is too often the case that qualitative interviewers rely solely on presenting key themes which they

support with relevant quotes from the interviews, as a form of analysis and reporting, however, the

use of analysis software supports much deeper analysis of the information gathered (Bazeley, 2009).

In the case of this research, the software is utilised to generate themes which are then analysed and

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used to generate ideas and build on the argument, which must be challenged, linked, extended and

supported if they are to realise their true value (Bazeley, 2009).

The analyses of the data obtained in the interviews was performed in six distinct phases as follows:

Phase 1 – Developing the Template

The use of template analysis starts with the utilisation of some pre-defined codes which assist with

guiding the overall analysis (King, 2004). In this case, the initial codes have been developed from the

information gathered in the literature review, which was then used to create the conceptual

framework. This framework, along with the hypotheses put forward then informed the semi-

structured interview questions posed to eighteen hotel General Managers in Cork City and County.

These semi-structured interviews were then coded against the initial coding template.

Phase 2 – Refining the Template with Primary Data

This involved coding the data obtained from the interview transcriptions and generating initial

emergent themes.

Phase 3 – Data Consolidation and Comparison

This involved consolidation of the codes obtained in phases 1 and 2 into a single coding framework

and overlaying information obtained in the initial literature review, which then identified gaps in the

data, leading to the identification of new knowledge.

Phase 4 – Data Analysis Retrieval and Reporting

This involved the composition of analytical memos, derived from the higher level themes which were

identified, along with the proposal of empirical findings from these themes or codes. In developing

these analytical memos, issues such as the code content, code patterns, patterns which emerged

from interviewee’s profiles, the relatedness of themes to others and the evolved information’s

relevance to the research question, were all considered in regard to the development of cohesive

and coherent writing. The primary research data derived was also related to the gaps which were

identified in the initial review of literature.

Phase 5 – Validation

This involved testing, validating and revising the aforementioned analytical memos by seeking data

to support the findings. This phase involved the interrogation of the data and cross-tabulation,

along with the consideration of elements such as demographics, observations made at the interview

data collection stage, along with the relevant literature reviewed.

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Phase 6 – Synthesis

The synthesising of the analytical memos into a coherent outcome statement which was supported

by the research led to the development of an outcome and findings, which led to the development

of the draft findings and discussion chapters of the research document.

4.4.8.2 Data Analysis Methodology

The data analysis methodology which has been adopted to analyse the eighteen semi-structured

interviews used in this research is a method of thematically analysing qualitative data known as

template analysis. ‘Template Analysis is a form of thematic analysis which emphasises the use of

hierarchical coding but balances a relatively high degree of structure in the process of analysing

textual data’ (Brooks et al., 2015, p. 203). Template analysis is a way of thematically organising and

analysing qualitative data, which is usually produced in the form of interview scripts (Stein et al.,

2018, King, 2004). Codes are produced which represent themes which occur in the textual data and

a template is produced which represents the relationships which the researcher defines, most

commonly in a hierarchical structure (King, 2004). The coding template is the central component of

the technique and it can be applied to further data, revised and refined as necessary (Brooks et al.,

2015). The method has been widely used in both organisational and management research and

allows the flexibility to adapt itself to the particular needs of a study (Brooks et al., 2015). The

hierarchical nature of coding used in template analysis allows the research to be analysed at varying

levels of specificity – with broader higher codes giving a good general view of the overall direction of

an interview, while lower-detailed codes allow for fine distinctions to be made both within and

between the cases (King, 2004). Template analysis normally commences with some pre-defined or a

priori codes, which can assist in guiding the analysis (King, 2004) and in the case of this research,

these were identified from the review of literature.

The use of template analyses for this research allows a greater degree of flexibility, with fewer

specified procedures, allowing the researcher to adapt the approach to meet with their own

requirements (King, 2004). Brooks et al. (2015) concur with Braun and Clark’s (2006) belief that the

use of thematic analysis is suitable across a wide range of theoretical, methodological and

epistemological approaches. A feature of template analysis is the prior establishment of a priori

themes, which allows the researcher to identify in advance particular concepts or perspectives which

can feed into both the design and aims of the research (Brooks et al., 2015). The aim of template

analysis is not to prove or disprove expectations of the research, but rather to develop the

perceptions of the interviewees (Stein et al., 2018). It is important to ensure that divergent views,

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outliers and negative cases are fully explored, as they cannot be ignored and may provide a rich

source of information (Bazeley, 2009).

The procedural steps outlined by Brooks et al. (2015) to carry out template analysis include:

Becoming familiar with the accounts being analysed by reading through them.

Carrying out preliminary coding of the data by highlighting themes that might contribute

towards a greater understanding of the data. Initially a priori themes will be identified which

allow the researcher to identify some themes in advance of the analysis process and these

can be redefined, added-to or removed as the analysis progresses. A Priori themes should

always be supported by the data and recognised and declared as such (Bazeley, 2009).

The themes are then organised into meaningful clusters and hierarchical relationships are

developed with narrower themes nested within the broader themes identified.

The initial coding template is then developed based on the first number of interviews (in this

case the first five) and this is applied to further data and modified as necessary, leading to

further code insertion, deletion, a change of scope or higher-order classification.

The template is then finalised and applied to the full data set – in this case all eighteen semi-

structured interviews. The template is not seen as being sufficient if there are substantial

sections of data which remain un-coded.

The advantages of template analysis include its ease of use and flexibility and that it offers a clear

and systematic approach to the analysis of data in qualitative psychology research, allowing the

exploration of the richest data in real depth (Brooks et al., 2015, King, 2004). The approach is often

less time-consuming than other qualitative data analysis approaches and it ‘forces the researcher to

take a systematic and well-structured approach to data handling’ (Brooks et al., 2015, p. 218).

Limitations of the template analysis method include its focus on a cross-case rather than within-case

analysis, an issue common to any thematic approach to analysis. While its flexibility is an advantage,

‘there is a danger that researchers can rush too far in the direction of abstraction in interpretation’

and researchers may lose sight of the established aims of the research, focusing solely on the

template as an end product to the research (Brooks et al., 2015, p. 218).

The template and coding derived from the template analysis are solely a means of interpreting the

interview texts, allowing the researcher ‘to produce an account which does as much justice as

possible to the richness of the data within the constraints of a formal report, paper or dissertation’

(King, 2004, p. 266). Following this, the research must be presented and the data interpreted, to

provide the findings and any suggestions based on the data generated. Themes can only attain their

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full significance when they are linked to create an explanatory model and making connections

between themes helps to create a coherent argument which is supported by data (Bazeley, 2009).

The data was analysed so that particular themes and subjects are derived from the research which

was later declared in the findings (Easterby-Smith et al., 2008). Coding is not the only method of

data analysis in qualitative research, but is the most popular method when data emerges from

interviews, focus groups or observations (Flick, 2008). The coding process, where each unit of data

is labelled with a code which summarises its meaning, is used to manage the data derived from the

primary research, so that it can be rearranged and retrieved at a later stage (Saunders et al., 2016).

The data recorded from the interviews was transcribed by the researcher and coded electronically.

The NVivo software package was used to identify themes in this research. This software package is

ideal as it supports mixed methods research and is designed to assist in the organisation and

analyses of interviews.

4.4.8.3 Inter-rater Reliability Testing

To ensure consistency, both in terms of the interview coding and aligned thinking, an internationally

recognised form of Inter-rater Reliability Testing (IRR) was administered in order to provide external

validation of the coding. In this case, the coding was completely blind and although the person was

familiar with the process of IRR testing and had some knowledge of the chosen topic, their own

successful Ph.D. was in the broader Tourism field, in the area of strategic management. One initial

interview transcript was chosen at random to code (Hotelier L) and was coded by the researcher in

NVivo and then independently coded by the independent coder. The coding was then compared

using scientific measuring criteria known as coefficients. This comparison was conducted

independently by a QSR Certified Platinum Trainer using the IRR process. The Cohen (1968) ‘Kappa’

score report was used to scientifically compare the degree of agreement between both coders (see

Appendix H). This index generates a range from 0 to 1 and measures the agreement when both

coders either apply or do not apply a code. The independent coder can see the codes generated by

the secondary research, but had no sight of the emerged codes from Phase 2 following the semi-

structured interview analysis, nor had he sight of which passages were initially coded to each code.

The independent coder was able to add new codes that he felt were appropriate to include as

emerged codes (QDATraining, 2017).

Though the Kappa score achieved was on the lower end of the scale at 0.29 (a score of 0.6 is

considered substantial agreement), the independent coder coded to thirty three codes out of a

potential thirty three generated by the initial coding and these codes were largely similar

(QDATraining, 2017). There was also a match generated between text selected and the code

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selected on one out of every three transactions. The independent coder, however, coded less both

in terms of amounts of text and frequency of coding, but this is to be expected given his relative lack

of familiarity with the research topic and the coder’s in-depth knowledge of the area following the

literature review. Increased familiarity with the topic and more time, would have allowed for more

robust coding on behalf of the independent coder and this would have yielded a higher agreement

score. The fact that the independent coder used all thirty three codes that the coder used and

matched the codes to text selected in many cases, is positive in terms of illustrating inter-coder

consistency.

4.4.9 Quantitative Research

Quantitative research involves the examination of relationships between variables, which are

numerically measured using statistical techniques and survey research is normally conducted using

questionnaires (Saunders et al., 2016). Questionnaires which are informed by the initial secondary

research and the results of the semi-structured interviews are used in this research to elicit the

views of hotel employees. The analysis of the questionnaires brings to the fore the similarities or

differences which employees exhibit in respect to their managers, allowing the research to compare

the opinions of these groups on employer branding, the hotel sector’s image as an employer and

actions which can aid with employee retention. The questionnaires used in this research allow for

the explanation of the relationship between variables (Saunders et al., 2016).

4.4.10 Questionnaires and Questionnaire Sample

Questionnaires are used as part of explanatory research in order to explain relationships between

variables and in particular cause-and-effect relationships can be examined through the use of

questionnaires (Saunders et al., 2016). Self-completed questionnaires were used in this research

and when combined with the information obtained from semi-structured interviews, they provide a

rich level of data for analysis. Information gained from the Literature Review, the construction of

the conceptual framework and the results of the semi-structured Interviews, was all used to create

the questionnaire for this research.

Krantz (2016) recommends the collection of four hundred questionnaires for research projects and

suggests that this sample number is considered adequate by many researchers, as it keeps the

margin of error at +/-5% and the confidence level at 95%, but is cost effective while still allowing for

a high degree of confidence in the results. Using the sample size calculator from SurveyMonkey

(2018) and averaging 150 employees per hotel from the eighteen hotels included in the semi-

structured interviews, this gives a total population size of 2,700, and with a confidence level of 95%

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and a margin of error of 5%, the recommended sample size for the self-administered employee

questionnaire equates to 337.

For the purposes of this research, forty self-administered questionnaires were distributed to

employees in the eighteen hotels, as determined by the hotels that participated in the semi-

structured interviews, giving a total of 720 questionnaires distributed. It was expected that a fifty

per cent response rate was achievable, due to the researcher’s strong industry contacts, with the

final response rate coming in at 57.9% from a total of 417 completed employee questionnaires.

Questionnaires were self-completed by employees representing the generational cohorts currently

working in hotels. Stratification of the population was used in each property to ensure that both

Generation X and Generation Y were represented in the sample. Pre-addressed envelopes were

provided with the questionnaire and instructions asked participants to seal these so that they

remained confidential. The Employee Questionnaires relate to Research Question’s 1, 2 and 5 and

to Research Objectives 1, 3 and 4.

Self-administered employee questionnaires were previously used by researchers in related areas, for

example those employed by Choi et al. (2013), Chi et al. (2013), Lub et al. (2012), Park and Gursoy

(2012), Solnet et al. (2010), Chen and Choi (2008) and Poulston (2008), to gather information from

employees.

4.4.11 Questionnaire Design

The questionnaires were distributed to employees of the hotels derived from the convenience

sample and were self-completed. The response rate achieved, along with the internal validity and

reliability of the information collected, depends to a large extent on the questionnaire design

(Saunders et al., 2016). The questions were informed by both the literature review and the results

of the semi-structured interviews. Data-capture is mostly via closed questions, as this is more

straightforward in the case of self-completed questionnaires (Creswell, 2014). Where appropriate,

established scales were used in the questionnaire. The data received was coded, entered and saved

in analysis software for subsequent analysis.

4.4.12 Piloting of Questionnaire

Prior to use, a pilot test of the questionnaire was carried out using both final year Hospitality

Management students (who also worked in hotels) and employees of hotels in the Cork area, from

various generational cohorts and this helped to ‘obtain some assessment of the questions’ validity

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and the likely reliability of the data...collected both for individual questions and, where appropriate,

scales comprising a number of questions’ (Saunders et al., 2016, p. 473).

Respondents were given the questionnaire to complete and were observed by the researcher. It

was explained that if they had difficulty answering a question or understanding a question, they

should make the researcher aware of this. They should also make the researcher aware if

- The option they wanted wasn’t available

- If they felt the questionnaire was too long

- If they found the questionnaire wasn’t easy to follow

- If there was any confusion.

Afterwards, the completed questionnaires were scanned for mistakes and items crossed out and

these items were discussed with the respondents to ascertain the reasons for same.

The results of the ten pilot questionnaires which were administered are shown in Appendix I. A

number of changes were made to the questionnaire following the piloting phase including the

insertion of definitions for the terms Employer Brand and Employee Assistance Programme (EAP).

4.4.13 Scales for the Employee Questionnaire.

Measurement scales include nominal, ordinal, interval and ratio scales. This questionnaire employs

primarily the Likert Scale due to its popularity for the measurement of attitudes, simple

administration and because it is easy to use and understand. Saunders et al. (2016) refers to the

belief that no self-administered questionnaire should have more than five response categories and

this research conforms to this belief, using typically strongly agree, agree, undecided, disagree and

strongly disagree as responses, in a 5-point Likert-type scale. Both positive and negative responses

are used in the questionnaire so that the respondent reads the questions carefully and thinks about

each response (Saunders et al., 2016). Carbery et al. (2003), in their work on turnover prediction for

hotel managers, used Likert scales in their research, noting that they are considered to be one of the

most accurate methods of collecting opinions and attitudes in relation to an organisation. Akgunduz

and Sanli (2017) and Kuruüzüm et al. (2009) also used five point scales in their research on turnover

intention in hotels and organisational commitment and job satisfaction respectively.

The questionnaire begins with background questions and thereby determines which generational

cohort the respondent belongs to. Where possible, established scales such as the Smith et al. (1969)

Job Descriptive Index for measurements of job satisfaction and the Meyer and Allen (1991)

organisational commitment scale were used, along with other scales considered relevant. To assess

the employer image, a five-item scale used by Anselmsson et al. (2016) and adapted from Highhouse

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et al. (2003) was used, as it is acknowledged as a good method to assess the HRM and employer

prestige dimensions of the organisation, however this research gives five instead of seven response

options, to maintain consistency in the questionnaire. As the employee questionnaire was

developed sequentially following the information derived from the Literature Review and Semi-

structured Interviews, questions were only determined when the results of this information became

clear, though consideration was given to previous questionnaire construction and established scales

used in other empirical studies by researchers in relevant areas, such as those of Akgunduz and Sanli

(2017), King et al. (2017), Cheung et al. (2014), Mohsin et al. (2013), Andreassen and Lanseng (2010)

and Kuruüzüm et al. (2009).

In order to operationalise the study constructs and establish validity and reliability, scales were

sourced from past empirical studies which involved similar themes to the current research. The use

of five-point Likert type scale format is supported by the work of Akgunduz and Sanli (2017) in their

research on job embeddedness and turnover intention in hotels, Kuruüzüm et al. (2009) in their

work on job satisfaction and organisational commitment, Kim et al. (2005) in their work on job

satisfaction, organisational commitment and intention to leave, Carbery et al. (2003) in their work on

the predication of hotel managers turnover cognitions and Lam et al. (2002) in their research on

turnover intentions and organisational commitment in the hotel industry.

To ensure validity and reliability, many of the measures which became constructs were adapted

from existing literature and empirical studies, while others were developed as a result of an

extensive review of literature and through analysis of the results of the semi-structured interviews

carried out as part of this study. The following Table 4.3 demonstrates from where the measures

utilised were adapted:

Table 4.3 Where the Questionnaire Measures were adapted from

Measure Adapted From

Benefits Tuna et al. (2016), Cheung et al. (2014), Mohsin et al. (2013)

Working Conditions Xiong and King (2018), Tuna et al. (2016), Brien et al. (2015), Cheung et al. (2014), Gouthier and Miriam (2011)

Organisational Culture Anselmsson et al. (2016), Tuna et al. (2016), Brien et al. (2015), Mohsin et al. (2013), Gouthier and Miriam (2011), Arnett et al. (2002)

Job Satisfaction Mohsin et al. (2013), Kuruüzüm et al. (2009)

Organisational Commitment Akgunduz and Sanli (2017), Brien et al. (2015), Karatepe (2013b), Mohsin et al. (2013)

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Intention to Leave the Organisation Akgunduz and Sanli (2017), Mohsin et al. (2013), Gouthier and Miriam (2011)

Employer Brand Mohsin et al. (2013), Kuruüzüm et al. (2009)

Generational Issues Created from the review of literature

4.4.14 Approach

Using a similar approach to that taken by Kuruüzüm et al. (2009), in their work on organisational

commitment and job satisfaction in the hospitality industry, the data collection tools were

distributed by each of the eighteen hotel’s Human Resources Departments to employees.

Questionnaires were then self-completed and returned in a pre-addressed sealed envelope to the

HR Department for collection and subsequent analysis by the researcher. See Appendix J for

participant instructions and Appendix K for the complete Employee Questionnaire.

4.5 Questionnaire Data Analysis

Cleaning and screening of the questionnaire data followed by imputation took place as described in

4.5.1 and this was followed by the utilisation of Structural Equation Modeling to test the hypotheses

shown in the conceptual framework and analyse the relationships and dependencies between the

variables. Nicolaou and Masoner (2013, p. 256) refer to ‘the traditional regression standard of five

to ten observations per parameter’ in their search for a sample size when using SEM and

recommend that ten observations per measured variable is a sufficient quality standard. The 417

questionnaires received performs well against this quality measure as it equates to over eight

observations per measured variable.

4.5.1 Cleaning & Screening of Employee Questionnaire Data

In order to clean up the data received, all inputs were displayed on Microsoft Excel and the following

procedure was followed:

Variables were reversed where it was deemed that a positive response was actually

negative. This was necessary for six individual variables.

As the study largely focuses on Generation X and Generation Y, those who did not indicate

that they were part of either generation were removed from the data, as otherwise a true

comparison could not be made in the results (19 respondents).

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Those respondents with significant missing variables were removed e.g. some respondents

failed to complete the second page or the last part and therefore their response was

deemed to be incomplete.

Utilising the standard deviation, those respondents who showed signs of non-engagement

were removed.

Therefore, of the 417 completed questionnaires, a further 33 were removed from the data

as a result of cleaning, leaving 384 questionnaires as valid.

Four variables were then removed where greater than 5% had given no response and these

concerned staff accommodation (32), childcare (54), EAP’s (38) and health insurance (49).

The initial biographical questions (except the generation indicator) amounting to five questions,

along with the last open-ended question, were then removed from the data-set and the remaining

data was imputed to account for missing variables using the median value of all points, due to it

being a better indicator of Likert data than the mean value. This yielded a full clean data-set with no

missing values to aid in analysis.

4.5.2 Correlation, Factor Analysis and Structural Equation Modeling (SEM)

Pearson’s Correlation Coefficient was used to determine the strength of relationship between

variables which were measured in the research. Exploratory Factor Analysis (EFA) was utilised to

determine the correlation among the variables in the dataset, providing a grouping of factors based

on strong correlations in advance of Structural Equation Modeling. A key advantage of EFA is that it

allows the researcher to apply items to constructs with no a priori theory about which items belong

to which constructs.

Factor Analysis is a statistical data reduction technique, which performs analysis in order to explain

correlations among multiple outcomes, reducing the data to produce a smaller set of variables.

Factor Analysis was performed which allowed assessment of the correlations among the tested

variables. Such confirmatory methods provide a comprehensive means of assessing and modifying

theoretical models and also offer potential for further theory development (Anderson and Gerbing,

1988). A large number of iterations were run until a clear factor structure was developed with high

loading figures and no cross-loadings. Cronbach’s Alpha testing was utilised to show the internal

reliability, while ensuring that a significant number of the total variances were explained. Factor

Analysis can be used to illustrate the progression from exploratory to confirmatory analysis in an

orderly way (Anderson and Gerbing, 1988).

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SEM was then utilised to show interactions between the variables, using Analysis of Moment

Structures (IBM AMOS) Version 22 path diagrams to display these interactions. SEM, when properly

utilised, offers great potential for the development of theory, along with construct validation, in the

area of social sciences (Anderson and Gerbing, 1988).

4.6 Reliability, Validity and Generalisability

Reliability refers to both the replication and the consistency of the work to ensure the research

instrument is consistent and stable, hence being predictable and accurate (Saunders et al., 2016,

Kumar, 2014). In terms of reliability the transcripts were checked for errors and the codes were

checked so that no drift in definition occurred (Creswell, 2009). The coding was checked by

academic colleagues with experience in the area, when a sample had been completed.

Validity ensures that the research instrument measures what it set out to measure (Kumar, 2014).

In terms of validity, triangulation of the data is carried out by examining the information derived

from various sources, in order to justify the various themes put forward (Creswell, 2009).

Triangulation involves the use of more than one data source and collection method to confirm the

validity, creditability and authenticity of the data, the analysis and the interpretation (Saunders et

al., 2016). In using a mixed method approach, the adequacy of the sample size must be considered,

while the validity of the scores derived from the quantitative research needs to be established and

the validity of the qualitative findings needs to be discussed (Creswell, 2014).

Generalisation of the material is not used, as the intent of this form of research is not to generalise

the findings and the inherent value lies in the generation of themes (Creswell, 2009).

4.7 Ethical Issues

In advance of the research process, ethical issues which may arise throughout the process were

considered. This is to ensure that the work is completed to the highest standards of integrity and

allowing the greatest respect to the various stakeholders in the research (Coles et al., 2013, Creswell,

2009). Ethical consideration was given to a number of areas including potential harm and gain

behind the research generated, the recording of data, participant involvement, dealing with

sensitive material, honesty, data storage and the dissemination of results (Walliman, 2011, Flick,

2008). The analysis of the data gained in research should be accurate, fair, safely stored and

confidentiality should be considered at all times (Flick, 2008).

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Confidentiality was maintained by anonymising the interview participants in the interview analysis

and through questionnaire participants not having to identify themselves by name when completing

the questionnaire.

Objectivity, in terms of the full and accurate collection of the data is essential and during the analysis

stage, the data must not be misrepresented in any way (Saunders et al., 2016). Data has been

represented honestly in the reporting stage to ensure that accurate and true conclusions and

recommendations are put forward. The IRR Testing detailed in 4.4.7.3 and the independent

comparison of the interview coding illustrated consistency in the coding process. Information was

collected from multiple sources through mixed methods research and an audit trail is provided

through the use of NVivo and SPSS as analysis tools. Pre-testing of the semi-structured interview

questions and themes were carried out and the employee questionnaire was piloted as previously

discussed in 4.4.11, with arising issues from other being actioned in advance of utilisation of these

tools. Where appropriate proven scales were utilised in the employee questionnaire to elicit

responses. The use of a convenience sample for the interviews is highly vulnerable to bias, however,

the researcher sought to obtain a good cross-section of properties in terms of property grading,

location within the county, ownership and affiliation, as summarised in Appendix D. Stratification by

generation was utilised in the distribution of the employee questionnaires and self-administered

questionnaires were seen to be utilised by many other researchers as an effective research tool as

outlined in 4.4.9. Although the use of self-completed questionnaires may result in lower response

rates, an acceptable 57.9% response rate in this case was achieved, without having to offer any

incentive to participants. The provision of a pre-addressed envelope which was sealed by the

participant and opened only by the researcher assisted with the confidentiality of the data attained.

Unanswered questions were dealt with through a cleaning and screening process as outlined in

4.5.1.

In terms of confirmability, a selection of semi-structured interview transcripts and findings were

presented to research supervisors to augment the confirmability of the research findings.

An Informed Consent Form (as combined with the Interviewee Information Sheet seen in Appendix F)

was developed for participants in this research to sign in advance of interviews, which detailed the

essential elements to the research and acknowledge the participants rights in terms of data

collection and confidentiality (Creswell, 2009). Interview participants agreed to the recording of

interviews by tape and their subsequent transcription by the researcher, by signing this form. The

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Ethics Self-Assessment (SAFE) was completed on 5th March 2018 Ref. 160708-160702-31731989 and

the work does not meet the criteria for ethical review and as a result a submission to the University

of Surrey Ethics Committee was not required.

4.8 Limitations

Data is collected from a single county in Ireland. Further research replicating this methodology for

different locations is recommended. Further research should be conducted on a larger sample of

hospitality employees, preferably using a national sample. The use of convenience sampling is also a

limitation for the current research as it is open to selection bias and the selection may not be

representative of the entire population – though a mix of types of properties was used as detailed in

Appendix D. Unequal sample sizes were used for generational, gender, employment position and

stage in the employment life-cycle.

This research concentrates primarily on Generation’s X and Y, with a greater focus on Generation Y.

More research should be completed regarding the attraction of Generation Z members to the hotel

industry.

The potential bias of the researcher with regard to his previous role as a hotel General Manager is a

limitation, although this experience may give increased credibility in the eyes of the interviewees.

Also, the strength of contacts in the hotel industry has allowed for access to key informant

interviewees with significant knowledge, however bias may result due to prior business

relationships.

The sample of interviewees consisted of a self-selected convenience sample of Cork IHF Branch

members, however, as previously stated, bias may result in the selection process. This sample

population led directly to the questionnaire sample as the same hotels were chosen to aid

comparison, which in turn could have led to bias with regard to the location of those hotels who

allowed questionnaires to be collected.

Although both semi-structured interviews and employee questionnaires were utilised to collect data,

no focus groups were conducted to elicit group views and further discussion, though these are often

more difficult to analyse.

For the purposes of this research, the area of family life was included under the umbrella term work-

life balance. It is acknowledged that different generations and indeed different age ranges within a

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generation, may have more of less propensity to value either family life or work-life balance and that

further research could explore both concepts separately with regard to employer brand and

employee retention.

4.9 Conclusion

This chapter outlined the aim, research questions and research objectives and explored the various

philosophical positions which can be taken in research. It explored the philosophical position of the

current research, the approach taken, and the research design process, and explained the chosen

research methodology, outlining the reasons for using such an approach.

The mixed methods approach to research were explored. This chapter also referred to areas such as

interviewing, questionnaires, sampling, access to interviewee’s, the importance of developing an

interview procedure, potential bias and ethical issues encountered, how information can be

analysed by the use of thematic coding and the limitations of the research. In summary, the

following table describes the approach taken in this research in order to answer the research

question posed at the outset:

Table 4.4 Research Approach

ONTOLOGY Subjective

PHILOSOPHICAL POSITION/EPISTEMOLOGY Pragmatism

APPROACH Abductive

RESEARCH DESIGN/METHODOLOGY Mixed Methods

RESEARCH DESIGN STRATEGY Sequential

DATA COLLECTION TECHNIQUES Semi-structured Interviews & Questionnaires

DATA ANALYSIS Thematic Analysis

EFA, CFA, Path Analysis

4.10 Closing Summary

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The aim of this research is construct and test a conceptual framework to help explain employee

intentions to leave or develop organisational commitment in an Irish hotel, for different generational

cohorts that draws upon employer branding influences. The purpose of this research is to

contribute to both theory and practice by creating a conceptual framework which will help explain

the relationship between its variables and act as a guide for Irish hotel managers in their efforts to

improve their hotel’s brand and reputation and in turn improve employee retention. A thorough

review of literature and a grounding in social exchange theory, provides a clearer understanding of

the core related areas, along with guiding strategies which can be implemented for the betterment

of hotels, their reputation, and their retention of employees. The work explores generational

differences as they relate to areas such as employer branding and employee retention.

By conducting interviews with senior managers in the industry and combining these with the views

of hotel employees, who represent the various generational cohorts currently employed in hotels, a

clearer understanding of the issues which affect hotel’s reputations as employers is identified. From

these, actionable strategies are suggested which could improve hotels branding as employers.

This research combines literature on important HR areas such as the employer brand, job

satisfaction, organisational commitment, intention to leave and generational cohorts. It sees the

creation of a conceptual framework which combines these areas to give a greater understanding of

the issue of retention in the Irish hotel industry.

The research is concentrated on a particular area and further research should broaden the research

sample. Work should also be carried out on the most recent generational cohort – that of

Generation Z - as this work concentrates on Generation X and primarily Generation Y.

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CHAPTER FIVE

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CHAPTER 5: SEMI-STRUCTURED NTERVIEW ANALYSIS AND FINDINGS

5.0 Introduction

This chapter presents the findings of the research revealed through the semi-structured interviews

with eighteen hotel General Managers in Cork City and County hotels. To safeguard anonymity,

direct quotations used in this chapter are broadly referred to by occupation, for example Hotelier A.

An interview guide was constructed and utilised throughout the interview process and all interviews

were transcribed by the researcher. The interviews were then coded using the NVivo software

package and layered onto the previously coded secondary research to identify themes which

emerged.

During the review of literature, a number of themes emerged which then went on to make up the

conceptual framework. Following the interview stage of the primary research, a number of

additional themes emerged, which have been added on to the framework to create a more

complete framework and these are denoted in red throughout this chapter and on the conceptual

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framework in Figure 5.1. The findings will be discussed using these themes as a guide to structure

the chapter.

5.1 Context and Current Environment

In Chapter Two it was reported that one of the largest areas for concern in the service sector is staff

retention, that this issue is particularly acute when it comes to the Generation Y cohort and that

issues with regard to retention have a negative effect on the customer experience (Mosquera, 2015,

Robinson et al., 2014a, Knox and Freeman, 2006, Earle, 2003). Irish hoteliers are operating in a

challenging environment when it comes to staff retention and in line with Slattery’s (2018)

contention that demand for hotel workers is outstripping supply leading to a damaged sector,

fourteen of eighteen interviewees found the current situation either difficult or challenging. The

retention of food and beverage (F&B) staff is an area of particular concern for hoteliers, as is the

reception area, where it seems staff are attracted to other industries such as call-centres, the

information technology (IT) sector, the retail sector and offices, with better hours and less-

pressurised working conditions on offer. In agreement with Deery and Jago’s (2015) contention that

hospitality staff are seeking better work-life balance and will leave if this is not achieved, Hotelier E

felt that retention was suffering as staff “are very much looking for a set Monday to Friday”

schedule, with Hotelier H agreeing, articulating his experience where staff are looking for a better

work-life balance outside of the hotel industry. Despite a change in work practices to accommodate

this need for greater work-life balance, Hotelier M stated that he has lost chefs to a work

environment which is a lot less exciting for them, but which offers set hours in a no-pressure

environment – this is despite eliminating split-shifts in the kitchen as the Head Chef promotes a

more balanced life-style.

College students are often a source of labour for the F&B area in Cork City hotels during the summer

and contribute as supplementary staff at weekends outside the summer season, yet Hotelier A

stated that “you’d be surprised the amount that don’t even stick out the summer season” and just

decide to go travelling with very little notice. Hotelier Q concurred with this viewpoint and stated

that his hotel is moving away from college students to a more permanent workforce, who are

looking for a career in the industry “as guest expectations are rising so we need an employee that

genuinely cares and is committed”. This affirms Lub’s (2012) belief that younger generations have a

lower level of commitment than previous generations and therefore possess a higher intention to

leave. Hotelier B stated that young entrants to the industry have to “get the bug”, while Hotelier C

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cautioned that staff find the work hard and “don’t see it as a long-term career”, with Hotelier H

warning of work in the sector being considered “a stop-gap job”. Hotelier P spoke of losing students

who paid for their college through their part-time work in the hotel and who then move on to their

next stage in life, doing what they trained to do, with some coming back to re-join the industry

having developed a passion for it.

Hotelier F spoke of staff “doing the rounds” in the rural setting, moving from hotel-to-hotel

depending on the conditions and having a tendency to “jump quite quick” from job-to-job, with

some even returning to hotels they previously worked in, while Hotelier Q expressed his frustration

at “the same people fighting over a limited talent pool”. Hotelier G, based in the City, stated that his

hotel has changed HR practices to engage more with new employees and to be realistic about the

work environment at the recruitment stage, following a period of significant staff turnover, while

Hotelier J agreed with taking a more strategic approach to their HR management in an effort to

improve retention. Hotelier O, who’s property is part of an international group, expressed

satisfaction with the appointment of a Talent Manager for the group, which has led to better

recruitment practices and job-person matching, which has improved employee retention.

Hotelier I spoke of a “sense of instant gratification” on behalf of new entrants to the industry, while

Hotelier K said that they were suffering in terms of staff retention due to Generation Y and the

“unsocial aspect of the industry which is absolutely killing us”, with members of this generational

cohort sacrificing money and opportunity for more free time and weekends off. Hotelier D agreed

with this contention, stating that members of Generation Y value their social life and “having

weekends off is difficult for us to offer”. Lub’s (2012) belief that management should take a more

generationally focused approach to employee retention is thereby justified.

In terms of actions which they have taken to improve employee retention, hoteliers cited better

communication, greater appreciation, the introduction of a bonus system, rewards for length of

service, greater flexibility, carrying out appraisals and job chats, offering opportunities to train and

develop, taking a more strategic approach to HR management, the introduction of a pension scheme

and taking actions based on the results of staff surveys. The point made by Walsh and Taylor (2007),

however, in the literature review should be noted here, in that no amount of remuneration or

benefits will ultimately compensate an employee who feels that they are in a job which they feel is

not right for them and offers no future potential.

5.2 Benefits

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The initial conceptual framework saw benefits such as pay, promotion and training and development

emerging from the literature. Following the interviews with hotel General Managers it was felt that

a category titled ‘other benefits’ should be included in the framework and this category included

items such as pensions, child care, healthcare and staff accommodation. In an effort to retain staff,

Irish hotels such as the Europe Hotel in Killarney and Ashford Castle in Mayo have recently spent €2

million to €3 Million each to provide luxury staff accommodation (Hamilton, 2018, Hamilton, 2017).

The diversity of a hotel job in terms of being able to work in different departments and perform

different tasks was mentioned by Hoteliers A, F, H and K as an benefit of working in the industry,

while flexibility was also mentioned by Hoteliers B and E as another positive aspect of working in the

hotel sector. Hotelier J emphasised the enormous opportunities that are available to someone

working in the industry, stating that “some of the major hospitality groups around the world are led

by Irish people”. Hoteliers P and N mentioned that the friendships which you develop in the hotel

industry are unlike any experienced in other sectors. The transferability of skills was also mentioned

by a number of interviewees as an advantage to those working in the hotel industry.

While the majority of interviewees believed that the current minimum wage in Ireland was fair, six

of the interviewees expressed their opinion that it was too low. A number of respondents

mentioned that it is just a starting point with Hotelier B commenting “I would rather a scenario

where we could reward people and pay them more for completing courses and further developing

themselves” and Hotelier J emphasising the flexibility which the sector offers and stating that this is

a further benefit that needs to be considered. Hotelier C advocates that wages “should be closer to

the living wage” with Hotelier’s J, K, L and Q expressing their concern for staff being able to live on

the current minimum wage. Offering career development opportunities was seen by Hotelier Q as a

way of off-setting the lower salaries in the sector. Hotelier N said that her staff retention was being

affected negatively by international retail operators such as Aldi and Lidl who are offering the

prescribed living wage to those starting off in the retail sector and this was also alluded to by

Hotelier J, while Hotelier A advocated increased publicity of the improved terms as the industry was

negatively affected by the perception of low wages. Hotelier H suggests that wages need to be

improved if staff are to see work in the industry as a viable career, while Hotelier D stated that you

experience better rates of pay and improved hours as you move up in the industry.

A more strategic approach to HR management, as previously recommended by Deery (2008), was

seen to be of benefit to staff, with Hotelier B moving towards a softer approach to their HR practices

and emphasising the need to reward people who participate in training and development initiatives.

Hotelier E took a more strategic approach to employee retention with their new owners rolling out

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an Employee Benefits Scheme which will include additional holidays and bonuses for staff for input,

along with pensions for management. All interviewees stated that their hotels encouraged

promotion from within, with Hotelier J warning that it should not just be “to justify someone’s

request for an increase” in pay and that any internal promotions should be based on the merit and

career progression of the individual. Four of the interviewees already offered staff accommodation,

while another four were actively investigating offering this benefit. Ten of the eighteen hotels

featured in the interviews offered pensions as a benefit already, with a further five considering

offering a pension in the near future. Hotelier J proposed that benefits should be offered to

members of staff from Generation X based on their longevity of employment, as “Generation Y are

more transient”. Only two of the interviewees had given any consideration to offering childcare as

an additional benefit, with Hotelier A stating that the addition of childcare would mean he could

“sleep well at night knowing I’d have a lot more staff”, while Hotelier J believed that it would bring a

lot more people into the sector. Only one interviewee considered the areas of healthcare and

transport as additional items to add to their current staff benefits. Hotelier N’s company, a large

international operator, offers a share purchase opportunity so that staff can share in the company’s

success.

In agreement with McEnery (2018) and Woods (2018) concentration on the importance of the areas

of training and development as a retention tool, these areas were also mentioned by Hotelier’s D

and N as anchors which retain people in the business, while Hotelier F claimed that his owners are

“practically throwing money at me to train staff”, but cautioned that this training must be

appreciated by staff, so there is a balance to achieve. The development of team members was seen

by Hotelier I as essential so that “they don’t feel they are on a hamster wheel”, while Hotelier G

stated that he was lucky, as people wanted to work with his Head Chef so that they can learn and

enhance their curriculum vitae. They also involve staff in international competitions – paying for

their participation – to enhance their development and increase the reputation of the business as an

award-winning venue. Hotelier O deemed it crucial to “show an interest in people who show the

potential and talent that we want to develop and nurture them more”. Hotelier A bemoaned the

fact that smaller operators and stand-alone hotels cannot afford to offer the training and

development opportunities which larger hotels are able to offer, such as be-spoke trainee

management programmes, affirming Krishnan and Scullion’s (2016) and Kumar’s (2016) views that

SME type hotels faced greater challenges in staff retention due to their size. Only three of the

interviewee’s hotels had a dedicated training budget and calendar in place, and all three were part

of international hotel groups. Many of the interviewee’s hotels just offered limited statutory training

in areas such as fire safety, hygiene and manual handling, along with paying for participants to go

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through trainee management and culinary courses. A number did support staff in college courses in

an effort to aid retention, but this support wasn’t encapsulated in a formal programme hotel-wide.

A sense of satisfaction with the job is crucial stated Hotelier C, while affirming George’s (2015)

contention that work schedule flexibility is particularly important. Hotelier J mentioned that the

flexibility which many hotel jobs offer should be considered as a benefit. In the review of literature,

Smith (2013) emphasised the key area of employee happiness to aid in staff retention and this is

confirmed by Hotelier H who deemed recognition and being part of a family-type environment as

important benefits which their hotel offers, while Hoteliers I and M stated that trust and fairness

towards staff members was seen as crucial, with Hotelier K saying that respect is a key anchor to

retain staff. A positive culture and work-atmosphere with a good team-spirit were seen to be crucial

by Hoteliers L and R, with a number of hotels setting up social committees to aid in this strategy. It

was articulated that benefits such as leisure centre membership, staff food, uniforms and free

parking were not valued by employees, as most employers in the sector offer these benefits.

In line with Robinson et. als (2014a) need to develop a greater understanding of employee retention

in the hotel industry, just one third of the hoteliers interviewed believed that the current rate of

staff retention in their hotel was acceptable, with Hotelier A believing it to be “the new norm” and

Hotelier B stating “it’s something we’ve become accustomed to”. The need to resolve issues before

people leave the organisation was articulated clearly by Hotelier M who stated that “bringing in new

people definitely has an impact on service and ultimately your customer experience” and this

strategy should be viewed alongside the other significant costs which employee turnover brings in

terms of recruitment, training and development, as described by Ambler and Barrow (1996).

5.3 Working Conditions

Hotelier F posits that the control of working hours, particularly when it comes to kitchen staff, is

essential or else you will lose them to areas such as industrial catering where regular hours are

offered, while Hotelier C took the view that the job has long hours and therefore you have to have a

passion for the industry if you are to survive in it. Hotelier E pointed out that even accountants can

have long hours to work, and therefore long hours should not just be attributed to the hotel sector

alone. Only one of the hoteliers interviewed still had split-shifts in use in their property, and these

were used in one department only, with Hotelier I expressing his belief that spilt shifts are “not

something that serve the hotel industry well – I would hope it’s a thing of the past” . Hotelier O

articulated his belief that a move away from dealing with overtime worked as a work-life balance

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activity, rather than an accounts activity, was needed if the hotel industry is to progress in the area

of work-life balance.

Encouragement of a healthier life was promoted by a number of interviewees with many of them

offering discounted, or indeed free use, of their gym and leisure facilities. One company has a

system where staff can get on-line information on well-being, stress and mindfulness, while another

introduced a ‘Wellness Week’ which includes staff participation in healthy activities such as yoga.

The introduction of a “Belong” day each Friday for staff in one hotel was well-received, where they

“surprise and delight” their staff with treats such as having an ice-cream van call to the hotel on a

hot day.

Teamwork and having positive co-worker relations are important to all of the interviewees and the

majority offer team-building, activities and staff nights out to bond their teams. The communication

of information is seen as very important, through the use of head of department meetings, town hall

meetings, staff briefings, the use of notice boards and in the case of three of the hotels, through a

new on-line communication application called Work-Vivo, which is used to improve co-worker

relations and communication across a group of hotels in diverse locations. One third of the

interviewees advocated meeting staff daily “on the floor” as an essential form of communication and

engagement.

Hoteliers H and F criticised the personalisation of reviews on Tripadvisor and how these can effect

staff negatively in terms of their job satisfaction and ultimately effect the overall level of staff

retention.

5.4 Organisational Culture

Hoteliers B and H expressed their belief that the culture of long hours that the industry has been

known for has changed. When describing their hotel’s culture, words such as family, fun and

youthful were mentioned by interviewees. Hotelier B expressed his desire to have more proactive,

rather than reactive HR strategies going forward, while Hotelier D expressed his satisfaction at being

able to provide a more secure employment, following a period of uncertainty during recessionary

years. Trust, and the freedom for staff to make their own decisions are an important part of Hotelier

E’s organisational culture.

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All interviewees believed that their employees trusted the organisation and a number said that this

was definitely the case after the hotel and employees worked together through the most recent

recession in the economy. Hotelier B stated that changes in the ownership had challenged this

feeling of trust. In the case of Hotelier L’s hotel, she tries to create a culture where everyone helps

each other and this benefits both the hotel and the employee. Respondents stated that

communication forums such as consultative meetings with staff, department meetings, induction,

staff surveys and the appraisal system, all combined to create a fairer environment in which to work

for employees. Twelve of the hoteliers interviewed believed that all of their employees acted as

ambassadors for their business, while a further five said that the majority of employees acted as

ambassadors for the business. Hotelier N advised that talking to staff was essential to maintain trust

and fairness, while Hotelier H put this down to a caring management style and Hotelier O stated that

clarity and consistency in dealings with employees was essential. For Hotelier R, the introduction of

a “buddy system” for each employee by her hotel group, was seen as an essential element in the

development of trust and fairness in her organisation.

5.5 Brand Strength and Organisational Performance

Thirteen of the eighteen General Managers interviewed expressed their belief that a successful

business has a better employer brand, with Hotelier N referring to the knock-on effect that one has

on the other and Hotelier Q stating that “success breeds success” in this regard.

5.6 Competition from other Industries for Staff (Emerged)

This theme had not been identified in the review of literature and instead emerged from the analysis

of the interviews. Hotelier H argued that the hotel industry is slower to take action than other

sectors and hotels were left behind in the area of how they treat staff. Hotelier D bemoaned the

24/7 nature of the hotel business and stated that certain people struggle with this and prefer an

environment where the building closes at 6pm, positing that this is a less stressful environment for

employees. Other customer service organisations such as call-centres were highlighted as strong

competitors to the hospitality industry, when it came to recruiting and indeed retaining staff.

Hoteliers emphasised that they were losing staff to these businesses as they promised what was

perceived as a more normal schedule and an improved work-life balance – with similar pay rates.

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5.7 Job Satisfaction

Hoteliers suggested that communication, recognition initiatives, training and development and

performance and ideas related bonuses were all factors which led to greater job satisfaction.

Hoteliers D and Q give blanket pay-rises of two to three percent to all staff, while Hotelier E offered

extra holidays to those with longer tenure, whereas Hotelier H advocated that “a thank you –

written or verbal – seems to be high on people’s agenda”. Hotelier C advised that “once you reach a

certain level you are happy with the job satisfaction, but it’s just a slog to get there”.

While Hotelier C stated that long-tenure staff saw the hotel as a “home from home” and have a

sense of ownership in the business, Hotelier B said that for some staff “it just suits them to be here -

it’s the convenience of the job”. Hotelier A’s contention is that people enjoy the industry once they

get into it and in particular younger staff find it has a good vibe and enjoy it. A stronger and more

strategic focus on HR management was considered by Hotelier J to be a method of improving

employee satisfaction. Offering opportunities, social activities and encouraging flexibility in the

workplace were considered important contributors towards job satisfaction by Hotelier L,

particularly when it came to members of Generation Y.

Hotelier I suggested that it is difficult to be compared to the large multinationals and the benefits

which they offer to improve job satisfaction. Clarity in terms of pay scales was seen as essential by

Hotelier O, who said that greater transparency and a proper process were needed to keep

employees satisfied. Hotelier R is part of a larger international company who have implemented an

employee satisfaction programme, awarding points to employees based on performance and

feedback which can be converted into vouchers or utilised in group properties.

All eighteen of the General Managers interviewed stated that organisations with a positive brand

had more satisfied employees in their workforce.

5.8 Organisational Commitment

All of the General Managers interviewed expressed their belief that an employee with pride in the

organisation will be more committed to that organisation. Hotelier N stated that commitment to

and pride in their work shines through for employees, stating “you know who is passionate and who

is not”, while Hotelier F warned that even though an employee may have pride in the organisation

and display commitment, if they have a desire to pursue another job as a career they will still leave.

Hotelier Q articulated that this pride and commitment means that they feel they can “contribute to

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and effect success” in the firm and that “they almost start working for themselves rather than the

organisation”.

5.9 Intention to Leave

All eighteen of interviewees stated that having a negative employer brand affects an employee’s

intention to leave an organisation. Hotelier E stated that nobody wants to be associated with a bad

employer and even though money is a huge motivator, being part of a business with a positive

reputation for employment is also high on the list of priorities as “reputation and where they are

working is a huge thing”. This was a factor also alluded to by Hotelier Q who said that “people

always want to be part of something that’s positive or the best and not something that’s viewed as

negative, poor or substandard to another industry or workplace”. Hotelier A stated that having a

negative employer brand “would put the seed of doubt in their minds”. Hotelier F related his

experience of working in an organisation with a poor employer brand, stating that “it always

struggled to find staff” as a result. Hotelier H agreed, relaying her opinion that “people always want

to work in nice places”.

All but one interviewee said that generational traits affect an employee’s intention to leave an

organisation. Hotelier E said that members of Generation Y must be given a path for development if

they are to remain in the business, while Hotelier H warned of the lack of patience that members of

Generation X have for members of Generation Y in the workplace. Hotelier K stated that Generation

Y are simply “just not as loyal” as previous generations in the workplace, with Hotelier M agreeing

with his sentiments.

5.10 Generational Influences

Hotelier J felt that there is a body of work to be done in convincing Generation X parents, along with

their Generation Y children, about the viability of the industry as an employer and that there is a

need to “change people’s mind-sets due to what went on in the past and so it’s a tough challenge”.

Hotelier L felt that members of Generation Y are not afraid to speak their mind and are more open

and so will tell you more, including if they are suffering from stress or depression. She also found it

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challenging that members of the Generation X cohort were used to going directly to the manager

with issues, so she tries to direct them to the Heads of Department first out of respect for them.

All but one interviewee stated that employer branding efforts were more important in the case of

the Generation Y cohort, with the outlier stating that these efforts were important for all

generations. Hotelier B believes that the job-for-life concept is now gone, while Hotelier I felt that

Generation Y members did a lot more research into the employer, adding to the importance of a

positive employer brand. Hotelier M stated that members of Generation Y, “have a sense of

entitlement or belief that it’s an open market for them and if it conflicts with their values, they’ll go

somewhere else”. Hotelier H stated that it’s all about the “instragramability” of the current

generations life and they need to show that they are having fun in their job and are worried at how

it is perceived on the outside, with Hotelier R agreeing that “if it’s not good enough for Instagram,

then it’s not good enough”, as everything has to go on-line and look amazing to others who are

viewing this on social media.

All but one of the interviewees found a difference between managing members of Generation X and

Generation Y. While Hotelier A believed that members of Generation Y weren’t pushed as much by

their parents, Hotelier D stated that through their parents influence, they have the same work ethic

as previous generations possessed. Hotelier E advised that the younger generation want much more

engagement, while Generation X members just want to be left alone to do their job, stating that

Generation Y members “want to understand things a bit more, whereas Generation X just want to

do it”. Hotelier F believes that a totally different approach is needed to deal with Generation Y,

stating that they don’t take correction in public well and that many of them are simply “sleep

walking” through their work-life, not knowing what they should be doing. Agreeing, Hotelier G says

that Generation Y members can be “petulant, childish” and states that you “can have a grown up

conversation and be firm with someone from Generation X”. Hotelier H expressed her belief that

the gap is closing between Generation X and Y in terms of areas such as work-life balance needs.

The only respondent who stated that they didn’t find a difference between managing the two

generations said that some people in their forties and fifties are now displaying the same

characteristics as the younger generation. Hotelier K has introduced on-line forums to communicate

better with the younger generation, while Hotelier M says that there’s a different level of respect

when it comes to Generation Y and they have less patience in their workplace interactions. Hotelier

Q likes working with the younger generation as they challenge him more to “sell rather than tell”,

stating that members of this generation can have very strong opinions. Hotelier R expressed her

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belief that you just have to adapt to Generation Y and communicate differently with them, if you are

to successfully work with them in the business.

All of the interviewees have changed the methods by which they communicate with staff in their

hotels to keep up with the demands of the newest generation, moving away from the traditional

notice-boards to forums such as WhatsApp, Work Vivo, email and social media.

All but one interviewee stated that it was more difficult to retain a Millennial in the organisation,

citing their need for rapid promotion, their need to travel and their embeddedness in technology as

factors leading to them moving on, with Hotelier J expressing his belief that “the Millennial’s wants

are enormous”. Hotelier F articulated that his managers feel more like counsellors rather than

managers, due to Generations Y’s needs for one-one-one chats on a regular basis.

All interviewees noted that Millennials stay for shorter periods of time in the organisation, with

Hotelier Q saying that they felt there were fewer consequences to leaving than with previous

generations. Hotelier E stated that if a proper structure was put in place for development and

progression, then in his opinion, Millennials could be retained longer in the workplace. Hotelier D

stated that members of Generation Y are simply more transient than their predecessors.

5.11 Influences of parents and schools on joining the hotel industry (Emerged)

This theme emerged from the analysis of the interviews and had not been identified in the review of

literature. Hotelier A expressed concerns that “parents perceptions of the industry and reality TV

programmes have damaged the reputation” of the hotel sector. The belief that parents are telling

their children to avoid the hotel industry as a source of employment is a concern for Hotelier D,

while Hotelier H stated that the issue is that no one is promoting the positive aspects of the sector as

an employer. Hotelier K bemoaned parents telling their children that studying in the hotel industry

is considered a waste of their points. Hotelier l, a female, felt that “kids in school can’t believe a

female can have a senior job” in the industry and that this needs attention to encourage younger

females to join the hotel industry.

5.12 Strategic Talent Management (Emerged) and Staff Retention

The area of strategic talent management had not been identified in the review of literature and

instead was identified in the interview analysis. Only one third of the interviewees have a strategic

talent management plan in place, with three of these hotels forming part of an international hotel

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group and the other three being part of an indigenous Irish hotel group. A number of the other

respondents seemed to have integrated the concept using an exclusive approach, offering it only to

a number of staff, with responses such as “probably for three people on the team…” or “I think we

do in isolated pockets”, with one hotelier confirming that it was in place for members of

management, but commenting “whether that filters all the way down, not so much”. A passive

approach was taken by one hotelier, who commented that “we’re conscious of the fact that we need

one, but we haven’t got around due to business”. Some of the respondents stated that they had

strategic talent management plans in place, but when further questioned, it seems they were

referring to components only, such as benefits, their appraisal system or their trainee management

programme, and not a complete strategy.

A number of the hotels were moving towards more strategic talent management, responding that

“it’s on the way”, “it’s just being put together” and “…I think it’s something we need to get to over

the next number of years”, while others were far ahead in their strategic direction with one group

hotelier responding “yes, we have a specific talent management department with four people in it

which has been put in place over the last twelve months”. Another hotel, which has just been taken

over by a group, is changing its strategic direction, as the General Manager articulated upcoming

plans by their new owners, stating that “…retention and succession plans are a big thing for them at

the moment”. In one of the 5 Star Hotels, the General Manager emphasised the importance of

talent attraction by responding that “…from the moment someone comes in for an interview we

want to show that we are committed to them, so I meet them and show them our commitment to

our team and make positive statements, reinforce the brand and the environment they will work in”.

However, the integration of a talent management strategy is not just important at the upper end of

the market, as one group hotelier in a three star hotel confirmed strongly that they had a talent

management strategic plan in place “and it is utilised”.

A number of the respondents are now looking at succession planning, with one hotel identifying

forty people in a recent succession planning meeting that they need to develop for further roles in

the organisation, while another hotelier commented that

“we want to try and have people groomed, in mind and given the opportunity, but also have them as

they’re going along inform us, I suppose the more we know about each employee in advance, the

more we can, you know, develop our succession plans”.

Hotelier M felt that a lack of movement in his senior team, meant there were no developmental

opportunities for other staff, leading to more negative retention.

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Hotelier A expressed a desire to hold “stay interviews” as opposed to the normal exit interview, to

elicit the reasons that staff remain with the organisation, and they have briefed the staff on this new

initiative with a view to rolling it out shortly. Hoteliers A and D focused on the importance of

employee surveys and the crucial nature of the resulting actions, to show that you listened. Hotelier

C promoted the use of succession planning, so that replacement staff can be appointed in a timely

manner, thereby easing pressure on the remaining staff, while Hotelier B encouraged the use of

proactive rostering in an effort to improve work-life balance. Hotelier D cited the move away from

old school practices, where now his employees work no more than forty-four hours a week, while

Hoteliers E and G encourage staff to propose ways to increase flexibility on rosters so that they

better suit home-life and child-care demands. Job-sharing has been introduced by Hoteliers F and L

in an effort to retain key staff. A number of interviewees stated that they accommodated couples

who worked in their hotels and had child-care commitments, by working their rosters around this,

while the importance of flexibility was seen as essential by Hotelier O. One hotel has recently

introduced an element of working-from-home for staff who are normally office based.

5.13 Staff Shortages

This theme emerged strongly from the interview analysis, but is also a core basis upon which the

genesis of the research originated. It is an area of concern that has gained more prominence as the

economy has improved, leading to pressure on the labour supply market. When asked about the

solution to the staff shortages being experienced by the hotel industry, seven of the respondents

said that more work was needed at both second and third level education to brand the industry

better in the minds of these students. Improved conditions, continuous professional development

and loosening the work permit situation to bring in staff from abroad, were also potential solutions

expressed in the interviews. Hotelier K stressed that there was “no silver bullet” which would

remedy the situation, with Hotelier C expressing the need to make the industry more attractive as a

long-term career. The importance of offering greater flexibility was mentioned by Hotelier O, while

Hotelier E said that “it’s the branding and perception that needs to be started at grass roots”,

focusing on children at primary and secondary level. Hotelier P said that it was all about changing

the image of employment in the sector, with Hotelier Q agreeing, stating that

“It starts with creating a better perception and a better brand for the industry as a whole and for

hoteliers as a whole and everything else will flow out of that. It’s changing how people perceive us

and how we manage our business”.

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The investment back into the sector, the work being done at 3rd level education (colleges), a greater

focus on benefits, the importance of maintaining work-life balance, offering improved training and

development opportunities and implementing a more strategic approach to HR management, are all

seen as positives by the interviewees. The Hoteliers, however, believe they need to work on the

brand and perception of the industry, the issue of unsocial hours, having a tiered pay structure,

along with the promotion of the industry to younger people starting at primary school level.

Hotelier E states that “we need to get the message out” that hours have improved, split-shifts have

been almost eliminated and terms and conditions have been improved greatly. Hotelier F agrees

and says that the industry needs to understand the younger generations better and capture their

potential. Hotelier J advocates more Government intervention so that employees on lower wages

can afford a proper standard of living, whether that be through incentives or tax breaks. Hotelier K

articulated his belief that “like an alcoholic, stage one is realising that you have a problem” and says

the sector has come to this realisation, but now needs to change people’s perceptions of this

important sector.

5.14 Staff Turnover

The interviewees stated that the main reasons why staff are leaving hotels include rates of pay, the

attraction of other sectors who have better hours which are less unsocial, a lack of career

progression in a property and the general pressure of the job which can be difficult for the younger

generation. Hotelier B bemoaned loosing good employees to competing sectors as “this was an

alternative with better conditions including more time off and less unsocial hours”. The desire to

travel was articulated as a reason for employee turnover in Generation Y, by Hotelier R. Hotelier L, a

female, highlighted the high cost of child-care which is acting as a reason for staff turnover of

females in particular. Worryingly, Hotelier M stated that he felt that staff often leave due to bullying

and harassment in the workplace, with Hotelier O expressing his belief that people often leave due

to mistreatment in the organisation. Work stress was a factor mentioned by Hotelier I as a reason

for employee turnover, stating that he feels that he often has to “wrap them in cotton wool” to

protect them from work stress.

It is believed that there is often an over-reliance on students in the sector and that when they return

to college after the summer, or move on to take up a position in their chosen career, this creates a

staffing shortage issue. Also, as the industry grows, staff are attracted to offerings from other hotels.

One hotelier stated that the larger groups are at an advantage in terms of staff retention as they can

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offer greater opportunities for training, development and promotion within the group. Hotelier K

focuses on a monthly attrition report which is now generated for each hotel in the company and

develops strategies with his team to help improve the current rate of staff turnover. Hotelier F

believes that the sector is trying to be more flexible and “there are more 9 to 5 jobs that we can

work people into” rather than losing them from the sector. Hotelier H felt that “historically we

might not have had the next move for them”, but that opportunities for advancement have now

improved greatly across the sector.

5.15 Employee Pride (Emerged)

This theme emerged from the interview analysis. Employee pride is an essential element of the

organisational culture for Hotelier E and something he attempts to instil from management level.

While Hotelier D sets out to hire for attitude and says this often leads to employee pride, interaction

with local events and the hotel’s perception locally are important aspects of the enhancement of

employee pride for Hotelier C. Rewarding staff for effort and commitment is an important part of

Hotelier I’s journey to create employee pride, while Hotelier L emphasised the importance of sharing

positive guest feedback as a strategy to increase employee pride. Hotelier M lets new staff

experience the facilities and says that this overnight stay helps greatly in the development of

employee pride.

Grooming standards and timekeeping are often a struggle for Hotelier A’s employees, particularly

those from Generation Y, while Hotelier B stated “you just have to bring them along with you” and

lead by example.

Hotelier O believes that by communicating with employees frequently and maybe sharing in the

organisation’s profitability, this can increase pride, but he questions whether you would then share

“the benefits of lower profitability”, while Hotelier Q expressed his belief that those with pride

“almost start working for themselves rather than the organisation, as they feel that they can

contribute to and effect success”.

All interviewees believed that those employees who had pride in the organisation are more

committed to that organisation.

5.16 Employer Branding

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Eight of the eighteen interviewees stated that the image of the hotel industry in Ireland as an

employer was not good, with a further four stating that it had a mixed image of good and bad, while

the remainder of respondents said the image was improving. Hoteliers A, I and R believe that more

work was needed in the schools and with parents to promote the sectors image as an employer.

Hotelier J stated that members of Generation X that worked in the industry and who are now

parents, need to be convinced that the poor experiences which they may have had working in hotels

are a thing of the past. Hotelier N said that the industry was still seen as a stop-gap rather than a

career, while Hotelier P expressed frustration at hearing people ask those in the industry when they

are going to get a real job. Hoteliers C, D, E, G and I all believe that work needs to be done on the

perception of the industry, while Hotelier B expressed his desire that the Government invest,

through incentives, in getting those who had left the industry for family reasons back into

employment in the sector. The perception of unsocial hours in the industry was a concern for

Hotelier B, but he stated that management practices have changed, however so have younger

employee’s perceptions of the nature of what a job should entail. Hotelier M said that the

emergence of indigenous hotel groups has brought a more formal HR structure that is aiming to

improve employee retention, while Hotelier I expressed his belief and worry that the sector’s image

has actually worsened since he was a student and employment in the industry is perceived to be

“pretty much at the bottom of the food chain”.

Thirteen of the eighteen interviewees felt that the hotel sector suffered from a perception of long

hours and challenges in terms of gaining a work-life balance, with Hoteliers C and Q stating that a

perception of low wages was an issue which needed to be dealt with by the industry.

All of the hoteliers interviewed believe that the majority of their employees identified with the

business and had pride in being part of it, with Hotelier E stating that “it’s back to the culture and

getting them to buy into what we are doing”. Hotelier O said that it was important to get the

message out to the team that success for the business is success for everyone and expressed the

need to identify those employees who may not be happy and “either bring things to an end, or

recover”.

Hotelier E said that a lack of communication of the improved conditions which are evident in the

hotel sector is an issue, while Hoteliers F and G blamed the historically negative perception of the

industry for the image issue, but also express the concern that middle management, who were hired

during periods of staff shortages, haven’t helped the reputation of the sector in many cases as they

had weak management skills and didn’t treat their teams as they should. Hotelier R stated that

there is a lack of awareness of the hotel industry as a career and that the sector is underrated as it

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hasn’t been promoted properly. Hotelier K referred to what he believes was the past “exploitation”

of employees in the hotel sector, while of concern, is the belief of Hotelier I that

“I think the poster boy for the hospitality industry is somebody earning €9.55 an hour, not being

upskilled, not being trained in any great way and that person feels as if they are being abused (is a

strong word), but they feel they’re being taken advantage of by the conditions that they are forced

to endure”.

Hotelier O expressed his belief that there have been lots of activities to promote the industry in the

past few years, but with the best intentions they have not succeeded and he believes that the sector

needs to be promoted to children at a much younger age. Hotelier Q warned that with the younger

generation, who are more image focused

“No one wants to be part of an environment which is frowned upon, or seen as a poor employee, as

they miss that sense of pride”

Hotelier H warned that a career in the hotel sector was not valued, but seen more as “something to

do if you can’t go to college”.

All of the interviewees would support a family member who expressed an interest in being

employed in the Irish hotel industry, with Hoteliers B and M stating that it makes a young person

more outgoing and social due to their interaction with the public, and Hotelier D expressing his

belief that it was great training. Seventeen of the eighteen General Managers, who were

interviewed, would encourage a family member who expressed an interest in studying a hotel-

industry related course at third level, however Hotelier I, who had grown up in the hotel industry

himself, worryingly stated that he “would encourage my children not to work in hotels”. Hotelier E,

while stating that he would encourage a family member to study a course in the hotel industry,

expressed his belief that most hoteliers would probably respond negatively when asked this

question, but emphasised that the industry had been good to him. Hoteliers A and J stated that they

currently had family members, who they had encouraged, studying hotel management.

In terms of how they feel their own hotel’s employer brand is perceived in the market, half of the

interviewees believed they had a strong or positive employer brand, while five felt that their

employer brand was improving. Hotelier M stated that his hotel had made a significant investment

lately to upgrade the kitchen floor and ventilation system, the staff accommodation and the staff

canteen food, in order to improve the employer brand and employee satisfaction. Hotelier N stated

that when it comes to the employer brand, it is crucial that “it’s not all talk, that there is actually

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action”, while Hotelier O worried that some people might be frightened by their employer brand due

to their exacting standards. Hotelier C felt that he had a body of work to do to fill the gap between

the perception of their hotel brand and their brand as an employer, while Hotelier D expressed his

satisfaction with how his employer brand was perceived on social media channels. Hotelier F stated

that he has found it easier to recruit staff due to improvement in his employer brand over the last

number of years. Hoteliers B, E and P expressed their belief that the development of a positive

employer brand in the local community was essential to success, while Hotelier M had recently

lobbied her group’s management to spend more money on promoting the positive aspects of

working within the group’s hotels, as she felt that people were unaware of their benefits in terms of

learning and development outside of their employee body.

Ten of the interviewees stated that they consciously brand their business as a good employer, with

others stating that they were embarking on that strategy. Hotelier A stated that they are constantly

trying to provide a different bespoke experience for customers and now are trying to do the same

for their staff by “offering a different type of place to work” and this begins from their professionally

graphically designed job advertisements. Hoteliers C, D, G and L promote their hotel’s employment

experience on social media, with Hotelier C considering the use of a Snapchat account to reach

Generation Y cohort members. The importance of word-of-mouth through existing employees was

focused on by Hotelier E. Hotelier I has advanced their hotel’s employer branding strategies by

taking on a company who promote the employment experience and they have made social media

videos to promote this, while Hotelier M has commissioned a video promoting the team and the

hotel’s family-values to be used for promotional purposes. Hotelier N, whose hotel is part of an

international brand, stated that they appoint employees as brand ambassadors to promote their two

hotel brands. Hotelier O has embarked on a review of their employer branding, the mediums they

use to promote employment and the social media platforms they can use going forward to promote

the employment experience. Hotelier R allows staff access to their social media platforms through

the Duty Manager to share fun aspects of their jobs.

Fourteen of the respondents were unaware of the international company/jobs review portal

Glassdoor, and were therefore unaware of any reviews on the site which may be effecting their

employer brand. Hotelier A stated that the Irish Hotels Federation’s ‘Quality Employer Programme’

(QEP) designation does not attract people to the organisation, but he felt that they’d prefer to have

the award than not have attained it, while Hotelier B hoped it isn’t just a box ticking exercise and

instead positively affects the organisational culture. Hotelier C said the QEP award did not really

help to retain staff, while Hoteliers G and H stated that the designation is dated and has lost its

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relevance, with Hotelier H suggesting IBEC’s ‘Wellness Programme’ as an alternative. In contrast,

Hotelier I expressed his belief that the award is “massively important and (believes) it should be a

non-negotiable and that each hotel has it before joining the Irish Hotels Federation”. A number of

hoteliers mentioned that the communication and public relations aspect of QEP needs to improve if

it is to continue to be beneficial in the area of staff retention. Hotelier R warned that you can win an

award, “but you need to deliver at property level” if you are to gain the respect of and retain staff.

Overall, fourteen of the General Managers interviewed valued the IHF’s QEP designation.

Fourteen of the eighteen respondents were familiar with the Great Places to Work programme, with

nine of these aspiring to pursue the designation in the future. Hotelier N, part of an international

group, has integrated many of the programme’s practices into its operation, while Hotelier O, also

part of an international hotel group, can already boast to having the designation, but warns that you

must pursue it “for the right intentions and it’s not just a box-ticking exercise”. Hotelier J won’t be

pursuing the award as he stated his opinion that “the money would be better spent on training and

rewarding people” but believes that for larger organisations, the implementation of such practices

and systems can have a very positive effect.

All but one of the interviewees believed that branding an employer improves employee retention,

but Hotelier D warned that you have to be true to what you say, while Hotelier E emphasised the

importance of people being proud of the company they work within.

Regarding the employer brand, Hotelier A stated that “hoteliers today are very aware of its

importance particularly with the issues in attracting and retaining staff”. Actions which employers

say they have taken to improve their employer brand include the introduction of better staff

facilities, more consultation with team members, offering increased training, by taking a more

strategic approach to HR management, through improved benefits, the promotion of team members

on social media, improved rewards, by working with staff on charitable or societal causes and

through asking for staff feedback on a more regular basis. Hotelier B stated his hope that if staff

don’t buy-into the employer brand that they exit the business. Consistency in how they approach

and deal with staff is seen as important by Hotelier A in an effort to improve their hotel’s

attractiveness as an employer. Links to the local community, along with constant staff engagement

initiatives are seen as essential to the area of employer attractiveness. Open days and increased

engagement with schools and colleges were also seen as ways to improve the brand and

attractiveness of the business, with Hotelier Q suggesting that “we need to be very aware of what

others outside our industry are doing so that we can learn from them”.

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Fourteen of the hoteliers interviewed expressed the belief that the hotel industry in Ireland

recognises the importance of developing an employer brand. Hotelier C said that this has arisen as

the sector becomes stronger and less seasonal and as there is less home-grown talent from which to

choose, while Hotelier E stated that this was due to the needs of the new generation coming into the

workplace. Hotelier F said that larger hotel groups would have a significantly higher regard for the

importance of the employer brand than smaller players, with Hotelier M agreeing that the large

companies have brought improved structures. Hotelier J stated, however, that while there is an

appreciation of its importance particularly in a tight labour market, there are still “cowboy

employers” who do not care. Hotelier J also questions whether the interest in employer branding “is

driven by demand, or as hotels are doing better they’ve decided just to invest more in their people”.

The pace of change being slower in the hotel industry compared to others was alluded to by Hotelier

I as a concern. The need for greater promotion and public relations regarding positive hotel sector

employer brands was emphasised by Hotelier L, while Hotelier Q questions what he believes to be

the myth that Irish hoteliers do not care about their employer brand.

5.16.1 Positive Employer Brand Promotion

Promotion of the employer brand was by way of attractive recruitment advertising, through social

media sites such as Linked In and Rezoomo, through attendance at events, at open days and in third

level institutions, by using employee referral schemes with incentives, by being part of Great Places

to Work and through various public relations opportunities, with Hotelier C responding that “you still

can’t beat word-of-mouth”. A number of hoteliers mentioned the importance of promoting the

employer brand in-house and advertising vacant positions internally in the first instance.

When asked if their hotels mirror their HR strategies on those firms considered to have best practice,

the majority said they did so, with hoteliers mentioning pharmaceutical firms such as Boston

Scientific, Johnson & Johnson, DuPuy, Pfizer and MSD. In the information technology sector, names

such as Apple, Dell, Facebook and Google were proposed, with names such as KPMG, EY, Amazon

and Voxpro also featuring. In the hospitality industry, the Doyle Collection, Firmdale Hotels, Ritz

Carlton and Red Carnation were mentioned by a number of respondents, with Clayton, Trigon,

Dalata, Jumeriah, Premier Inn’s, Accor and Hilton also considered to display best practice in the area

of HR.

In order to improve the image of the hotel industry in the minds of Generation Y cohort members,

Hotelier A felt that a public relations campaign was needed which would be supported by

Government, the IHF and RAI, to show the industry in a more positive light and Hotelier B concurred

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stating that the industry needs to brand and market itself better. Hotelier E agrees, stating that we

need “to get the perception out there that it’s not just a stop-gap job”, and that we need to work on

the industry brand and improve the perception of work in the sector. Hotelier F also supported a

public relations campaign for the industry, while Hotelier H feels it’s important to connect with

students at second level to increase their appreciation for the industry. Hotelier I goes beyond this,

stating that the sector needs to get to children at primary school level to convince them of the

merits of working in the sector. Staff development and career-path establishment are strategies

which Hotelier l feels are essential toward improving the perception of the hotel industry as an

employer. Hotelier P proposed that working on shift patterns, hours of work and the eradication of

split chefs in the sector are essential strategies in order to improve the industry’s brand.

Hotelier J stated that it’s not the attraction that’s the issue, it’s the retention of staff that needs

work, with Hotelier Q agreeing that the money he pays out to agencies for recruitment would be

better spent increasing the benefits for his current workforce and thereby he believes lead to an

increase in staff retention levels. Hotelier R stated that the sector needs to move with the times and

exude a trendier and less stuffy feeling. All of the Hoteliers said that they would be willing to

contribute financially towards a national public relations campaign, spearheaded by the IHF, to

promote careers in the sector and improve the overall branding of the industry as an employer. In

November 2019, Fáilte Ireland launched an awareness campaign for students and their parents

about the career opportunities in the tourism sector, including hotels. This €500,000 campaign

includes the creation of a digital hub which will act as an information portal on courses and careers

in the tourism and hospitality space (Corr, 2019).

5.17 Conclusion

Affirming commentary on the industry, it is clear from the interviews with General Managers that

the hotel sector is operating in a challenging environment when it comes to the area of employee

retention. The search for work-life balance and the changing characteristics of younger generations

are some of the factors which contribute towards this issue and hoteliers are making a concerted

effort to become more strategic in their management of human resources.

A greater range of employee benefits has been introduced by hotel companies to tackle the issue of

employee retention and areas such as employee training and development are taking more

prominence in strategies. Hoteliers are improving working conditions, promoting a more positive

work culture and placing an emphasis on employee satisfaction as they battle with competition from

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both within and outside of their own sector. This is particularly the case as hoteliers learn from

international brands and indigenous hotel groups who are now present in the Irish hotel sector.

The importance of the development of a positive employer brand has become of strategic

importance and hoteliers are noting and taking action based on the demands of the younger

generations in the workplace. The need to promote not only their own business as a place to work,

but the sector as a whole, is an issue which hoteliers are taking very seriously in an effort to improve

employee retention for the benefit of their business.

5.18 Evolving Conceptual Framework

Following the analysis of the semi-structured interviews, a number of themes emerged which

further underpinned the conceptual framework and a number of the existing themes were adapted

or added to as a result of the analysis. These changes are marked in red on the framework as shown

in Figure 5.1.

Figure 5.1 Conceptual Framework emerged from Semi-structured Interview Analysis combined

with the Literature Review (Phase 2)

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Table 5.1 below shows the additional themes which emerged from the analysis of the semi-

structured interviews, along with additions which were made to existing themes as a result of the

analysis.

Table 5.1 Changes in Phase 2 of Conceptual Framework post Interview Analysis

Macro Environmental

Factors (Emerged)

Benefits

(existing)

add-ons/changes

Working Conditions

(existing)

add-ons/changes

Organisational

Culture (existing)

add-ons/changes

Competition from other

industries

Pay changed to

Remuneration, Bonuses

& Incentives

Teamwork added to

Co-worker Relations

Flexibility added

Strategic Talent

Management

added

Influences of

parents/schools

Other Benefits added Employee

Communication

added

Labour Market/Economy Employee Pride

added

Industry Perception

The findings of the employee questionnaire will now be analysed and this will allow for a richer

exploration of the main research topics, adding to the works contribution to knowledge.

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CHAPTER SIX

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CHAPTER 6: EMPLOYEE QUESTIONNAIRE FINDINGS

6.0 Introduction

This chapter presents the findings of the research revealed through the employee questionnaires.

The questionnaires were administered in the same eighteen hotels in which the semi-structured

interviews of General Managers took place in Cork City and County hotels, to facilitate comparison.

The results of the interviews were also used to inform the development of the employee

questionnaire, the final version of which is included in Appendix K.

There were 417 completed questionnaires received, equating to a 57.9% response rate. The

questionnaires were cleaned and screened as outlined in the Methodology Chapter and n=384 valid

questionnaires remained for analysis. These were then analysed using the Statistical Package for

Social Sciences (SPSS) software - Version 25, along with the Analysis of Moment Structures (IBM

AMOS) Version 22 - to determine patterns, trends and statistically significant responses, in an effort

to aid in answering the research questions, meet the research objectives, create a conceptual

framework and to test the research hypotheses set out at the beginning of the research process.

6.1 Statistical Significance

SPSS was used to determine whether there were statistically significant differences between the

responses from Generation X and Generation Y respondents to the employee questionnaire (null

hypothesis is mu_x=mu_y, alternative hypothesis is that they differ). Differences were assessed at

the 95% confidence level. The Mann-Whitney Wilcoxon (MWW) Test was utilised to identify six

variables which were determined to have statistically significant differences as a result of the testing,

with a p value of less than 0.05 and these are examined individually, with the relevant p value

indicated. The MWW test was utilised in preference to the t test as deWinter and Dodou (2010) had

previously determined, in their research on parametric versus non-parametric procedures, that

although the two tests mostly had equivalent power, MWW was determined to have a power

advantage when one of the samples was drawn from a skewed distribution. In the case of this data,

we use MWW in preference to t testing as the variables are not normally distributed.

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6.2 Respondent Profile

Table 6.1 shows the main demographic characteristics of the sample.

Table 6.1 Demographic Characteristics of the Sample

Generation of Respondents

Generation X 45.5% (n=175)

Generation Y 54.5% (n=209)

Employee Level Entry Level 47.7% Supervisors 15.1% Management 37.2%Employment Status (Hours)

Permanent 55.7% 20-38 hrs. per wk. 37% <20 hrs. per wk. 7.3%

Further characteristics of the employee questionnaire sample by generation, employee level and

employment status are illustrated in Appendix L.

6.3 Benefits

In Chapter 2, it was noted that McGinley et al. (2017), Chew and Chan (2008) and Chiang and Jang

(2008) had made it clear that pay was a prime motivator of employees in the hotel industry. When

asked if they believed that the rate of pay which they received for their work was appropriate, 40.1%

of respondents in this study answered positively, with no statistically significant difference between

the mean answers from Generation’s X and Y. When analysed across employee level, this variable

was deemed to be statistically significant and as would be expected, pay rates are less of a challenge

when it comes to management level employees, than for entry-level employees. Analysis by

department also yielded a statistically significant result with lower mean values for the Rooms

Division and for the Leisure area, compared to an overall mean value of 3.01 (s=1.143). Though

Glen (2006) makes the point that retention cannot be exclusively managed by cash inducements,

there is no doubt that bonuses and incentives were shown to be highly valued by all areas of a hotel.

Table 6.2 Appropriateness of Rate of Pay analysed by Generation, Employee Level & Department

Questionnaire Statement by

Generation

Generation X Generation Y Statistically Significant

The rate of pay for my work is appropriate

M=3.10 (s=1.227) M=2.96 (s=1.126) N

*M = Mean and s = Standard Deviation

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Questionnaire Statement by

Employee Level

Entry-level Supervisor Manager Statistically Significant

The rate of pay for my work is appropriate

M=2.87 (s=1.072) M=3.04 (s=1.160) M=3.44 (s=1.152) Y

*M = Mean and s = Standard Deviation

Questionnaire Statement by Department

Rooms F&B Management Leisure Statistically Significant

The rate of pay for my work is appropriate

M=2.82 (s=1.162)

M=3(s=) M=(s) M=2.18 (s=1.124)

Y

*M = Mean and s = Standard Deviation

As noted in Chapter 2, it was considered by Smith (2013) that the key to employee retention was

made up of a number of important contributors and the following table shows the mean response

from each generation (s=standard deviation) and how they value various employee benefits which

were probed in the questionnaire.

Table 6.3 Employee Benefits Valued by Respondents analysed by Generation

Value as an Employee Benefit Mean Gen. X Mean Gen. Y

Staff Meals ** 4.06 (s=1.150) 3.80 (s=1.192)

Staff Accommodation * 3.56 (s=1.357) 3.72 (s=1.175)

Staff Uniforms 4.07 (s=1.150) 3.84 (s=1.255)

Staff Parking 4.21 (s=1.153) 4.20 (s=1.045)

Leisure Centre Membership 4.03 (s=1.185) 4.20 (s=1.045)

Childcare * 3.62 (s=1.421) 3.50 (s=1.278)

Employee Assistance Programmes * 4.09 (s=0.935) 3.86 (s=1.054)

Health Insurance * 4.16 (s=1.135) 3.99 (s=1.154)

Staff Social/Team Building Activities 3.96 (s=1.069) 4.00 (s=1.012)

Bonuses & Incentives 4.31 (s=1.061) 4.36 (s=1.006)

Pension 4.29 (s=1.071) 4.18 (s=1.045)

* Denotes uncleaned and unscreened non-imputed data, as these variables had a significant number of missing variables making imputation (as described in 4.5.1 earlier) difficult.

** Denotes a statistically significant variable

When analysed by generation, only staff meals were determined to have statistically significant

differences between the generations, where p=0.040.

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This difference is statistically significant with Generation X viewing staff meals as more important,

with a mean of 4.07 (s=1.023), while the average rating for Generation Y respondents is 3.80

(s=1.192). Staff meals are often a benefit that is overlooked by management and not valued by staff.

It is clear to see the value which employees place on this benefit and the need for management to

ensure quality and consistency in terms of their food offering for staff. Working in an environment

where food quality is so important for guest attraction and retention, it may be necessary to apply

this same policy when it comes to offering this benefit at a quality level in order to retain employees.

The food offering in technology companies is widely spoken about – from subsidised quality food in

Apple, to health-conscious offerings in Facebook, specialised restaurants in Google, locally sourced

food in Linked-in, to chefs from Michelin-starred restaurants catering to staff in Dropbox, and this is

an area where hotels can improve and already have the in-house expertise and resources to

distinguish themselves (Canales, 2018).

Analysis by department showed that leisure centre membership, bonuses/incentives and pensions

were all variables which had statistically significant differences, while analysis by employee level

determined that staff meals, the provision of staff uniforms and offering staff social/team building

activities demonstrated statistically significant differences.

Staff accommodation provision has shown a resurgence in recent years due to the lack of housing in

Ireland as a result of economic conditions and whilst 59.5% of survey participants agreed that staff

accommodation is important, this will likely become even more important in the future if the

pressure on housing supply continues. Interestingly, the average rating by management level staff

on this issue was 3.93, which was higher than entry-level staff – who one would assume would be

utilising this benefit – but this could be attributed to management believing that offering

accommodation as a benefit will lead to greater staff retention and attraction. In 2019, as previously

stated, both Ashford Castle and the Europe Hotel completed employee accommodation

developments costing €2 to €3 Million each, in an effort to attract and retain suitable staff for their

award-winning hotels.

Childcare is not an area that is normally offered as a benefit, which may contribute to the relatively

low percentage of respondents agreeing that it is a value (54%) and this variable had one of the

lowest overall mean values of the benefits listed in the questionnaire, with 3.60 as an overall mean

value in terms of employee level. Offering bonuses and incentives, along with pensions were the

offers most valued by respondents, in line with Chiang and Jang’s (2008) previously articulated

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support for the value of employee bonuses in order to enhance employee commitment to the

organisation.

In Chapter 2, it was stated that Moran (2018) had suggested that offering flexibility in work hours

can be a less expensive contributor to a formal wellness programme. Flexibility in this research was

deemed to be in terms of working hours. 73.4% of respondents believed that their job in the hotel

sector offered them flexibility, a factor which Brinded (2018) points out encourages Generation Y

employees to stay in an organisation, with over 73% agreeing on this statement and similar mean

values across all three staff levels with 3.97 (s=1.003) for entry-level staff, 4.00 (s=0.956) for

supervisors and 3.96 (s=1.030) for management. The differences, however, were not found to be

statistically significant when analysed by generation, department or employee level. A recent survey

of 4,580 office based employees by Ricoh (2019) ranked flexibile working hours just after salary in

the top priorities of people seeking employment and found that Ireland lags behind the UK when it

comes to the facilitation of flexible working hours in order to increase staff retention.

A total of 75.8% of respondents indicated that they have been given adequate training since they

started work in their hotel, with a high mean value of 4.01 (s=1.013) which indicates the importance

which the hotels analysed place on training, but this was not determined to be statistically significant

when analysed across departments, supported by O’Leary and Deegan’s (2005) belief, outlined in

the literature, that a lack of training leads to poor staff retention.

65.4% of respondents were satisfied with the promotional opportunities available in their hotel, with

management being most satisfied with an average rating of 4.17 (s=0.968) when analysed by

employee level and 4.00 (s=1.012) when analysed by department, with the former determined to

show statistically significant differences. 69.3% felt that their company offered them attractive

working conditions and managers again rated this much higher than the other employee levels with

a mean rating of 4.08 (s=0.874) compared to an overall mean of 3.83 (s=0.955), a difference that was

statistically significant.

Offering a pension was another benefit which was deemed to be valuable across departments in a

hotel. Pensions was deemed to be an important benefit for both generations with ratings of 4.29 for

Generation X and 4.18 for Generation Y, but this difference was not statistically significant. More

importance was placed on this benefit by those from Generation X, probably due to them being

closer to retirement age where they would benefit from this initiative, but interestingly those from

the Generation Y cohort still value pensions highly as part of their job package. When analysed

across employee level, it is interesting to note that pensions are considered an important job benefit

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at all three levels of employee - entry-level, supervisor and manager - with managers having the

highest mean rating of this variable at 4.43 (s=0.921) compared to the overall average for all levels of

4.27 (s=1.022). Although the differences across employee level were not determined to be

statistically significant, statistically significant differences were found when analysed by department,

with mean values shown in Table 6.4.

Table 6.4 The Importance of a Pension as a Job Benefit analysed by Department

Questionnaire Statement

Rooms F&B Management Leisure Statistically Significant

Receiving a Pension is an important Job Benefit by Department

M=4.19 (s=1.063)

M=3.96(s=1.224) M=4.44(s=0.791) M=4.57 (s=0.879)

Y

*M = Mean and s = Standard Deviation

6.4 Working Conditions

When asked if they were satisfied with the supervision which they receive in the workplace, each

generation gave a very positive response, with Generation X having an average rating of 4.04

(s=0.912), while Generation Y had a 4.12 (s=0.832) average. When asked if they believed that their

supervisor’s management style was good, 83.6% of respondents agreed, though neither variable was

determined to be statistically significant.

Receiving help and support from co-workers is another area which received a positive response, with

a mean rating of 4.05 (s=0.911) from Generation X and 4.22 (s=0.832) from Generation Y. A positive

response is particularly important to employee retention considering Karatepe’s (2012) contention

that those who receive the support of co-workers are less likely to display an intention to leave an

organisation. 74.8% respondents agreed that employees were treated fairly in the hotel in which

they worked.

In the literature, it was suggested by Tuzun and Devrani (2011) that strengthening communication

with employees was an important strategy which allows employees to identify more with the

organisation, thereby improving employee retention. In terms of communication, the results in

Table 6.5 are generally positive in nature, but it is clear that there is substantial scope for

improvement in this area that has been identified as important in contributing towards higher levels

of employee satisfaction, engagement and retention.

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Table 6.5 Analysis of Variables related to Communication with Employees

Statement Agreement Mean S. Dev.

Are satisfied with how the company communicates with them 73.2% 3.88 0.931

Believe that communication between people and departments

makes them feel part of a positive community

67.5% 3.79 0.966

Feel that management regularly communicates with employees

on matters affecting the hotel

70.1% 3.86 1.043

Only for the variable ‘management regularly communicates with employees on matters affecting the

hotel’ were there statistically significant differences between generations, with p=0.044 when

analysing these three variables by generation. It is clear from Table 6.6 that Generation X employees

were more positive than their Generation Y colleagues with regard to the communication they

receive from management. In Chapter 2, Glen (2006) reminded us to not only concentrate on cash

inducements to aid employee retention, but to also concentrate on areas such as quality supervision

and the culture of the organisation, while effective communication with employees was also cited by

both McEnery (2018) and Woods (2018) as a path towards improved staff retention.

Table 6.6 Management Communication analysed by Generation

Questionnaire Statement

Generation X Generation Y Statistically Significant

Management regularly communicates with employees on matters affecting the hotel

M=3.96 (s=1.047) M=3.78 (s=1.036) Y

*M = Mean and s = Standard Deviation

It was suggested in the literature by Kim et al. (2005), that those employers who consider job

satisfaction important, improve employee commitment and therefore employee retention. Overall,

69.8% of respondents believed that their hotel strives to improve the job satisfaction of employees,

with Generation Y respondents averaging slightly higher than Generation X respondents, as evident

in Table 6.7, and these differences were found to be statistically significant.

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Table 6.7 Job Satisfaction analysed by Generation

Questionnaire Statement

Generation X Generation Y Statistically Significant

This hotel strives to improve Job Satisfaction for its staff

M=3.85 (s=1.045) M=3.87 (s=0.939) Y

*M = Mean and s = Standard Deviation

Further analysis of job satisfaction, looking across departments, shows that employee satisfaction

ratings were very positive and indeed the differences statistically significant, as illustrated in Table

6.8, with management most satisfied and leisure staff least satisfied.

Table 6.8 Job Satisfaction analysed by Department

Questionnaire Statement

Rooms F&B Management Leisure Statistically Significant

This hotel strives to improve Job Satisfaction for its staff

M=3.75(s=1.009)

M=3.75(s=0.993)

M=4.15(s=0.868)

M=3.68 (s=1.020)

Y

*M = Mean and s = Standard Deviation

6.5 Industry Brand

In Chapter 2, it was noted that Rampl and Kenning (2014) had previously articulated their belief that

consumer branding should be applied to an employment context in order to increase the

attractiveness of the industry as an employer. Unfortunately, only 52.8% of respondents believe

that the overall hotel sector in Ireland has a positive image as an employer, with average ratings of

3.37 (s=1.186) from Generation X and 3.48 (s=1.165) from Generation Y. Almost 79% of respondents

felt that the hotel in which they work has a positive image as an employer, with averages of 3.99

(s=0.977) for Generation Y. This is certainly a positive finding in light of Sengupta et al.’s (2015)

previously noted belief that a concentration on employer branding leads to gains in competitive

advantage. Only when analysed by employee level were the differences for either variable

considered to be statistically significant, with respondents rating their own hotel’s image at 3.99

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(s=0.929) for entry-level employees, 3.79 (s=1.122) for supervisors and 4.30 (s=0.763) for

management.

When asked whether the hotel in which they work has a positive reputation as an employer, 76.9%

felt that this was the case, with average ratings of 4.07 (s=0.962) from Generation X and 4.06

(s=0.915) from Generation Y respondents - this difference was not statistically significant. The mean

rating when asked if they would be proud to have their relatives work in the same hotel showed

ratings of 4.01 (s=0.977) for Generation X and 3.98 (s=0.888) for Generation Y, with the difference

deemed not to be statistically significant. However, the difference was deemed to be statistically

significant when analysed by employee level with mean values of 3.86 (s=0979) for entry-level

employees, 3.89 (s=0.890) for supervisors and 4.32 (s=0.779) for management. Encouragingly, both

generations had high averages when asked if they would recommend their hotel to others as a place

to work, with 4.07 (s=0.994) for Generation X respondents and 4.01 (s=0.912) for Generation Y.

Nearly 84% of respondents said that they felt proud to work for their hotel, with high averages

evident when respondents were asked if they worked in their current employment because they

enjoyed doing so, as evident in Table 6.9, the difference being statistically significant with p=0.009.

Table 6.9 Enjoyment of Work analysed by Generation

Questionnaire Statement

Generation X Generation Y Statistically Significant

I work in this hotel because I enjoy it

M=4.19 (s=0.856) M=3.98 (s=0.879) Y

*M = Mean and s = Standard Deviation

These results clearly illustrate a very positive response from employees enjoying their workplace

across both generations – a very positive indication for the employers featured in the research.

Respondents from Generation X had a higher average rating for this variable than their colleagues in

Generation Y, but both show a positive disposition towards working in their particular hotel.

When asked if they were satisfied with their job, the difference was also determined to be

statistically significant when analysed by generation with p=0.013.

Table 6.10 Satisfaction with the Job analysed by Generation

Questionnaire Statement

Generation X Generation Y Statistically Significant

Overall, I am satisfied with my job

M=4.16 (s=0.822) M=3.97 (s=0.817) Y

*M = Mean and s = Standard Deviation

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Table 6.10 displays the high level of satisfaction which the surveyed employees feel in their jobs.

Again, Generation X displayed a slightly higher mean than their Generation Y counterparts and the

difference between generations was determined to be statistically significant.

There was strong support shown across all areas of the hotel that the image of the hotel industry as

an employer affects its ability to retain staff.

63% of respondents would like to see themselves furthering their careers in the hotel industry, while

only 21.9% expressed their belief that they do not see their type of work as a basis for a career, with

51.6% of respondents disagreeing with this statement. When analysed by generation, the difference

between ths average ratings of 3.81 (s=1.179) for Generation X and 3.67 (s=1.257) for Generation Y

was not determined to be statistically significant on the subject of developing a career in the

industry. The differences were found to be statistically significant when it came to analysis by

department – with means of 3.68 (s=1.293) for Rooms Division, 3.81 (s=1.179) for F&B, 4.02

(s=1.012) for management and 2.96 (s=1.170) for leisure staff – and again by employee level with

averages of 3.59 (s=1.241) for entry-level employees, 3.72 (s=1.155) for supervisors and 3.98

(s=1.160) for management. Only 36.9% of respondents would be happy to spend the rest of their

career in the hotel where they are currently working, with 31% disagreeing with this statement. This

difference was determined to be statistically significant when analysed by generation with p=0.000.

Table 6.11 Happiness to spend the rest of my Career in this Hotel analysed by Generation

Questionnaire Statement

Generation X Generation Y Statistically Significant

I would be very happy to spend the rest of my career in this hotel

M=3.38 (s=1.206) M=2.85 (s=1.235) Y

*M = Mean and s = Standard Deviation

In Table 6.11, it is clear that Generation Y respondents agree less with spending the remainder of

their careers in the same hotel, in comparison to their Generation X colleagues and this would mirror

the characteristics of Generation Y members spoken about in the literature by Weingarten (2009),

Gursoy et al. (2008) and others, with regard to their lack of job loyalty, propensity to move quickly to

other jobs and their frequent mobility in order to train and develop their skill-set further. When

analysed by employee level, the difference was again determined to be statistically significant, with

managers showing a strong desire to spend the rest of their careers in their hotel with a mean rating

of 3.44 (s=1.220), however, there was much more disagreement at entry-level with a mean rating of

2.81 (s=1.191), along with a large degree of indecisiveness overall on this issue.

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As mentioned, when viewed across areas of the hotel, there was strong support offered by

respondents when asked if they would like to further develop their careers in the hotel industry and

this difference between generations was determined to be statistically significant. A propensity

towards career development did not materalise in the case of Leisure staff (comprising leisure centre

and spa), however, who had a mean response of 2.96 (s=1.170) compared to the overall

departmental average of 3.74 (s=1.207), where respondent numbers were smaller and a job is often

used by younger employees to develop skills to become entrepreneurial and start businesses in the

beauty/spa or personal training areas, leading to their ultimate departure from the hotel sector.

Deery and Jago’s (2015) previously articulated contention that the more recent generations value

the area of work-life balance more than previous generations is an important factor for hoteliers to

consider. Interestingly, when asked in the employee questionnaire whether their current work

schedule interferes with their family life, the mean rating was higher for the older generation, but

there were not statistically significant differences between the generations, with 3.53 (s=1.193) for

Generation X and 3.29 (s=1.310) for Generation Y. 28.6%, however, felt that their work does

interfere with this family life, while 27.3% agreed that they felt burnt out in their job. When

analysed by employee level, the issue of interference with family life was determined to be

statistically significant, with averages of 3.51 (s=1.231) for entry-level employees, 3.60 (s=1.116) for

supervisors and 3.16 (s=1.287) for managers. 41.9% of respondents felt that their job was only a

small part of who they are, but 33.6% felt the opposite – showing the importance of the job to their

overall life, with average ratings of 2.91 (s=1.237) for Generation X and 2.89 (s=1.177) for Generation

Y .

6.6 Commitment and Intention to Leave

In excess of 87% of repondents said that they felt that those who have pride in their business have a

greater commitment to that business, while 66.4% of the employees surveyed believed that the

reputation of a business affects an employee’s intentions to leave that business, highlighting the

importance of a business’es reputation in aiding employee retention. Over 67.5% of respondents

believed that the overall image of the hotel sector as an employer affects its ability to retain staff,

further re-enforcing this point. 72.6% of respondents believed that the more successful a business

is, the greater are its levels of job satisfaction.

In terms of employee’s values aligning with their hotel’s values, this difference was determined to be

statistically significant when analysed by generation with p=0.009.

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Table 6.12 Values of Employees and the Hotel’s Values Align analysed by Generation

Questionnaire Statement

Generation X Generation Y Statistically Significant

I feel that my values and the values of this hotel align well

M=3.99 (s=0.861) M=3.78 (s=8.830) Y

*M = Mean and s = Standard Deviation

Alignment of values between the organisation and the employees is important for both generations,

as Table 6.12 illustrates, with Generation X respondents showing a slightly higher mean than their

Generation Y counterparts. This is in-line with Rood’s (2011) contention that differing work values

need to be recognised and acted upon, therefore employers need to communicate effectively with

employees to negotiate greater alignment in terms of values for the overall effectiveness of the

business.

Chapter 2 referred to Tuna et al.’s (2016) contention that a positive organisational brand leads to

greater employee commitment. Across all areas of the hotel, a belief that the business’es reputation

affects an employee’s intention to leave was evident, with an overall mean of 3.74 (s=1.042).

79.4% of respondents were satisfied with their job, with Generation X respondents averaging a

higher response at 4.16 (s=0.822), while the average response from Generation Y was 3.97 (s=0.817),

the difference being statistically significant. 60.7% of respondents stated that they would find it

difficult to leave their hotel – with Generation X respondents averaging 3.86 (s=1.058) and

Generation Y averaging 3.66 (s=1.178), the difference not statistically significant - while 34.1% stated

that they often look to see what positions are available in other firms, with 42.5% disagreeing that

they do this. 27.4% responded that they would actively be looking for a new job in the coming year,

though not statistically significant. 38.5% of respondents stated that they often considered working

in another industry.

When intention to leave is analysed across employee level, this rating is determined to be

statistically significant, with entry level employees finding this easier with a mean rating of 3.59

(s=1.066) and management being more embedded into the organisation with a mean of 4.04

(s=1.136). In terms of making a career in the hotel sector, those who have reached management

level are very focused on this industry as a career into the future with a mean of 3.98 (s=1.160), with

a lot of indecisiveness evident in entry-level employees who had a mean value of 3.59 (s=1.241).

These entry-level employees are the ones that industry needs to ensure are positively influenced

towards making a career in the hotel sector and as mentioned in the semi-structured interviews,

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where initiatives such as employer branding, including a strong on-boarding process and ‘stay

interviews’, may be key ingredients in retaining them within the hotel industry.

6.7 Employer Brand

A very large number of respondents, totalling 81.5%, believed that a hotel which posesses a positive

employer brand has more committed employees, with both Generation X and Y employees

indicating high average ratings, though the difference was not statistically significant. A substantial

number of respondents (83.8%) believed that hotels with a negative reputation in terms of their

employment affect an employee’s intentions to leave that hotel, again with strong averages from

both generations, though again these differences were not statistically significant

Almost 85% of the employees who responded to the questionnaire felt loyal to their hotel and this

loyalty was reflected by both generations with the mean rating from Generation X of 4.31 (s=0.749)

and from Generation Y a slightly lower average of 4.16 (s=0.822), the difference not statistically

significant. Almost 80% of respondents valued the employer brand of their own hotel – again with

high average yet not statistically significant, a positive result when considering that Moroko and

Uncles (2009) cited the reputation of a firm as a strong employee retention driver. 82% stated that

they trust their employer, interestingly with a slightly higher average rating from the younger

generation with Generation Y at 4.22 (s=0.842) versus the mean from Generation X at 4.18 (s=0.945),

this difference not determined to be statistically significant. There was strong support across

departments in valuing the employer brand, though valuing the employer brand had statistically

significant differences only when analysed by employee level, as evident in Table 6.13.

Table 6.13 Employees Value of the Employer Brand analysed by Employee Level

Questionnaire Statement

Entry-level Supervisor Manager Statistically Significant

I value the Employer brand of my Company

M=4.01 (s=0.898) M=3.94 (s=0.763) M=4.34 (s=0.739) Y

*M = Mean and s = Standard Deviation

In terms of actions which the employees felt were needed to improve the image of the Irish hotel

industry as an employer, 40.5% of respondents answered an open-ended question. The following

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emerged as the main summarised action-categories from the questionnaires – with some

respondents offering multiple suggestions:

Table 6.14 Actions needed to Improve the Image of the Irish Hotel Industry as an Employer as

Proposed by Respondents to the Employee Questionnaire

Actions Needed Frequency of Mentions

Improve Pay 92

Greater Benefits 37

Improve Hours 31

Opportunities for Training & Development 17

Greater Respect & Appreciation 14

Better Communication 13

Improved Work-life Balance 11

Offer Bonuses & Incentives 8

Better Conditions 6

Improve Teamwork 6

Reward Long Service 3

Improve Flexibility 2

It can be seen that the areas of pay, benefits and working hours are prominent in Table 6.14 and this

further strengthens the case for constantly reviewing remuneration levels, offering competitive and

innovative benefits and paying particular attention to strategic scheduling and the promotion of a

healthy work-life balance in the industry.

67.5% of respondents felt that the image of the Irish hotel industry as an employer affects its ability

to retain staff, with Generation Y respondents having a slightly lower average rating at 3.76 (s=0.976)

to Generation X’s mean rating of 3.89 (s=0.944). Though the differences were not determined to be

statistically significant when analysed by generation, or indeed employee level, the differences were

determined to be statistically significant when analysed by department, with averages of 3.97

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(s=0.825) for Rooms Division, 3.58 (s=0.998) for F&B staff, 4.12 (s=0.748) for management and 3.61

(s=1.343) for leisure employees.

6.8 Employer Brand by Generation

In Chapter Two it was noted that Kapoor (2010) had suggested that employer branding is one of the

few long term solutions to the talent issue which firms are currently experiencing and that Sehgal

and Malati (2013) had discovered a positive link between the concept and the retention of

employees. The proposed conceptual framework shows the employer brand as a central

component, therefore in an effort to assess the attitude toward the concept of employer branding

from the respondents to the questionnaire, the most relevant variables from the questionnaire

relating to this issue were combined and these amounted to seven individual variables. Each of

these variables is now discussed, before combining them to represent the average of all seven in a

graphical format.

This Hotel has a Positive Reputation as an Employer by Generation

The rating of this variable was very strong in terms of both generations and positive in terms of

strategically developing an hotels image as an employer, a strategy which Backhaus and Tikoo (2004)

recommended in order to differentiate an employer from its competitors in the labour market.

When analysed across level of employee, there was particularly strong support shown by the

management level with a mean rating of 4.34 (s=0.818) and the difference between levels was

statistically significant.

My Hotel has a Positive Image as an Employer by Generation

This is an area which Moroko and Uncles (2009) emphasised as an important retention driver for

employees. When analysed across employee levels, results from all three levels were positive and

differences were statistically significant, having an overall mean of 4.07 (s=0.921), with the majority

of those in the undecided category coming from entry-level employees demonstrating the need to

enhance employer branding efforts in order to improve entry-level employee’s perception of their

business as an employer.

The Irish Hotel Industry overall has a Positive Image as an Employer by Generation

The hotel industry in Ireland faces some challenges in terms of its reputation as an employer,

however, the large number of respondents who were in the ‘undecided’ category when asked about

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the industry’s reputation leaves them open to further positive reinforcement of the employer brand.

In light of the previously noted purported traits of the younger generations, it is interesting to note

that respondents from Generation Y actually felt more positive in relation to the image of the hotel

industry in Ireland as an employer, than their counterparts from Generation X felt about it, though

the difference between generations, however, was not found to be statistically significant.

The Image of the Hotel Industry as an Employer affects its ability to Retain Staff by Generation

With regard to considering that the image of the hotel industry as an employer affects its ability to

retain staff, this statement, was accepted by the majority from both generations, with an overall

mean of 3.82 (s=0.962) reinforcing its importance as a strategic initiative, particularly in light of

Lazorko and Zajac’s (2014) previously relayed contention that Generation Y employees will change

jobs if the organisation does not meet their expectations. Though not determined to have statistical

significance when differences were analysed by generation, the difference was determined to be

statistically significant when analysed by department as shown in Table 6.15.

Table 6.15 The Image of the Hotel Industry as an Employer affects its ability to retain staff analysed by Department

Questionnaire Statement

Rooms F&B Management Leisure Statistically Significant

The image of the hotel industry as an employer affects its ability to retain staff

M=3.97(s=0.825)

M=3.58(s=0.998)

M=4.12(s=0.748)

M=3.61 (s=1.343)

Y

*M = Mean and s = Standard Deviation

I believe that a Hotel with a Positive Employer brand has more Committed Employees by

Generation

When employees were asked if a hotel with a positive employer brand has more committed

employees, the response by generation supports the investment in employer branding initiatives,

their importance towards developing committed employees, leading to greater employee retention,

supporting Sehgal and Malati’s (2013) previously related view that convincing employees that an

organisation is a good employer - through employer branding initiatives - will allow the business to

retain employees in order to accomplish its goals.

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If a Hotel has a Negative Reputation as an Employer, it increases an Employee’s Intentions to

Leave that Hotel.

The strong believe expressed by respondents that a negative reputation as an employer increases an

employee’s intentions to leave the hotel, again illustrates the value of using employer branding as a

strategic tool (overall mean rating of 4.11) as affirmed by Chhabra and Sharma (2014), Martin et al.

(2011) and Berthon et al. (2005), making the employer branding strategy an important source of

competitive advantage for a business.

I Value the Employer brand of my Company by Generation.

Chhabra and Sharma (2014) proposed the use of employer branding in order to positively affect

employee productivity and improve the culture of an organisation and the importance of the

employer brand to the questionnaire respondents is clearly evident when they are asked if the value

the employer brand of their company. Ambler and Barrow (1996) advocated dealing with any

obstacles which positive employer branding initiatives may face in an organisation, leading to

greater employee retention and greater competitive advantage.

When all seven variables were combined in an effort to assess the overall attitude toward the

concept of employer branding from the respondents, the mean ratings from either generation were

very similar - 3.99 for Generation Y and 3.96 for Generation X - and therefore the differences were

not deemed to be statistically significant, with a p value of 0.8555, as represented in Figure 6.1

below, using a Whiskers Plot to demonstrate the shape of the distribution, its central value and its

variability. There were very few outliers with only two of 209 respondents for Generation Y and one

of 175 for Generation X.

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Figure 6.1 Average Responses to Employer Brand (combining seven individual variables) by

Generation

The importance of developing a positive employer brand for both Generation X and Generation Y

employees is therefore clear, particularly in a tight labour market, thereby supporting the previously

outlined encouragement of employer branding initiatives by authors such as Chhabra and Sharma

(2014), Rampl (2014), Robertson and Khatibi (2013), Kucherov and Zavyalova (2012) and Maxwell

and Knox (2009).

6.9 Correlation

Pearson’s Correlation Coefficient was used to determine the strength of relationship between

variables which were measured in the research, where r is the strength of the relationship and

where values between +/- 0.50 and +/- 1 were determined to denote moderate to strong

correlation. It should be noted that none of the correlations uncovered were of a strong nature and

that the majority were of a moderate nature. Correlations were analysed to assess contributions

towards building a positive employer image and encouraging employees to value their employer

brand, as these are important to this work in terms of building an employer brand. Other

statistically significant correlations were evident, but at lower correlation strengths.

There is a correlation between valuing the employer brand and valuing the employer’s image

(r=0.60). In terms of the correlation between the variable ‘my hotel has a positive image as an

employer’ and others, the variables displayed in Table 6.16 denote those where r>0.50, emphasising

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the need to address these areas if one wants to improve the employer image in the minds of

employees. It is clear from the correlations that there are many elements which can contribute to

an employee believing their employer image to be positive, with a strong correlation of r=0.71 for

them believing that the hotel has a positive reputation overall as an employer, along with trust

(r=0.62), fairness (r=0.61), valuing the employer brand (r=0.60) and the ability to recommend the

hotel to others as a place to work (r=0.60), all having strong correlations with attaining a positive

image as an employer.

Table 6.16 Descriptive Statistics and Correlations for variable #44 ‘My Hotel has a Positive Image as an Employer’

Q. Mean Standard Deviation

Pearson Correlation

16 I feel that this company offers attractive working conditions 3.77 0.977 0.5717 I am satisfied with how the company communicates with me 3.87 0.931 0.5518 The communication between people and departments in this

hotel makes me feel part of a positive community3.79 0.966 0.51

23 This hotel strives to improve job satisfaction for its staff 3.86 0.988 0.5927 I feel proud to work for my hotel 4.24 0.816 0.5528 I trust my employer 4.20 0.889 0.6229 This hotel has a positive reputation as an employer 4.07 0.936 0.7130 An employee of this hotel would be proud to have relatives work

here3.99 0.928 0.59

31 I would recommend this hotel to others as a place to work 4.04 0.950 0.6032 Employees are treated fairly in this hotel 3.97 1.012 0.6134 I work in this hotel because I enjoy it 4.08 0.874 0.5335 Overall, I am satisfied with my job 4.05 0.824 0.5337 I feel that my values and the values of this hotel align well 3.88 0.850 0.5452 I value the employer brand of my company 4.10 0.824 0.60

Notes: n = 384 p<0.01 for all

Table 6.17 Descriptive Statistics and Pearson Correlations for variable #52 ‘I Value the Employer Brand of My Company’

Q. Mean Standard Deviation

Pearson Correlation

23 This hotel strives to improve job satisfaction for its staff 3.86 0.988 0.57327 I feel proud to work for my hotel 4.24 0.816 0.56828 I trust my employer 4.20 0.889 0.57129 This hotel has a positive reputation as an employer 4.07 0.936 0.56431 I would recommend this hotel to others as a place to work 4.04 0.950 0.52932 Employees are treated fairly in this hotel 3.97 1.012 0.54635 Overall I am satisfied with my job 4.05 0.824 0.51537 I feel that my values and the values of the hotel align well 3.88 0.850 0.53638 I feel loyal to this hotel 4.23 0.792 0.53144 My hotel has a positive image as an employer 4.03 0.906 0.604

Notes: n = 384 p<0.01 for all

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Table 6.17 displays the correlations >0.50, derived from the questionnaire, which are apparent when

comparing the employee valuing the employer brand of their own company with other variables. As

illustrated, and as when the variable ‘I value the employer brand of my company’ was analysed, it

showed moderately strong correlations to trust (r=0.571), pride in their hotel (r=0.568), having a

positive reputation as an employer (r=0.564), being treated fairly (r=0.546) and being able to

recommend the hotel to others as a place to work (r=0.529). The efforts which the hotel makes to

ensure it possesses a positive image as an employer (r=0.604), to improve job satisfaction (r=0.573),

to ensure the employee’s values align with the hotels (r=0.536) and to encourage employee loyalty

(r=0.531), are also essential towards encouraging employees to value the employer brand of the

business, as seen in Table 6.18.

Table 6.18 Descriptive Statistics and Correlations for variable #52 ‘I Value the Employer Brand of My Company’

No. Survey Question

Mean SD 1 2 3 4 5 6 7

1 Value Employer Brand

4.10 0.824 -

2 Fair Treatment 3.97 1.012 0.546 -3 Trust 4.20 0.889 0.571 0.666 -4 Pride 4.24 0.816 0.568 0.576 0.660 -5 Communication 3.86 1.043 0.456 0.602 0.579 0.501 -6 Conditions 3.77 0.977 0.438 0.641 0.551 0.516 0.623 -7 Values Align 3.88 0.850 0.536 0.502 0.508 0.558 0.476 0.483 -

Notes: n=384 all p values<0.01

It is also worthy of note that when analysing those who want to develop a career in their hotel, this

correlated with enjoying their jobs more (r=0.54), experiencing job satisfaction (r=0.51) and with

finding it more difficult to leave the hotel (r=0.55), showing the importance of maintaining a positive

employer brand. Alignment of the employee’s and hotel’s values is correlated with greater loyalty

(r=0.58) and the employee finding it difficult to leave their hotel (r=0.51), an important factor to note

in terms of employee retention. The strongest correlation measured was between overall

satisfaction with the job and the employee working at their hotel because they enjoy it, with r=0.75.

6.10 Factor Analysis and Structural Equation Modelling

Exploratory Factor Analysis (EFA) was carried out in SPSS on the clean data-set in order to combine

items into factors to explain variances. Confirmatory Factor Analysis (CFA) was then used to

measure the factor loading from each of the constructs (Anderson and Gerbing, 1988) and 57.61% of

the total variance in responses was explained in a four factor model. These factors were derived

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from a process of eliminating factors which did not load, had high cross-loadings, loadings with lower

communalities and weaker loadings <0.4, provided this did not cause issues in the factors being

analysed, through a total of 23 iterations. Five and Six Factor models were also produced, but the

four factor model was found to provide a better fit, as analyses via Cronbach’s Alpha testing showed

questionable reliability scores of α<0.7 for some of the factors in the five and six factor models. The

factor analysis was completed in an organic fashion, without giving preference to the retention of

variables. The four factor pattern matrix is shown in Table 6.19.

Table 6.19 Four Factor Pattern Matrix which emerged

Pattern Matrixa

Factor1 2 3 4

WC4Supervision 0.84

5     

WC6Supervisors_Management_Style

0.813

     

WC7Help_and_Support 0.64

0     

WC2Communication 0.62

4     

WC5Management_communicates 0.62

3     

WC3Community 0.58

1     

OC4Relatives_Work_Here   0.91

5   

OC3Positive_Reputation   0.82

8   

OC5Recommend_to_Work   0.78

1   

EB1Employer_Image   0.67

4   

OC6Treated_Fairly   0.63

7   

OCM3Difficult_to_Leave     0.82

4 

EB4Career_in_this_Hotel     0.64

7 

OCM2Loyalty     0.62

7 

EB2Career_Development     0.58

4 

B12Pension       0.78

2

B11Bonuses_Incentives       0.66

16.10.1 Confirmatory Factor Analysis

As shown in Table 6.20 below, the results of the confirmatory factor analysis conducted indicated a

moderate fit in terms of the four-factor model to the data and this was on the basis of a number of

fit statistics, which included the Chi-squared test (χ2), the root mean square error of approximation

(RMSEA) and the comparative fit test (CFI), as recommended by Kline (2011). The magnitude of

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standardised loadings ranged from 0.59 to 0.84, with a combined average of >0.71. From a total of

17 standardised loadings, 14 were greater than 0.70. These fit statistics, along with the magnitudes

of the loadings provide support for convergent validity (Anderson and Gerbing, 1988).

Table 6.20 Model Fit Summary with comparative acceptable fit comparisons

Statistical Test Model Fit Acceptable Fit*

χ2 343 -

Df 113 -

P <0.01 -

IFI 0.93 >0.90

GFI 0.90 >0.90

AGFI 0.87 >0.80

NFI 0.90 ≥0.90

CFI 0.93 ≥0.90

RMSEA 0.07 <0.08

RMR 0.04 <0.08

*Fit Statistics ref. Awang (2015), Shek and Yu (2014), Kline (2011), Khosrow-Pow (2007)

Confirmatory methods such as structural equation modelling (SEM) are used in order to allow

researchers to assess and modify theoretical models (Anderson and Gerbing, 1988). CFA was utilised

in order to measure the factor loading of items for each of the constructs (Anderson and Gerbing,

1988) and to combine items in order to explain the variances. Cronbach’s Alpha scores were

determined for each factor in order to test the internal reliability, or consistency, of the groupings

(Tavakol and Dennick, 2011) and all of these values achieved the desired cut-off criterion, leading to

a reduced number of four variables, with Cronbach Alpha scores as follows:

Work Conditions – 0.72

Employer Branding – 0.81

Retention – 0.70

Benefits – 0.74

These values range from the acceptable level (0.7≤α<0.8) to excellent (0.9≤α), which is also the

maximum score recommended (Tavakol and Dennick, 2011). The Analysis of Moment Structures

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(IBM AMOS) Version 22, was used to map items and draw a structural equation model, showing the

various relationships, their interconnectivity and strength (see Figure 6.1). The combined average of

the loadings (or standard regression rates) for the four factors was >0.7 (avg. = 0.74), with none of

the four factors having an average loading of <0.5. The correlations between the latent variables

were all <0.8.

Work Conditions

This factor combined together items which alluded to supervision, communication from

management and the company, help and support from co-workers and how communication

between people and departments makes you feel part of a positive community. The combined

average Cronbach’s Alpha test score was 0.72, at the acceptable level.

Employer Branding

Included in this factor were items which referred to pride in having relatives work in the business,

the hotel having a positive reputation as an employer, the hotel having a positive image as an

employer, recommending the hotel as a place of work to others and employees being treated fairly.

The combined average was 0.81, which was the highest Cronbach’s Alpha score of all the latent

variables.

Retention

This factor combined items relating to difficulty leaving the job, spending the remainder of their

career in the hotel, further developing a career in the hotel industry and feeling loyal to the hotel.

All factor loadings were >0.7, with the exception of the variable pertaining to further developing the

employees career in the hotel which came in at 0.59. This variable, however, was retained in the

model as attempts to remove it caused further issues including high cross-loadings. The combined

average for this latent variable, however, was 0.70, which is at the acceptable level using Cronbach’s

Alpha test.

Benefits

The items grouped into this factor included those referring to valuing of bonuses/incentives as an

employee benefit, along with the receipt of a pension as an important employee benefit. In the

proposed model these are contained in the “other benefits” sub-category and the value of these as

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an employee benefit should be emphasised. As mentioned in the literature, the life-cycle stage of an

employee should always be considered and for those edging towards the latter stages of their

employment, pensions are extremely important. The hotel sector has a reputation for low pay and

minimum wages, leading to the importance of bonuses and incentives to top-up employee’s overall

remuneration. Both factor loadings are >0.7, with a combined average of 0.74, placing them in the

acceptable category of Cronbach’s Alpha test.

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Figure 6.2 Structural Equation Model (SEM) derived from 4 Factor Analysis through use of AMOS

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Table 6.21 Key for Employee Questionnaire Questions coded in Figure 6.2

Code referring to Questionnaire Question in Employee Questionnaire

WC4 I am satisfied with the supervision that I receive

WC6 My supervisors management style is good

WC5 Management regularly communicates with

employees on factors affecting the hotel

WC7 I receive the help and support from my co-

workers that I need

WC2 I am satisfied with how the company

communicates with me

WC3 The communication between people and

departments in this hotel makes me feel part of

a positive hotel community

OC4 An employee of this hotel would be proud to

have relatives work here

OC3 This hotel has a positive reputation as an

employer

OC5 I would recommend this hotel to others as a

place to work

EB1 My hotel has a positive image as an employer

OC6 Employees are treated fairly in this hotel

OCM3 It would be difficult for me to leave this hotel

EB4 I would be very happy to spend the rest of my

career in this hotel

EB2 I would like to further develop my career in the

hotel industry

OCM2 I feel loyal to this hotel

B11 I value bonuses/incentives as an employee

benefit

B12 Receiving a pension is an important job benefit

Table 6.21 shows the questions from the employee questionnaire as featured in the SEM derived

from the 4 Factor Analysis.

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As the premise of this study is to examine the effect of generation and employer branding,

generation was introduced into the SEM as an independent variable and the co-variances were

removed using path analysis (see Figure 6.3). An unweighted least squares method was used as the

estimation method.

Figure 6.3 Path Analysis introducing Generation as an independent variable into the SEM derived

from Four Factor Analysis as previously shown in Figure 6.2 (Phase 3)

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This Path Analysis produced a number of interesting findings:

Neither Benefits nor Working Conditions were significantly influenced by Generation,

therefore the regression lines were removed from the model as they were not found to be

statistically significant.

A key finding from the analysis is that both Benefits and Working Conditions were shown to

have little effect on Retention and therefore the regression lines were removed from the

model as they were not found to be statistically significant. Instead, the findings indicate

that Employer Brand is influenced by Working Conditions, and to a much lesser extent

Benefits, which in-turn strongly influences employee retention.

All other variables are statistically significant (as p<0.001), leading to a moderate fit for the

overall model.

The analysis shows a correlation between Employer Branding and Retention, but the effect

of generation is not shown to be statistically significant.

Retention was found to be highly dependent on Employer Branding (Regression Coefficient =

0.74), which again is highly dependent on Working Conditions (Regression Coefficient =

0.70). Therefore a stronger Employer Brand leads to better Retention and better Working

Conditions lead to a stronger Employer Brand.

There is a very low correlation between Generation and both Retention (Regression

Coefficient = 0.18) and Employer Branding (Regression Coefficient = 0.02), which suggests

that generational differences are less able to explain differences in retention and employer

branding than suggested in the literature.

Overall, the model shows that Employee Retention is strongly correlated to Employer

Branding, which in turn is dependent on Benefits and Working Conditions.

The fit statistics for the path analysis are shown in Table 6.22 below.

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Table 6.22 Path Analysis Model Fit Summary Statistics when Generation is introduced as

an independent variable as shown in Figure 6.3

Statistical Test Model Fit

χ2 852

Df 142

P <0.01

IFI 0.81

GFI 0.78

AGFI 0.70

NFI 0.78

CFI 0.81

RMSEA 0.11

RMR 0.12

Table 6.23 Regression Weights for the ModelEMPLOYER BRANDING

Variables Standardised Coefficient Standard ErrorWorking Conditions 0.704*** 0.042Generation 0.024 0.067Benefits 0.084 0.064

RETENTIONVariables Standardised Coefficient Standard ErrorGeneration 0.175*** 0.052Employer Branding 0.735*** 0.042

WORKING CONDITIONSVariables Standardised Coefficient Standard ErrorBenefits 0.394*** 0.091*** p<0.001 level

Table 6.23 shows the regression weights for the model generated through factor analysis and

structural equation modelling. From the table, it can be seen that employee benefits has a

significant and positive effect on working conditions (β=0.394, p<0.001). Furthermore, it is observed

that in turn working conditions have a statistically significant and positive influence on employer

branding (β=0.704, p<0.001).

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Examining employee retention, it is noted that employer branding has a statistically significant and

positive effect on retention (β=0.735, p<0.001), lending support to both H2 and H3, due to the

significant positive effect which employer branding can have on the retention of employees

Generation has a negligible effect on the area of employer branding and it is not deemed to be

statistically significant (β=0.024, p=0.533). This would support the contention that H4 is not

supported, as it shows that Generation has little influence on the area of employer branding.

The regression results indicate a statistically significant, but weak positive contribution from

generation to employee retention (β=0.175, p<0.001). However, it is worthwhile to note that the

relative contribution of generation to employee retention is significantly lower than the relative

contribution from employer branding. The weak positive correlation lends support to H1 not being

supported.

The complete Regression Table resulting from the Model is available in Appendix M.

Generation was also tested as a moderator in terms of the effect of Employer Brand on Retention by

separating Generation X and Generation Y. It was discovered that there was no real difference

between the two generation’s effects on these two variables, with Generation X showing a

regression weight of 0.75 and Generation Y showing 0.77, both models having a moderate fit. The Z-

score fell within the range -1.96 to +1.96 showing that there is no statistically significant difference

between generations on these dimensions – see Table 6.24.

Table 6.24 Z Scores for Latent Variables when Generation is tested as a moderator in terms of

Employer Brand and Retention

Generation Y Generation X

Regression

Weight

Standard

Error

Regression

Weight

Standard

Error

Z-score

Retention Employer

Branding

0.774 0.068 0.746 0.052 0.327

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6.11 Conclusion

Employer branding has emerged as an important factor in the retention of employees in the hotel

sector. Benefits such as bonuses and incentives, along with pensions, are important to offer to hotel

employees in order to build a strong employer brand and aid in the area of staff retention. Though

treating generations differently is widely recommended in the literature, no statistically significant

differences were found in this study between Generation X and Y in relation to retention or

employer brand. This may suggest that as these generations age, the differences between them in

relation to key behavioural dimensions may be less important.

An area which seems to be under-promoted in the sector is the opportunity for flexibility. An

increase in employee communication is necessary and this can contribute towards overall employee

retention.

All of these areas will be further explored in the Discussions, Conclusions and Recommendations.

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CHAPTER SEVEN

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CHAPTER 7: DISCUSSION, CONCLUSIONS & RECOMMENDATIONS

7.0 Introduction

As outlined in Chapter One, the context in which this study is undertaken is one where there is a

substantial shortage of skilled staff for the hotel industry in Ireland and hoteliers are battling to

retain existing staff in the sector. Gleeson (2018) and Weckler (2018) note the importance of this

when they state that the area of staff retention is the hotel sector’s primary concern. Brien et al.

(2017) indicated their belief that there is awareness of the issues which the hotel sector faces as

regards its reputation as an employer, but that there is either a reluctance to tackle this, or it is

simply the case that no real solution has been found to the issue. There is a need, therefore, to

investigate the area of employee retention in the hospitality sector from a research perspective, to

gain further knowledge and to propose solutions which are underpinned by both quantitative and

qualitative research. It is further suggested by Eyoun et al. (2020) that HR managers and

researchers alike have a significant interest in the issue of multiple generations in today’s workplace.

This research is underpinned by Social Exchange Theory, which examines the costs and rewards

which transfer in an exchange transaction between two parties. In terms of this work, SET is

examined in a workplace setting where employers utilise it to establish reciprocity, in that

employees who feel invested in by their employers develop a sense of organisational commitment

and this in turn mitigates their intention to leave the organisation. It is proposed that by applying

positive employer branding principles that this connection to the organisation is achieved and the

researcher puts forward a conceptual framework to assist both academia and practitioners in this

strategy.

A number of research questions were posed in order to evaluate the current image of Ireland’s

hotels as employers and to ascertain how this image affects the hotel’s ability to retain staff – in

particular with regard to members of Generations X and Y. Research needs to focus on the effect

which generation has on factors such as staff retention and employer branding, to create a

conceptual framework which can be used in industry to positively influence these areas and

contribute to existing knowledge. In this regard, the study also seeks to understand whether

employer branding is actively exploited in hotels, whether it is deemed to be of value and how the

overall sectoral branding can be improved to enhance levels of employee retention. This is in-line

with the contention of Chhabra and Sharma (2014) that employer branding provides a competitive

edge which assists in staff retention. Tuna et al. (2016) encouraged further research to assess the

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perception of the employer brand across the various generational cohorts currently in the workplace

and this study contributes towards this proposal.

Chapter Two explained that retention in the hotel sector is an area that always merits significant

attention and that this area is complicated by the differing needs of the generations currently in the

workforce. Perceptions of low wages, poor training, employee exploitation and a generally poor

image as a sectoral employer, are all issues which were frequently mentioned in the literature as

contributors towards a large turnover of staff. These issues are occurring at a time when staff

retention is of the utmost importance to meet business and consumer needs. Research by authors

such as McLaughlin (2018), Karatepe (2013b), Kuruüzüm et al. (2009) and Deery (2008), indicated

that a strategic approach to HR management must be taken and that areas such as remuneration,

work conditions, training, career progression, job satisfaction, employee values, flexibility and a

focus on an employee-centred culture in the company, are all areas which need to be actively

addressed in order to improve employee retention. In this regard, Bakanauskiene et al. (2011) call

for the adoption of employer branding strategies as a strategic must. Seeking to understand these

areas and their interconnectivity can improve employee behaviour, increase their loyalty to the

organisation and create a positive employer brand, which aids retention and creates pride in the

organisation – a strategy strongly encouraged by Helm et al. (2016).

Chapter Three saw the creation of a conceptual framework based on the review of literature and the

analysis of a number of models which dealt with areas such as benefits, working conditions,

organisational culture, job satisfaction, brand strength and organisational performance – while

showing generational effects on these. This conceptual framework was then modified and tested by

utilising information collected from semi-structured interviews with hotel General Managers, along

with employee questionnaires, as analysed in Chapters Five and Six. The exchange which takes place

between the employer and the employees, utilising employer branding and resulting in improved

employee retention is underpinned by Social Exchange Theory. The conceptual framework adds to

the literature in the areas of staff retention, employer branding and intergenerational influences and

their connectivity.

Chapter Four outlines the methodology used in this dissertation. It describes the philosophical

position of this research, along with the research approach and design. Both the qualitative and

quantitative research methods employed in this research are described, along with the methods of

analysis and any ethical issues which arise.

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The limitations of the study, its implications and recommendations for further research, are all

discussed in the current chapter, along with a presentation of the study’s overall contribution to

knowledge. Although the research focuses on the Irish hotel industry, the work is likely applicable to

other countries where staff retention is a problem and both the conceptual framework and final

model should also have relevance for these jurisdictions.

7.1 Research Commentary

The fact that the vast majority of interviewees in this study – all of whom were hotel General

Managers – stated that they found staff retention to be a one of their biggest challenges, gives

justification for this study and it is clear that a greater understanding in the area of staff retention

will assist hoteliers in developing a more strategic approach to the issue. This strategic approach to

HRM and the use of employer branding, as recommended by Backhaus and Tikoo (2004), will lead to

increased loyalty and commitment on behalf of current employees.

7.1.1 Benefits and Working Conditions

As confirmed in earlier findings, pay rates, incentives and bonuses are all worthy of constant

attention if the hotel employer is to remain competitive in the labour marketplace, as all of these

benefits are valued by employees. The area of pay was not shown to be statistically significant when

analysed by generation, but was deemed to be so when analysed by both employee level and by

department. Interestingly, front-line employees were not the only ones calling for improved wages,

as a number of the General Managers interviewed also supported this initiative, which concurs with

Lyons et al. (2012) belief that salary should be the key focus. Looking at generations, Kuron et al.

(2015) concurred, stating that retention strategies for the Millennial generation should focus on the

area of compensation, while Chiang and Jang (2008) recommended a focus on the value of bonuses

and raises in what was traditionally considered to be a low-pay industry. Benefits such as employee

meals, staff parking, staff uniforms and a more recent offering of EAP’s, are all valued by employees

from both Generations X and Y. Hoteliers recognise that benefits such as staff accommodation and

childcare need serious consideration in their future strategic retention initiatives. The area of staff

pensions was seen to be highly valued by employees and offering these as a benefit is certainly

worth considering in the future as a retention driver, as employees who are locked into a pension

scheme will likely give more careful consideration to decisions to leave an employer. Data gathered

from the employee questionnaires showed that this particular incentive was considered to be

valuable to the younger generation also and not just those closer to retirement. There has been a

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considerable up-turn in the number of hotels that offer pensions to employees, supported by a

number of the managers who proposed rewards which recognised longevity within the organisation.

7.1.2 Flexibility and Work-life Balance

In line with the belief of Walsh and Taylor (2007) who promoted the flexible hours offered by the

sector as a positive trait, the flexibility which a hotel job affords the employee has emerged as a key

advantage from the research and this should be promoted. Brinded (2018) encouraged flexibility in

an effort to retain Generation Y cohort members, but the analysis of the questionnaire found that

there were no statistically significant differences between the two generations on this dimension.

Supporting the promotion of offering flexibility in terms of retention, a 2019 survey of 718 Irish

employees by recruitment company Employflex, noted that 90% of people surveyed stated that they

would leave a job if offered more flexibility elsewhere and agreed that offering flexibility is a key

strategy to retain talent in the workplace (McHugh, 2019). This flexibility is particularly important

for the younger generations, where the ‘gig economy’ allows for temporary work and is an entry-

route for unemployed youth, in an economy which is experiencing a 12 percent youth

unemployment rate (CSO, 2019a). Indeed, Myers and Sadaghiani (2010), posit that Millennials

demand flexibility in the workplace, while Spano (2015) contends that flexibility is the key to gaining

the loyalty of a Millennial, while Brinded (2018) simply proposes that flexibility makes a Millennial

stay in the organisation. Where casual work is an issue, as in larger hotels, employees need to

receive assurances in terms of their employment (Allen, 2011).

Vaijayanthi et al. (2011) emphasised work-life balance as a key component of employer branding

and a greater move towards work-life balance and set schedules to take care of personal and family

interests is apparent. It was clear from speaking to hotel managers that the industry is losing some

excellent employees to other industries, which are considered to be less stressful and which offer

shorter or more regular hours. In line with Deery and Jago’s (2015) contention that work-life

balance was more valued by the younger generation, hotel managers expressed their belief that

achieving a work-life balance was particularly important for Generation Y employees. Some hotels

have already launched healthy-workplace initiatives in partial response to this need for greater

work-life balance. Flexibility in working hours, as encouraged by Lee et al. (2015) and Karatepe

(2013a) in the literature, was considered by the interviewees to be an area that hoteliers should

research and apply and this can contribute towards improved levels of staff retention.

7.1.3 Employee Retention

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Consideration of the sector as a career is also an area that needs focus as hoteliers struggle to retain

the younger generation in the industry. A generationally focused approach to retention is an area

which was mentioned in the interviews, where specific strategies are put in place to cater to the

different life-cycle stages of the various employees in the workplace. The challenges associated with

retaining members of Generation Y were well-voiced by hoteliers and a focus on the development of

a positive employer brand was deemed to be particularly important for this generation, as their

generational traits mean that they tend to stay for shorter periods in an organisation. This is in

agreement with Rothschild’s (2016) contention that retention issues were a prime concern when

dealing with members of the Generation Y cohort.

Necessity has meant that hoteliers have taken actions to improve retention, in the form of greater

rewards, developmental opportunities and improved engagement with employees, though it is clear

from the literature that employees need to feel that they have potential to grow in the business if

they are to remain. Chen and Choi (2008) believed that efforts to improve organisational

commitment must be bolstered by greater amounts of employee training and development. Though

training and development initiatives were considered to be important, particularly as they were

often reduced as a result of recessional budget cuts and the flattening of organisational structures in

the last two decades (TASC, 2015), it was worrying to note that only a small proportion of the hotels

involved in the research had dedicated training budgets. This is of particular concern as authors

such as Barron (2008) emphasised in the literature the need to consider the differing preferences of

the younger generation towards education and career development. This was in line with the

contention of Bobek and Wickham (2015), who stated that employees in the hospitality sector are

least likely to receive training. Employees’ value communication from management and clear lines

of communication in relevant areas enhance their identification with the organisation and contribute

towards retention, and therefore should be encouraged.

The areas of working in a particular hotel because the employee enjoys it and being satisfied with

their job were both shown to be statistically significant when analysed by generation, showing

support for the creation of a positive work environment, thus leading to improved employee

retention. This supports the contention put forward by Lam et al. (2002) who noted that a positive

work environment encouraged more commitment from employees through their empowerment,

communicating with them effectively and the establishment of a sense of ownership in the

organisation.

7.1.4 The Employer Brand

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Almost all of the hoteliers supported the belief that a poor employer brand causes employees to

develop intentions to leave the organisation, in-line with the work of Du Preez and Bendixen (2015)

and that generational traits need to be actively focused on to improve the area of employee

retention. Hoteliers voiced their belief that being a successful business often leads to a more

positive employer brand, which then leads to more satisfied employees.

The use of technological advancements to enhance the employer’s brand is a valuable new tool

appreciated by hoteliers, particularly when it comes to communicating with the newer generations.

A sense of pride in the business was seen as an essential contributor to improved staff retention,

which in turn leads to greater employee commitment and it is essential that the employer

communicates successes to the workforce to develop this emotion. Kucherov and Zavyalova (2012)

recommended increasing training and developmental opportunities across the organisation, which

would then lead to greater employee retention and a stronger employer brand.

Though many employees indicated their satisfaction with their own company’s employer brand,

there was general consensus that the hotel industry in Ireland, as a whole, needs to review its

employer brand and put in place initiatives to enhance the perception of the industry as they battle

to retain employees in a low-unemployment economy. The development of clear retention

strategies, in particular with regard to entry-level employees, will be essential so that employees

stay within the industry instead of drifting into other sectors. A national public relations campaign to

enhance the hotel sector’s brand in Ireland would be welcomed and supported by hoteliers, as the

industry submits to the importance of developing a positive industry-wide employer brand if they

are to tackle the current employment crisis.

7.1.5 Generational Issues

Although much of the literature reviewed encouraged the adaption of policies to suit individual

generations, the analysis of the employee questionnaires found that benefits and working conditions

had no real dependence on generation and benefits such as offering a pension were seen to be

important to both Generation X and Y employees. Generation was found not to play a significant

role in terms of employer branding and employee retention and this is contrary to the belief

expressed in much of the literature by authors such as Rothschild (2016), Wiggins (2016), Rood

(2011), Zopiatis et al. (2011) and Glass (2007). Indeed, Glass (2007) stated that each generation

reacts differently to the area of retention, whereas this research proposes that this is no longer the

case for Generation X and Y, in terms of their reaction to employee retention. It does, however.

agree with the more recent findings of Dosekova and Von Rheden (2018), who state that there is no

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significant difference between Millennials and non-Millennials. As a contribution to knowledge this

is important, at a time when many employers are adapting employment and staff development

strategies to suit individual generations.

It was evident from the interviews that employers were treating the various generations differently,

with all but one finding a difference in the management of Generation X and Generation Y. One

interviewee expressed their view that a totally different approach was needed to manage

Generation Y, however, another stated that the gap is quickly closing in how the generations are to

be managed – this would be in agreement with what was found in the analysis of the employee

questionnaires. This may be the case, as the Generation Y cohort is aging, is now more mature and a

convergence is taking place between Generation X and Generation Y in terms of their particular

needs and aspirations and in turn leading to them requiring a similar management style, retention

and employer branding strategies. This narrowing of the gap between how Generations X and Y are

treated is important in terms of developing and implementing management styles and evidence of

this is shown in the framework which was developed from the research.

It was further shown that employer branding efforts are more important to Generation Y employees,

as evidenced in the employee questionnaire analysis and also as all but one interviewee stated this

to be the case, with the only one with a differing view expressing their belief that employer branding

efforts were important for all generations. Also, it was proposed that employee retention is highly

dependent on an employer branding strategy. The area of employer branding is highly dependent

on the working conditions offered, therefore areas such as supervision, management style,

employee communication and co-worker support should be key strategies to hone in on for

employers seeking to improve their employer brand.

7.2 The Research Questions and Objectives

7.2.1 Research Questions

At the beginning of this work, a number of research questions were posed with regard to the hotel

sector. These are now reviewed in light of the research data obtained from both the qualitative and

quantitative research.

RQ. 1. What is the current image of Irish hotels as employers?

Authors such as Yao et al. (2019) and Robinson et al. (2014a) have encouraged the hotel sector to

address the area of retention. It is clear from the interviews that Irish hoteliers acknowledge the

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severe challenge which they face with regard to their industry’s image as an employer. They realise

that strategies must be put in place immediately to combat negativity in this regard. Perceptions of

low wages (see rate of Pay in Table 7.1), poor conditions (see work conditions in Table 7.1), long

hours and poor work-life balance (see family life in Table 7.1), as put forward by Barron (2008), need

to be tackled in particular. Where there are just perceptual negative issues, the industry

representative bodies need to promote positive changes through public relations activities – a

strategy which the interviewees wholeheartedly supported. Table 7.1 shows that the Generation Y

employees who answered the questionnaire felt slightly more positive about their working

conditions, but perceived both their rate of pay and work-life balance to be less favourable than

their Generation X counterparts, though none of the three results were found to be statistically

significant.

Table 7.1 Employee Questionnaire Means by Generation

Employee

Questionnaire

Results

The Rate of pay for my

work is appropriate

I feel that this

company offers

attractive work

conditions

My job schedule does

not interfere with my

family life

Generation X M=3.10 M=3.74 M=3.53

Generation Y M=2.96 M=3.79 M=3.29

Total Mean &

Standard Deviation

M=3.03

(S=1.174)

M=3.77

(S=0.977)

M=3.40

(S=1.262)

In the questionnaires, it is interesting to note that many employees (25.3%) were undecided when

asked to indicate how they felt about the image of the sector as an employer. This leaves room for

the development of staff initiatives to positively affect their perception of the sector. Though

members of the Generation Y cohort actually had a more positive view of the sector as an employer

than did respondents from Generation X, the difference was not found to be statistically significant.

This runs contrary to some literature, where authors such as Barron (2008) argue that Generation Y

associates the sector with poor employment benefits and conditions.

Of the employees surveyed, the mean overall response when asked if the image of the hotel

industry affects staff retention was M=3.82 (X=3.89, Y=3.76), but 24.7% of respondents were

undecided on this issue. It is worth noting that Generation X respondents felt more strongly about

this than their Generation Y counterparts, but the differences were not found to be statistically

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significant. As it is accepted by employees that the image of the industry affects employee retention

and we are aware from the literature that high employee turnover negatively affects productivity,

finances and customer satisfaction, it is imperative that hoteliers put strategies in place to retain

employees just as they would for customer retention.

Hoteliers felt that employer branding efforts were more important to Generation Y and that the

hotels definitely had to adapt to managing one generation versus the other. In terms of employee

responses, however, the construct ‘generation’ did not play a significant role in how employer

branding is viewed.

RQ. 2. What effect does the current image of the Irish hotel industry have on the ability of an Irish hotel to retain staff?

All managers interviewed agreed that a negative employer brand increases an employee’s intention

to leave the organisation and this was largely supported by the employees surveyed. The literature

review noted that AlBattat and Som (2013) proposed that the development of intention to leave can

be strongly influenced by initiatives which improve the internal brand of a hotel. King et al. (2017)

related their contention that generational collective memories had a large influence over the work

values of those currently in the workforce.

The employees surveyed also agreed that a negative reputation as an employer affects an

employee’s intention to leave. Though the difference was not found to be statistically significant, it is

worth noting that over 80% of respondents agreed or strongly agreed with this statement.

RQ. 3. Does the Irish hotel consciously brand itself as a good employer?

It is clear from the interviews that there is a greater consciousness of the concept of employer

branding than in the past, but many interviewees mentioned that the sector needs to get to people

at a younger age - in schools - if they are to a exert positive influence on them towards the industry

as a future employer. Utilisation of the social media which the younger generation use daily (such as

Snapchat and Instagram) is considered to be important as a promotional tool and there is evidence

of greater use of these on-line tools by hotels in what was voiced in the interviews. This is supported

by Tanwar and Kumar (2019) who posit that communication with employees via social media can

ensure their values and the organisational culture match, leading to an improved employer brand

and aiding in their designation as an employer of choice. The sector is also using ‘brand

ambassadors’ who work in hotels to promote the industry to those considering a career in the

industry – an important strategy in the age of influencers and their importance to the younger

generations. Earle (2003) had emphasised the need to be more strategic in the area of talent

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retention, yet an area of concern noted in the interviews is that very few hotels currently have a

documented and resourced strategic talent management plan in place.

From the employee questionnaires, the value placed on the employer brand is clear, with M=4.10

[Gen X (M=4.15), Gen Y (M=4.06¿]. There is also strong evidence that employees believe that

hotels that possess a positive employer brand have greater commitment from their employees with

M=4.15 [Gen X (M=4.21), Gen Y (M=4.10)], though for neither question were the differences

found to be statistically significant.

RQ. 4. Do Irish hotels recognise the importance of developing an Employer Brand?

With half of the interviewees believing that they have a strong employer brand and many of those

interviewed having begun the employer branding journey, or having started out on the path, there is

definitely a much greater consciousness of the need to brand a business if it is to meet the needs of

guests by having competent staff. Investment in staff facilities, improved benefits and enhanced

communication with employees, are all seen as essential in this regard.

Over half of the General Managers stated that they consciously brand their business as a good

employer, with hoteliers using social media, videos, professionally designed employment advertising

and employment branding strategists to further enhance their employer brand in the market. It was

made clear by some interviewees that in the age of new-media, hotels should not forget the

importance of word-of-mouth as a reference for employees seeking to join the sector.

Irish hoteliers seem to be placing a greater importance on the area of employer branding and are

looking towards other businesses who have successfully branded themselves in an effort to

benchmark their employer branding strategies and learn from their successes. While authors such

as Tuna et al. (2016) and Martin et al. (2011) promoted the idea of gaining honorific titles in the area

of strategic HR management, Helm et al. (2016) suggested that employers look towards some well-

known brands, where it is clear that employee pride is to the fore. With convincing evidence

previously discussed from the employee questionnaire that the employer brand of a company is

valued by employees of both generations, that a positive employer brand leads to greater

commitment from employees and that the employer image affects retention, the importance of

integrating an employer branding strategy should be clearly apparent to hoteliers.

RQ. 5. What changes can be affected in order to improve the image of working in an Irish hotel for the Millennial cohort that are currently in the workplace?

Hoteliers believe that the sector needs better promotion as an employer of choice at government

and industry representative body levels. The industry needs to actively promote careers in schools –

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starting at primary level - and encourage young people to seek out the sector as a career. A constant

eye needs to be maintained on benchmarking remuneration and benefits against competing sectors

who attract employees away from the hotel industry. There was a strong view amongst

interviewees that hoteliers are willing to support initiatives to improve the employer brand of the

industry, both financially and through making themselves and their employees available to assist

with promotional activities.

Employees surveyed felt that improved pay and benefits, better hours, more opportunities for

training and development, greater appreciation and communication, along with a focus on work-life

balance, are needed to improve the sector’s brand as an employer. Peakon (2020) emphasises the

concern which all age groups have for work-life balance and proposes flexibility in work hours as a

possible contributor towards achieving an improved balance. 23.4% of those answering the

employee questionnaire were undecided as to whether the rate of pay for their work is appropriate.

Bee Kim et al. (2015) relayed their belief that when it comes to Millennials, a feeling of significance

and that of making a contribution to the organisation, are a greater positive significance than

variables such as work-life balance and salary.

Both generations considered in the questionnaire data were in agreement that a better image for

the sector would positively affect staff retention, with those representing the Generation Y cohort

believing this in an even stronger fashion. Worryingly, 32% of employees were undecided when

asked if they were happy to spend the rest of their career in their current hotel, while over a quarter

(26.6%) of respondents were undecided when asked if their type of work provided the basis for a

career. In the case of this type of work providing a basis for a career, Generation Y respondents had

a higher mean response of 3.45 (S=1.204) than their Generation X colleagues with a mean response

of 3.39 (S=1.178). In terms of happiness to spend the rest of their career in their hotel, Generation X

respondents had the higher mean response of 3.38 (S=1.206), with Generation Y respondents having

a lower mean response of 2.85 (S=1.235) – but the literature confirms this propensity of Generation

Y cohort members to move to fulfil development needs. These areas are open to positive

reinforcement in the form of increased investment in training and career development from both

their employers and the industry in general to mitigate their intentions to develop turnover

intentions, leave their current employer or indeed leave the sector for another they perceive to be

better.

7.2.2 Research Objectives

Research objectives were set out in to guide the work and these are now discussed.

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1. To assess the role that the reputation of working in an Irish hotel has on retaining staff.

The labour market in Ireland is challenging as a result of very low unemployment rates and a

growing economy. The increase in hotel development as Ireland emerged from recession,

particularly in its Capital Dublin, where Crowe (2019b) says that 5,000 bedrooms have been,

or are in the process of being developed to cater to increased demand, is putting pressure

on the area of staffing in the sector and one primary area of concern is staff retention.

Perceptions of poor pay, long and unsocial working hours and poor career prospects are all

issues which the Irish hotel sector has to battle against and these are further complicated by

the propensity of Generation Y members to move between jobs quickly as noted by Chuah

et al. (2014) and Choi et al. (2013) – whether due to lack of opportunity or sheer boredom.

Though Glen (2006) cautioned that the area of employee retention is not necessarily best

managed by cash inducements, the sector has come to the realisation that these

reputational issues need to be tackled as a priority and hoteliers have real concern about the

reputation of the sector as an employer. This image needs to be addressed at employee

level, but also in schools, colleges, and through parents and other influencers.

25.3% of employee questionnaire respondents were undecided when asked if the hotel

industry had a positive image as an employer, while over 20% were undecided as to whether

they wanted to further develop their career in the sector – leaving them open to positive

influencing through industry promotion and improvements in benefits and working

conditions.

A greater awareness of the changes which have been made for the betterment of the sector

in terms of employment benefits, in terms of its potential for career development and in

terms of a move towards a greater appreciation of work-life balance in the industry is

necessary and strategic employer branding is needed at both industry and individual hotel

unit levels.

2. To review the current use of employer branding in Irish hotels and to determine the

relationship between positive employer branding and the retention of employee talent for

the Irish hotel industry.

There is a greater consciousness in the hotel sector of the importance of developing a

positive employer brand and investment is being made by many operators in this regard.

Many hoteliers are beginning to strategically brand their business as an employer and there

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is an increasing use of social media to promote the employer brand to younger generations.

There is overwhelming support for the belief that using positive employer branding

strategies improves employee retention, which as a result improves businesses’ profitability.

It was clear from the analysis of employee questionnaires that employee retention is

strongly dependent on the area of employer branding. Therefore, the importance of

developing and implementing a strong employer brand should not be under-estimated by

the organisation in terms of the retention of valuable employees, particularly in a tight

employment market.

3. To construct and verify a conceptual framework to better understand the retention processes

applicable to hotels in Ireland.

See section 7.3 below.

4. To recommend actions based on this study’s conceptual framework which an Irish hotel can

include in their strategic plan in order to enhance their employer brand, thereby improving

their reputation as an employer.

It was clear from the interviews that hoteliers are keen to improve the overall brand of the

sector as an employer and are looking for governmental or representative body aid to

launch positive public relations activities which promote the industry as an employer

offering good benefits, conditions and developmental opportunities, while being cognisant

of the work-life balance of employees. Moran (2018) suggests that the encouragement of

flexible working practices can be a less expensive way to introduce a wellness programme

and NRF (2014) states that today’s workers are seeking greater flexibility, with George

(2015) stating that this is particularly important to females, while McEnery (2018) agrees,

concluding that the area of flexibility is an important contributor to staff retention. Brown et

al. (2015) states that work-family conflict is the most common cause for recent hospitality

graduates who have entered the workplace to decide to leave. The industry is increasingly

looking towards other sectors, seen as good employers, to see if their successful retention

strategies are transferrable to the hotel sector.

Many employees are undecided about the hotel sector’s employer brand and need positive

reinforcement to promote greater allegiance in a tight labour market. Almost a quarter

(24.7%) of employee respondents to the questionnaire were undecided when it came to

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whether the sector’s image affects its ability to retain staff – leaving them open to positive

reinforcement of the industry brand. There is widespread acceptance by employees that the

image of the hotel sector as an employer affects its ability to retain staff and that having a

positive employer brand leads to more committed employees and conversely that

employees will leave if their employer’s brand is poor. Employers need to constantly review

pay, benefits and work hours to increase the opportunities for employee development,

improve work-life balance and to appreciate their employees and need to communicate

better with them as encouraged by Deloitte (2018) and Spano (2015) in their research, if

they are to improve employee retention. Peakon (2020) encourages the delivery of bespoke

communications suited to each particular generation, particularly as younger generations

prefer emerging messaging platforms such as Slack.

Analysis of the employee questionnaire brought forward the importance of bonuses and

incentives, along with pensions, as important employment benefits. Working conditions

should also be constantly monitored to ensure adequate communication and the adoption

of an optimum management style consistently across the organisation. The analysis showed

that the connection between employer branding and employee retention is particularly

strong, and that working conditions are an important component of an employer branding

strategy.

7.3 The Conceptual Framework and Model

The aim of this research was to construct and verify a conceptual framework to help explain

employee intentions to leave an Irish hotel, for different generational cohorts that draw upon

employment branding influences. Analysis of the data gathered from the literature review,

interviews and employee questionnaires led to the creation of a framework which contributes to

existing knowledge in the area and adds to the development of the employer brand in the Irish hotel

industry, any influence by generational traits and how this can further be used to mitigate an

employee’s intention to leave a hotel.

The research phases in which the conceptual framework and proposed model were developed are

outlined in Table 7.2.

Table 7.2 Research Phases carried out to construct the Conceptual Framework and Model

PHASE ACTION

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1. Review of Literature and of previous models

in relevant themes

Contributions to Conceptual Framework &

towards Semi-structured Interview Questions

2. Conduct and Analysis of Semi-structured

Interviews with Hotel General Managers

Contributions to Conceptual Framework &

towards Employee Questionnaire Questions

Modification of conceptual framework

3. Conduct and Analysis of Employee

Questionnaires

Finalisation of Model

The conceptual framework contributes to knowledge in the area of employer branding and is

presented in Figure 7.1. It advances previous knowledge in the area by bringing together the inputs

of benefits, working conditions, brand strength and organisational performance and organisational

culture, under the influence of generational characteristics and the macro-environment, into one

framework, to produce the outputs job satisfaction and organisational commitment, leading to the

development or mitigation of an employee’s intention to leave an organisation. This intention to

leave will eventually lead to higher staff turnover or improved employee retention. The conceptual

framework contributes to knowledge by combining together the variables which it is proposed lead

to a positive employer brand and this can be utilised by the sector to audit the employer brand of

individual hotels. This work also contributes towards increasing awareness of the concept of

employer branding in the industry, through the promotion of the framework, in an effort to improve

the current sectoral crisis in the area of employee retention.

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Figure 7.1 The proposed Conceptual Framework

Based on the creation of a proposed conceptual framework following the initial review of literature,

four hypotheses were developed, in order to test this framework in the context of Irish hotels and

the application of the research to these hypotheses is now discussed.

H1. Generational traits affect an employee’s intention to leave or stay with an organisation.

Table 7.3 Comparison of the Statistically Significant Variables by Generation

Statistically Significant Response Generation X Generation YI value staff meals as an employee benefit 4.06 3.80Management regularly communicates with employees on matters affecting the hotel

3.96 3.78

I work in this hotel because I enjoy it 4.19 3.98Overall, I am satisfied with my job 4.16 3.97I feel that my values and the values of the hotel align well

3.99 3.78

I would be very happy to spend the rest of my 3.38 2.85

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career in this hotel

It is clear that the Generation X employees surveyed gave a more positive response (in all of the

statistically significant questions shown in table 7.3 above) to enjoying their jobs and also expressed

greater satisfaction with their jobs. Their values aligned more closely to those of the organisation

and they would be happier to stay with their current hotel for the rest of their career than would

Generation Y respondents. It should be noted though, that from the literature – for example Holmes

(2016), Stewart et al. (2016) and Gursoy et al. (2008) - we are aware of the propensity of Generation

Y members to move quickly between jobs and that this is often to develop and grow and to gain

further experience in their chosen field.

When comparing responses from Generation X and Generation Y to the employee questionnaire,

some questions received a higher mean response from Generation Y than Generation X. Some are

no surprise, based on the literature outlining Generation Y’s traits, such as the value they place on

leisure centre membership and teambuilding as employee benefits. Of particular interest is the

importance they place on bonuses and incentives (M=4.36) and training as benefits (M=4.01).

Generation Y employees were also more positive about the supervision they receive (M=4.12 vs.

M=4.04 forGeneration X ¿, along with the help and support they receive from co-workers (

M=4.16vs .M=4.05 forGeneration X). Respondents from Generation Y felt more positively

about the working conditions offered to them (M=3.79vs .M=3.74 forGeneration X ), how their

hotel strives to provide job satisfaction (M=3.87 vs . M=3.85 for Generation X ) and they were

more positive about their trust in their employer (M=4.22 vs . M=4.18 forGeneration X). Again,

in line with expectations, members of Generation Y were more inclined to believe that their work-

life was only part of who they are (M=2.91vs .M=2.89 forGeneration X). These differences

between the generations, however, were not found to be statistically significant.

What really stands out is the propensity of the Generation Y cohort of respondents to be more

positive than the previous generation when it comes to their individual hotel’s positive image as an

employer (M=4.07 vsM=3.99 forGeneration X), along with their attitude towards the Irish

hotel industry having a positive image as an employer (M=3.48 vs . M=3.37 forGeneration X ).

They are also more positively inclined to feel that having a negative reputation as an employer

increases an employee’s intentions to leave that organisation (

M=4.26 vs .M=4.16 forGeneration X ). These results reinforce the need to create strategies

which focus on positive employer and industry branding initiatives.

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With regard to the main questions pertaining to employee’s intention to leave, the following are the

results by generation:

Table 7.4 Comparison of Variables pertaining to an Employee’s Intention to Leave by Generation

Generation X Generation Y TotalI would be difficult for me to leave this hotel

3.86 S=1.058

3.66S=1.178

3.75S=1.128

I believe that the reputation of a business affects an employee’s intention’s to leave that business

3.80S=1.039

3.68S=1.086

3.74S=1.065

I would be very happy to spend the rest of my career in this hotel *

3.38S=1.206

2.85S=1.235

3.09S=1.248

The image of the hotel industry as an employer affects its ability to retain staff

3.89S=0.944

3.76S=0.976

3.82S=0.962

I believe that a hotel with a positive employer brand has more committed employees

4.21S=0.839

4.10S=0.885

4.15S=0.865

If a hotel has a negative reputation as an employer, it affects an employee’s intentions to leave that hotel

4.16S=0.921

4.26S=0.804

4.22S=0.860

*Denotes Statistically Significant

Table 7.4 shows that although there were no large differences between Generations X and Y when it

comes to intention to leave or stay with an organisation, in all but one case Generation X has higher

mean values. Only one of these questions was shown to be statistically significant, with Generation

X showing a higher mean value when referring to happiness to stay in their current hotel.

Therefore, this hypothesis was not supported.

H2. A negative employer brand influences an employee’s intention to leave an organisation.

It was apparent from the results of the employee questionnaire analysis that a businesses’

reputation affects an employee’s intention to leave the business. Nearly 84% of those surveyed in

the employee questionnaire expressed their belief that hotels with a negative reputation in terms of

their employer brand, affect an employee’s intention to leave that business - and this was strongly

evident for both Generation X (M=4.16) and Y (M=4.26) employees – with an average total mean

value of M=4.22 with a standard deviation of 0.860.

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This hypothesis, therefore, was supported.

H3. An increase in positive employer branding efforts leads to greater employee retention.

Robinson et al. (2014a) put forward their view that employees who are embedded into the

organisation and whose values align with the company’s culture are less likely to leave the

organisation. The results of the employee questionnaire saw positive correlations between

employee’s values aligning with the company’s values and the employee finding it difficult to leave,

positivity towards the employer’s image and valuing the employer brand, along with employee job

satisfaction and pride in their work.

When asked if a hotel with a positive employer brand has more committed employees, the results

were positive with M=4.21 for Generation X and M=4.10 for Generation Y, with an overall mean

value of 4.15 (S=0.865). Analysis of the employee responses showed a high dependency in terms of

employee retention on employer branding.

This hypothesis, therefore, was supported.

H4. Members of Generation X and Generation Y cohort’s assign different levels of importance to

the concept of employer branding.

The questionnaire analysis showed that, although not statistically significant, the mean response to

employer brand from Generation X is higher than that from Generation Y. Therefore, surprisingly

employer branding is more important for members of Generation X than their Generation Y

counterparts.

When asked if they valued the employer brand of their company, Generation X had a mean response

of M=4.15(S=0.847), while Generation Y had a slightly lower mean response of

M=4.06(S=0.803), with an overall mean response of M=4.10 (S=0.824 ) . The mean values

were close and the difference in response between the two generations was not statistically

significant.

This hypothesis, therefore, was not supported.

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The conceptual framework also addresses the moderating effects of intergenerational influences on

the components of the framework.

Analysis of the employee questionnaires showed that generational influences had little effect in the

areas of retention and employer branding.

The conceptual framework developed from the review of literature and the analysis of the

interviews evolved to a model based on the analysis of the employee questionnaires through the use

of Factor Analysis and Structural Equation Modeling, as outlined in Chapter 6. This model is now

presented in Figure 7.2.

Figure 7.2 Model derived from Employee Questionnaire Analysis (Phase 3)

Only four elements from the conceptual framework remain – namely, benefits, working conditions,

employer branding and retention – with generational influences not shown to have statistically

significant influences on these variables.

The analysis shows a strong correlation between working conditions and the creation of an employer

brand. The employer brand has a strong influence on employee retention, though the effect which

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generation has on these areas is shown to be negligible. This correlation between employer brand

and retention contradicts the research presented by Pavlovic (2018) which found that an employer

distinguishing itself as a unique place to work does not significantly affect employee retention.

This model advances previous knowledge in the area of employee retention, by emphasising the

strong effect which a positive employer brand can have on the area and how its establishment can

be assisted through the inputs of certain key benefits and working conditions. It also proposes that

there are no substantive differences between Generation X and Generation Y, when it comes to

establishing strategies for effective employer branding, leading to increased employee retention.

7.4 Contribution to Knowledge

A primary contribution of this research is in its construction of a conceptual framework which

demonstrates the input variables to the area of Employer Branding and the resulting outputs. The

Phase 2 Conceptual Framework as shown in Figure 7.1 earlier, offers practitioners in the hotel

industry an opportunity to enhance the positive employer branding efforts of firms and offers

academics a visualisation of the variables which constitute a positive employer brand. By combining

a review of previous literature in the area and a range of tested models with the results of interviews

with eighteen General Managers, the resulting framework provides a template from which those

endeavouring to pursue a positive employer branding strategy can begin the process. The testing of

the hypotheses as part of this theoretical framework contends that a negative employer brand

influences an employee’s intention to leave the organisation and that an increase in positive

branding efforts on behalf of the company can aid in their retention. The conceptual framework

amalgamates the work of many researchers in the area of employer branding and employee

retention to create one easily understood visualisation. In the contact of a severe talent shortage,

this conceptual framework serves to guide activity and future research in the area of employer

branding and employee retention.

The research results propose that there be no difference in the strategies pursued in terms of both

employer branding and employee retention when it comes to Generations X and Y. Hypothesis one

failed to support the contention that generational traits affect an employee’s intention to leave or

stay with an organisation, while Hypothesis Four failed to demonstrate that members of these

generational cohorts assign different levels of importance to the concept of employer branding.

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When it comes to the hotel sector, it is therefore proposed that a singular strategy to the both

employer branding and employee retention will suffice for both Generation X and Generation Y. This

is important, as it proposes a different strategic path to those outlined by authors such as Rees

(2017), Wiggins (2016) and Glass (2007), who contend that a separate strategy is necessary for each

Generation. As previously stated, it is proposed that as the Millennial Generation has aged, its needs

with regard to employer branding and retention have converged more and this was supported by at

least one interviewee who stated that they felt the gap was closing when dealing with strategies for

Generations X and Y.

The research strongly emphasises the need for a positive employer branding strategy in hotels and

indeed for the sector as a whole. The significance of employer branding as a strategic tool for

employee retention, as previously emphasised by Sengupta et al. (2015), Kapoor (2010) and Ambler

and Barrow (1996), is supported by this research. While positive to see the majority (ten of

eighteen) of the interviewees have embarked on a positive employer branding strategic journey for

their hotels and that the vast majority (80%) of respondents to the employee questionnaire valued

the employer brand of their own hotel, it is clear that more needs to be done in the pursuit of a

positive employer brand and the utilisation of the conceptual framework and indeed the final model

can assist in this regard. The model (as illustrated in Figure 7.2 earlier) was generated as a result of

combining the employee questionnaire analysis, with the aforementioned conceptual framework,

through a structural equation modelling process. Its contention that certain benefits and working

conditions are correlated to the employer brand and that employer brand has a strong influence on

employee retention, is important. It further proposes that generational influences have merely a

negligible influence on these variables and this supports the earlier findings pertaining to the

conceptual model and a singular generational strategic focus when it comes to Generations X and Y.

7.5 Limitations of this Study

This study provides a contribution to knowledge at both the theoretical and empirical levels,

however, the study has a number of limitations that need to be considered.

Firstly, both the semi-structured interviews and the employee questionnaires were gathered solely

from a selection of hotels located in a single county in Ireland - Cork City and County and through

the use of convenience sampling. It should be noted, however, that Cork City is the second largest

city in the Republic of Ireland and by eliciting information from both city and county hotels, the

range is broader and considered to be more representative of the country as a whole. Also, though

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a convenience sample was utilised for the eighteen interviews – extracted from the local IHF Branch

– which may not be representative of the entire population, the sample did include a mix of hotel

types to include branded and unbranded properties, hotels of various grading’s and sizes and with a

mix of both male and female General Managers, in an effort to be representative. Though the

researcher made efforts not to exert bias on the population selection by varying the type of hotels

included, selection bias is still a consideration.

Secondly, the sample size of eighteen interviews and 384 questionnaires is small, however, it does

incorporate, as stated above, a mix of different hotel ownership, grading, branding and both male

and female General Managers. Both interviews and questionnaires were utilised as research

collection tools, but these could be supplemented by focus groups in future research in an effort to

flesh out views put forward in the interviews and questionnaires.

Thirdly, since all employee questionnaires were collected during a short time period, the research

was cross-sectional in nature and although this captures results at a specific point in time, the timing

of this snapshot is not guaranteed to be representative.

Also, following the piloting of the questionnaire, a number of terms were defined for the

respondents to mitigate confusion or misunderstanding, and these included the terms ‘EAP’ and

‘Employer Brand’. It is possible that those with no previous understanding of the term ‘Employer

Brand’, may have had the importance of the employer brand to the questionnaire highlighted and

consequently gave it more careful consideration. This also applies to the semi-structured interviews,

where this term was also defined in advance of posing the questions to the interviewees – in line

with the results of piloting.

Template Analysis was utilised for interview analysis and although it is seen to be flexible in nature,

there is a concern that researchers can accelerate too quickly with the interpretation – thereby

losing sight of the research aims. To mitigate this and increase objectivity in the interpretation and

coding, Inter-rater Reliability Testing was used with the aid of an independent coder and analysed

using an internationally accepted method.

7.5.1 Future Research Opportunities

Although the researcher tried to be representative in sample of hotels chosen, future research in the

area should focus more on SME type hotel businesses in Ireland as there is a concentration of such

businesses in the Irish hotel sector. As outlined earlier, this strategy is encouraged by Lub et al.

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(2012) and both Krishnan and Scullion (2016) and Kumar (2016) submit that SME’s face greater

challenges when it comes to the area of employee retention.

As Generation Z has now entered the workplace, future research should now include this generation

and a longitudinal research project should be conducted to assess their attitude to both the sector

and their individual employer brand as they progress through their working life.

Focus Groups should be utilised in tandem with interviews and employee questionnaires, replicating

this research’s methodology, but enhancing it through the use of focus groups, fleshing out areas

which are brought to light in the other two research instruments.

Future research should look at the areas of work-life balance and the implications of hotel work on

family life individually, to gather enhanced information on both areas, which have gained greater

prominence in recent years.

7.6 Recommendations, Theoretical and Practical Implications

7.6.1 Practical Implications and Recommendations

In agreement with McGinley et al. (2017) and Chew and Chan (2008), General Managers noted the

importance of pay and the employee questionnaire respondents showed that more work needs to

be done to remunerate entry-level employees adequately so that they are satisfied and retained in

the workplace. The General Managers interviewed bemoaned the perception of low wages which

the industry has always suffered and some argue that it is justified when you see international

retailers offering better hourly wages to starters to stack shelves. The importance of remuneration

as a driver of retention was clearly evident in the results of the employee questionnaire and must

not be ignored. The industry also needs to actively promote the often very positive terms and

conditions which are available as employees’ progress through the ranks. It is necessary to not only

concentrate on employer branding initiatives aimed at potential employees, but also to focus on

parents, teachers and other influencers, to bring about a more positive view of hotel employment as

a career.

Bobek and Wickham (2015) found that employees in the Irish hotel and restaurant sector were the

least likely of all sectors to receive training, which was consistent with the interview findings of this

study, where only one third of the interviewees stated that their hotels have a strategic talent

management plan in place – all six being part of hotel groups. It was surprising, therefore, to learn

from the employees that nearly three quarters of those surveyed felt that they had received

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adequate training. It is imperative that, in an industry where there is a concentration of SME’s

(EGFSN, 2015a), government support these smaller businesses to train and develop staff through

monetary and other support structures. Through the interviews, it was clear that many smaller

operators simply could not afford to offer the developmental opportunities to which they aspired.

Many Irish hotels are benchmarking themselves against businesses known for their positive

employer brand, but need assistance to access the training and developmental structures which are

needed to enhance their own employer brand. Training budgets and a training calendar are

necessary to aid employee retention, yet only three of the interviewee’s hotels had these in place.

Therefore, assistance is needed to establish these in each hotel and this should be encouraged

through the various State support agencies for the hotel industry, as the employee questionnaire

results certainly showed an appetite for career development initiatives.

Deery and Jago’s (2015) encouragement of greater work-life balance opportunities for hotel staff

must be taken seriously if employee retention is to be tackled and many of the interviewees were in

agreement with this, as they lose more and more employees to sectors which offer better working

hours – particularly those from Generation Y. Although hotel employees are often working when

others are enjoying themselves, there are positive aspects of work in the sector which need to be

more vigorously promoted. These include the opportunity for flexibility, which the majority of

questionnaire respondents felt they received in the workplace, diversity in the job and opportunities

to grow quickly with a company. It was apparent that many sectors have increased demands in

terms of working hours and it was also clear from the interviews that the hotel sector is making a

concerted effort to improve work-life balance by curbing split-shifts, encouraging healthy lifestyle

initiatives, remunerating for overtime hours and conforming to legislative requirements in terms of

hours, holiday leave and payment.

Confirming earlier findings by Woods (2018), Brien et al. (2015) and Tuzun and Devrani (2011),

communication is an essential component of employee management and it is apparent from the

interviews that employee communication has increased, especially through the use of social media

and new technological methods. It was clear, however, from the results of the employee

questionnaires, that improvements were still necessary in this important area which can contribute

to an employee retention strategy. Communication is to be encouraged as part of the organisational

culture, featuring words such as trust, proactivity, team-work and fairness. It is clear from both the

General Manager and the employee perspectives that people want to be connected with a

successful company, particularly in the “Instagram” age where comparisons are made, and

communication of the company’s successes is essential in this regard.

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To encourage employee retention, length of tenure needs to be celebrated through monetary

rewards, increased opportunities for training and development and the empowerment of

employees. It was made clear that offering a pension scheme is important for both Generation X

and Y employees and across all levels of employment – a factor which should be noted by those that

strive to improve retention in their organisations. Respect and appreciation of the employee – even

sometimes a simple thank you – emerged as important factors for employees.

An increased awareness of employer branding has led to many hotels taking this strategy more

seriously, but the sector as a whole needs promotion in order to encourage staff to stay in the

industry. Weaknesses in terms of areas such as basic remuneration at the starter level, along with

long work-hours, need to be addressed, but perceptual issues which have been inherited, dealt with,

but not publicised, need to be addressed for the betterment of the overall hotel sector employer

brand. The employee questionnaires demonstrated that those in the industry want to encourage

family and friends to join their industry, therefore the increased usage of brand ambassadors should

be encouraged – to reach out on social media and also to re-engage those from Generation X who

had previously lost faith in the sector as a good employer. The General Managers interviewed stated

that they would be willing to contribute both financially and in other ways to improving the overall

industry brand – this energy needs to be captured and acted upon as a matter of urgency, if the

overall employer brand of the industry is to be improved, in an effort to retain good people in the

sector. There is a need for hoteliers to set out strategies which will build a positive employer brand

for the hotel, “selling” it as an employer, just as they do when they create a marketing brand which

sells the businesses products or services - as previously alluded to by Rampl and Kenning (2014) - to

influence the employer brand and thereby retain employees, along with integrating employer

branding into the overall strategic direction for the organisation. Dabirian et al. (2017) encourage

firms to consider the marketing logic which states that it is more expensive to acquire a new

customer than to keep an existing one, to people management, suggesting that it is much more

expensive to replace an employee than to keep an existing one. This contradicts the work of

Dosekova and Von Rheden (2018) who found that Millennials do not necessarily identify with the

employer brand and indeed may even display resistance towards it. Dechawatanapaisal (2019)

postulates that members of Generation Y may demonstrate an aloofness towards employer

branding efforts, as they realise that in order to advance their careers they may need to change

employers in the future.

The analysis of the employee questionnaire, in particular, shows the convergence between

Generation’s X and Y in how they are handled in an organisational setting. This allows hoteliers to

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focus on a single strategy with regard to employer branding and employee retention, rather than

following two separate strategic directions in regard to these two generational cohorts. This seems

to be the strategy pursued by the banking sector in Sweden, who Gustafsson et al. (2019) relates are

confident that their employer brand speaks to all generations and not just Generation Y. Sanner-

Sticher and Vandermause (2017) relate this overlap in values which they believe adjacent

generations possess and posit that any focus on a single generation becomes outdated quickly as the

composition of the workforce changes continually.

7.6.2 Theoretical Recommendations and Implications

In the literature review it was proposed that Millennials have significantly different demands to

previous generations and managers in the hospitality industry face significant challenges in dealing

with Millennial cohort members in the workplace (Gursoy et al., 2013). Therefore, the first step

which a company must take is to adapt its HR policies and practices to suit the generational needs of

Millennials (Gursoy et al., 2013, Barron, 2008, Glass, 2007). The information gleaned from the

Employee Questionnaire did not support the claim that Generation X and Generation Y employees

should be treated differently, as there was no discernible difference between their attitudes toward

employer branding. There was a lack of statistical significance difference when it came to

Generation X and Generation Y responses, which supports this contention and further illustrates the

convergence of the two generations. The employee questionnaire was conducted through cross-

sectional design and it is suggested that longitudinal research be carried out in the future to assess

whether there is a convergence of Generations X and Y. As Generation Y members age, there seems

to be a convergence with the previous generation, which means that hoteliers no longer need to

develop specific bespoke strategies to deal with each generation, as their needs are now more alike.

Employer branding is a crucial, yet under-recognised, variable which aids with employee retention

and employer branding strategies need to be a focus for hoteliers. The positive influence which

employer branding has on employee retention had previously been argued by authors such as Gilani

and Cunningham (2017). Urbancova and Hudakova (2017) argue that employer brand protects a

business from its competitors and indeed creates a distinct competitive advantage. The analysis

shows that employer branding has a greater influence on employee retention than areas such as

benefits and working conditions. This is contrary to the research of Aldousari et al. (2017) who

noted that many very successful companies had no employer branding strategy and postulated that

employer branding may not be necessary, with employees efficiently retained by offering rewards

and compensation. The importance of employer branding in relation to employee retention is

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clearly evident from the model, as is the link between working conditions and the establishment of

an employer brand.

In terms of employee benefits, the areas of bonuses and incentives, as previously supported by

Chiang and Jang (2008), along with pensions, are particularly important. Pensions are not just

important for the older generations, but are also seen to be crucial for Generation Y employees who

are looking towards their future. It is proposed, therefore, that serious consideration be given to

offering pensions as part of employee compensation packages in order to aid employee retention.

The flexibility which hotel jobs often offer seems to be an under-promoted aspect of hotel work and

as previously noted by Brinded (2018), it encourages employee retention.

In light of the General Managers’ comments regarding the perception which they feel work in hotels

has at secondary school level, a study to examine this perception should be undertaken to

determine student’s thoughts and a strategy put in place to mitigate any negativity towards a career

in the industry and to highlight its positive aspects.

According to the employee’s response in this research and contrary to belief, members of

Generation Y actually felt more positively than the Generation X cohort in relation to the image of

the hotel industry as an employer. This would also conflict with the generalised traits of Generation

Y as explored in the literature.

This research has provided both a conceptual framework and a valuable model which makes a

contribution to knowledge in the areas of employer branding, staff retention and the generations.

The conceptual framework evolved – following the review of literature and contributions gleaned

from interviews with industry experts – which expanded on current knowledge to provide guidance

in the area of employer branding, its components and its outputs. The model was then created – as

a result of the employee questionnaire analysis – and suggested a mitigation is needed in the

importance of distinguishing retention strategies for Generation X and Generation Y, as the

generations age and their needs converge. It also clearly illustrates the clear connection between

the concept of employer branding and the area of staff retention, in line with the recent conclusion

by Urbancova and Hudakova (2017) which stated that employee retention is the main benefit of

employer branding. The research in the work presented here found that working conditions and

benefits both contribute towards a recognisable employer brand. In the case of benefits, it

emphasises the importance of pensions and bonuses/incentives, while with regard to working

conditions, the importance of supervision, communication with employees and co-worker support in

order to develop a positive hotel community, should not be underestimated. These areas should be

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the subject of strategic HR initiatives and action plans, in an effort to improve the employer brand

and increase staff retention in the organisation.

This work concentrated on Generations X and Y. Research is encouraged into the emerging

Generation Z who have entered the workforce and to determine how the hotel sector can attract

and retain this generation.

7.7 Overall Conclusions

This study set out to examine the crucial area of employee retention in the Irish hotel industry and

its relationship with employer branding, as perceived by members of both Generation X and

Generation Y. Supported by Social Exchange Theory and through an extensive review of literature

and exploration of existing models in related areas, eighteen semi-structured interviews with senior

managers in the sector and by eliciting the views of 384 hotel employees, both a conceptual

framework and a model were developed, which contribute to existing knowledge in the areas of

employer branding and employee retention.

The link between developing a strong positive employer brand and the retention of employees was

clearly established. Though much of the literature encourages the separation of strategies to deal

with Generations X and Y, the analysis of quantitative data proposed a singular strategic approach

for both generations, due to the convergence of these generations as they age. The study also

emphasised the importance of considering benefits such as pensions and bonuses/incentives, along

with the establishment of working conditions which incorporate positive communication and a

supportive work environment, both in terms of supervision and co-worker relations.

Flexibility and training were seen to be areas where hoteliers should advance their strategies and

the adoption of a strategic talent management plan should be a priority of all hotels. There appear

to be many current hotel employees who are undecided about their future in the sector and these

need to be influenced in a positive way to choose hospitality as a career. It is also apparent that

members of the Generation Y cohort may be more positive towards the hotel industry in terms of its

image as an employer, than was previously considered.

The study encourages hoteliers to be more strategic in their approach to the area of employee

retention and to work towards the establishment of a positive employer brand for both their own

hotel and for the benefit of the sector as a whole.

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APPENDICES

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Appendix A Seminars and Workshops Attended

DATE COURSE DESCRIPTION LECTURER LOCATIONOctober 23rd 2015 The Research Process Dr Jim O’Mahony Cork Institute of

TechnologyOctober 23rd 2015 Literature Review Process Dr Tom O Mahony Cork Institute of

TechnologyNovember 6th 2015 Planning & Time

ManagementDr Catherine Frehill Cork Institute of

TechnologyNovember 6th 2015 Referencing/Plagiarism/Ethics Dr Marie Begley Cork Institute of

TechnologyNovember 6th 2015 Library Support & Databases Michael Costello Cork Institute of

TechnologyNovember 27th 2015 Qualitative Research I Dr Gearoid

O’SuilleabhainCork Institute of Technology

November 27th 2015 Quantitative Research Dr Jim O Mahony Cork Institute of Technology

November 27th 2015 The Scientific Publishing Process

Dr Brigid Lucey Cork Institute of Technology

December 11th 2015 Qualitative Research II Dr Gearoid O’Suilleabhain

Cork Institute of Technology

December 11th 2015 Personal Development Planning

Mary McCarthy Cork Institute of Technology

January 2016 Received 5 ECTS Credit Certificate for attendance at the above as part of the Research Skills Development Module & submission of 2 continuous assessment pieces

CIT Cork Institute of Technology

October 16th 2015 Welcome to your Doctorate Dr Sam Hopkins University of Surrey13th November 2015 How to Deal with your

SupervisorDr Sam Hopkins University of Surrey

February 12th 2016 The PhD Confirmation Process

Dr Sam Hopkins University of Surrey

2016/2017/2018 Various “Comhludars” where PhD’s spoke about their experience of completing a PhD in morning talks

CIT Cork Institute of Technology

2nd May 2019 The Viva Examination Dr Sam Hopkins University of Surrey

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Appendix B Papers, Presentations & Publications

Papers Presented:

Date Conference Title Location15th June 2017 Tourism & Hospitality

Research in Ireland Conference (THRIC)

Attracting and Retaining Staff for the Irish Hotel Industry – an Intergenerational Perspective

Sligo Institute of Technology

19th June 2018 Tourism & Hospitality Research in Ireland Conference (THRIC)

Employment Branding of the Irish Hotel Industry for Millennials

Waterford Institute of Technology

Presentations at International, National & Regional Conferences:

Date Conference Title Location16th June 2017 Future Leaders in Global

Hospitality & Tourism Conference (FLIGHT)

Being Millennial Minded. Can we continue to attract and retain this generations in today’s hotel business environment?

London

7th November 2018 Network Cork – association for women in business, professions & the arts

Employer Branding & Millennials in the Workforce

Cork

4th March 2019 Irish Hotels Federation (IHF) National Conference

Quality Employers – Attracting & Nurturing Talent.Included presentation of GM Interviews & Preliminary Findings

INEC, Killarney

Items Published:

Date Publication Title Location11th October 2016 Evening Echo

NewspaperTourism Careers Drive is a Welcome Initiative

CorkReadership: 10,976 avg.

15th June 2016 Chapter in book produced from selected papers from THRIC Conference

Attracting and Retaining Staff for the Irish Hotel Industry – an Intergenerational Perspective

Sligo Institute of Technology

June 2018 Eolas Magazine Irish Hospitality Industry – Room to Improveon Employee Attraction & Retention and the Employer Branding Challenge for the Irish Hotel Industry

Article – readership includes key business and government leaders in Ireland

December 2019 Irish Business Journal(double blind peer-reviewed academic journal)

The Influence of Employer Branding in Talent Management in the Hotel Industry

Academic Paper Published in December 2019 edition Vol. 12 No. 1 ISSN 1649-7120

Presentations to Industry.

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Date Topic Company Location22nd November 2017 Being Millennial Minded

– can we continue to attract and retain this generation in today’s hotel business environment?

Trigon Hotel Group Cork City

26th January 2018 The Attraction & Retention of Gen. Y

Celtic Ross Hotel Rosscarbery, West Cork

15th February 2018 Being Millennial Minded – can we continue to attract and retain this generation in today’s hotel business environment?

Irish Hospitality InstituteBreakfast Briefing

Cork International Hotel

26th April 2018 Employing the Millennial Generation

Imperial Hotel Cork Management Team

Cork City

24th August 2018 Millennials in the Workforce

Ashford Castle & The Lodge at Ashford Management Teams

Cong, Co. Mayo

23rd January 2019 Macro-environment Review, Employer branding & Millennials

Trigon Hotel Group Trainee Management Programme Participants

Cork Airport

1st October 2019 Employer Branding & Millennials in the Workforce

Kingsley Hotel Management Team & members of the HR Round Table

Cork

31st October 2019 Employer Branding & the Millennial Generation

Maryborough Hotel & Spa Management Team

Cork

Broadcast Media

8th March 2018 Contributor to ‘Drive time’ Show (avg. 236,000 listenership) re. chef shortages & Employer Branding

RTE Radio 1 Interview broadcast nationally

Other

2016, 2017, 2018, 2019, 2020

Lead judge on the Irish Hotels Federation (Cork Branch) Employee of the Year Interview Panel

Irish Hotels Federation Cork

January 2020 Judge for the Great Place to Work – Spotlight Series (Tourism & Hospitality Industry)

Great Place to Work, IHF, Fáilte Ireland

Dublin

Appendix C Sample of Seminal Author Tables including Methodologies used

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Topic: Intergenerational

Author Title Year Topic Methodology Relevant Findings/Theories/Concepts

Gaps & Limitations

Lub, Bijvank, Bal, Bloome & Schalk

Different or alike? Exploring the psychological contract and commitment of different generations of hospitality workers

2012 Intergenerational (hospitality Industry)

Survey to 1,059 employees in 20 Dutch 4 Star hotels

Baby Boomers, Gen x and Gen Y have different expectations from employersThere are generational differences in the psychological contract that employees hold with their organisationYounger generations have lower commitment to their organisation & higher turnover intentionsHigher turnover intentions for Gen Y than Gen XLower commitment results in lower job performance, posing a threat for the future survival of many hospitality businesses that rely on themHospitality managers need to act on the different expectations of generations and take a more generation specific approach to managing the workforceFailure to act may result in hospitality talent moving to other sectors of the labour marketA more generation-conscious focus is required when attracting and retaining hotel workers

Data only collected in a single hotel chain

More SME hospitality operators should be included in future research

Include education, contract status and gender as control variables

Look at the area of psychological contract breach

The hospitality research agenda for generational differences be further developed

Chen and Choi

Generational differences in work values: a study of hospitality management

2008 Hospitality management work values and the perceived differences among three generations of managers and supervisors

A survey of 398 managers and supervisors from hospitality organisations in the USA

Way of life, achievement and supervisory relationships consistently ranked among the top 5 work values, cutting across generational linesHospitality organisations must consider developing corporate wide strategies to address work-life balanceBy developing corporate-wide recognition and training programs, hospitality organisations

Future research on other types of destinations replicating this study’s methodology is recommendedFuture studies could be conducted to identify the casual relationships between work values and

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demonstrate commitment to manager/supervisor needs and preferred work valuesHospitality organisations should strive to provide adequate compensation, ensure job security, enhance supervisory relationships and provide programs to assist managers to balance work-life qualityAn employer who can provide personal as well as professional growth can expect to retain not only a satisfied managerial workforce, but a professional workforce as well

other correlated variables, such as demographic and social variables, cultural variables, motivation, work ethics and organisational commitment

Appendix D Semi-structured Interview Participants Hotel Profiles

243

Semi-structured interviews conducted Summer 2018

All interviews conducted in Cork City & County

Interviews conducted in the participants hotels.

Interview length of time ranged from 1hr 10 minutes to 1hr 50 minutes

Summary

3 X 3 Star Hotels

13 X 4 StarHotels

2 X 5 Star Hotels

13 X Male General Managers

5 X Female General Managers

10 X City Hotels

8 X County Hotels

6 X Stand-alone Irish Hotels

8 X Irish Group Hotels

4 X International Group/Brand Hotels

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Appendix E Semi-structured Interview Themes & Questions

Semi-structured Interview Questions

Brief Introduction to the research and how the data will be recorded and used.

Explanation of terms used:

For the purposes of this interview the terms Generation Y and Millennials are used interchangeably to mean the same generational cohort. These are employees from eighteen years old to their mid-thirties, while Generation X employees are those from their late-thirties to mid-fifties.

The term Employer Brand refers to ‘the recognition for being known among key stakeholders for providing a high quality employment experience and a distinctive organisational identity which employees value, engage with and feel confident and happy to promote to others’ and it includes benefits and compensation, promotional opportunities, training and development, the work environment, work-life balance, the brand strength of the organisation, the company culture and working environment.

THEMES: The Labour Market; Retention; Reputation; Job Satisfaction; Organisational Commitment; Intention to leave; Organisational Culture; Branding; Industry Image; Generations; Millennials

The Labour Market:

Do you find it easy/difficult to retain employees currently?

Explain how you feel the labour market in Ireland is operating currently?

Are there particular roles you are finding it difficult to fill? Why do you think this is the case?

Do you feel that the current Minimum Wage of €9.55 per hour adequate?

Retention:

Do you regard the current rate of staff turnover in your business as normal?

Do you feel that your current rate of employee retention is acceptable?

What actions have you taken to improve employee retention in your business?

What actions keep your employees satisfied?

Are employees who leave your business going to similar businesses or a different sector?

Do you offer opportunities for professional development to your employees? If yes please state what PD opportunities you offer?

Do you encourage promotion from within the organisation? How?

245

Do you feel that average wage levels for the hotel industry in Ireland are adequate?

Discuss the benefits you offer your employees?

Do you envisage offering any further job support initiatives in the future? e.g. staff accommodation, child care assistance, pensions.

Have you taken any actions to improve employee work-life balance?

How do you promote teamwork and positive co-worker relations in the organisation?

Do you offer training to those taking on supervisory roles? What does it comprise of?

How do you communicate with your employees?

Do you actively engage with your employees?

Do you feel that your employees identify with your business and have pride in being part of it?

What anchors keep your employees working for you rather than moving on to another business?

Industry Image and Branding:

What is the current image or reputation of the hotel industry in Ireland as an employer of choice?

Why do you feel the industry has a positive/negative image?

Does the image of the Irish hotel industry affect its ability to retain staff? How?

What are the positive aspects of working in the hotel business?

What are the negative aspects of working in the hotel business?

Would you support a family member who expressed an interest in studying a hotel industry-related course in third level education?

Would you support a family member who expressed an interest in being employed in the hotel industry in Ireland?

How do you feel about the brand of your own business as an employer?

Describe the culture of your organisation?

Do you feel that employees have trust in the business? Explain why?

How do you ensure that individual employees are treated fairly in the organisation?

Do you feel that current employees act as an ambassador for your business to those seeking jobs?

Do external ratings such as TripAdvisor ratings affect your ability to retain employees in the business?

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Are you aware if your business has a profile/reviews on the jobs/company review portal ‘Glassdoor’?

Do industry awards such as the IHF’s Quality Employer Designation affect your ability to retain staff?

Do you value the QEP accreditation? Why?

Are you familiar with the Great Places to Work programme? If you haven’t, would you ever consider adopting the Great Place to Work programme into the business?

Do you consciously brand your business as an employer? What actions do you take to do this?

Does consciously branding a business as an employer improve its employee retention?

Do you feel that the hotel industry in Ireland as a whole recognises the importance of developing an employer brand? How?

How can you further improve your attractiveness as an employer?

Do you feel that a successful business has a better employer brand?

Do you feel that a negative employer brand affects an employee’s intention to leave that organisation?

Do you take actions amongst employees to improve your employer brand in your organisation? If yes, what are these employer branding efforts?

Do you feel that employer branding efforts are more important for the current generational cohort of employees i.e. Generation Y? Why?

How do you instil a sense of pride in your employees in working for your organisation?

Do you have a strategic Talent Management Plan in place for your business in terms of the attraction, identification, development, retention and deployment of talent for the business? Is it utilised?

Do you mirror your HR strategies on any ‘best practice’ employers either inside or outside the hotel industry?

Name some businesses (either inside or outside the hotel industry) that you feel have a strong brand as an employer of choice?

How do you promote your business as an employer?

Intergenerational:

Do you find a difference between managing members of the Generation X and Generation Y/millennial cohorts? Explain some of the differences?

Do you think that generational traits affect an employee’s intention to leave an organisation? How?

Have you changed modes of employee communication to react to the generations in the workplace? In what way have you changed them?

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Is it easier/more difficult to retain a millennial? Why?

Do Generation Y employees stay for shorter/longer periods of time in a job compared to previous generations?

What changes can be implemented to improve the image of the Irish hotel sector in the minds of Millennials?

General

What do you feel is the answer to the staff shortage situation for the hotel industry in Ireland?

What are we doing right?

What do we need to improve on?

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Appendix F Traceability of Interview Questions in relation to the Literature

The Labour Market:

Do you find it easy/difficult to retain employees currently?

Yao et al. (2019), Mc Mahon (2018), Wilden et al. (2010), Knox and Freeman (2006)

Explain how you feel the labour market in Ireland is operating currently?

CSO (2019), Hamilton (2019c), Slattery (2018), DJEI (2016), O’Brien (2016), Wallace et al. (2013), Baum (2008)

Are there particular roles you are finding it difficult to fill? Why do you think this is the case?

O’Brien (2016), Solas (2016), McGuire (2015), Solnet (2008)

Do you feel that the current Minimum Wage of €9.55 per hour adequate?

McEnery (2018), Mulligan (2018), woods (2018), ERSI (2016), McGuire (2015), Gursoy et al. (2008), O’Leary and Deegan (2005)

Retention:

Do you regard the current rate of staff turnover in your business as normal?

CIPD (2016), O’Brien (2016), Aspire (2014), Albattat and Som (2013), Mohsin et al. (2013), Davidson et al. (2010b), Hinkin and Tracey (2000), Solnet (2008)

Do you feel that your current rate of employee retention is acceptable?

Yao et al. (2019), O’Brien (2016), Zopiatis (2012), Hinkin and Tracey (2000)

What actions have you taken to improve employee retention in your business?

Gleeson (2018), McEnery (2018), McLaughlin (2018), Weckler (2018), Woods (2018), Chew and Chan (2015), Deery & Jago (2015), Aspire (2014), Chen and Choi (2008), Deery (2008), Poulston (2008)

Do you offer opportunities for professional development to your employees? If yes please state what PD opportunities you offer?

McEnery (2018), McLaughlin (2018), Woods (2018), Bobek and Wickham (2015), Starineca (2015), Aspire (2014), Deery (2008), Gursoy et al. (2008), Poulston (2008), Solnet (2008), Lam et al. (2002)

Do you encourage promotion from within the organisation? How?

McLaughlin (2018), Woods (2018), Aspire (2014), Gursoy et al. (2008),

Do you feel that average wage levels for the hotel industry in Ireland are adequate?

McEnery (2018), Solnet (2008), O’Leary and Deegan (2005)

Discuss the benefits you offer your employees? McLaughlin (2018), Woods (2018), McGinley et al. (2017), Lee et al.(2015), Hinkin and Tracey (2000), Chen and Choi (2008), Gursoy et al. (2008)

Do you envisage offering any further job support initiatives in the future? e.g. staff accommodation, child care assistance, pensions.

McEnery (2018), Woods (2018),McGinley et al. (2017), Bee Kim et al.(2015), Hinkin and Tracey (2000)

What actions keep your employees satisfied? Yao et al. (2019), McLaughlin (2018), Staff (2015), Solnet et al. (2010), Chen and Choi (2008), Gursoy et al. (2008), O’Leary and Deegan (2005)

249

Are employees who leave your business going to similar businesses or a different sector?

McGinley et al. (2014), O’Leary and Deegan (2005)

Have you taken any actions to improve employee work-life balance?

Bee Kim et al.(2015), Deery & Jago (2015), George (2015), Lee et al. (2015), Kandasamy and Ancheri (2009), Deery (2008)

How do you promote teamwork and positive co-worker relations in the organisation?

Karatepe (2012), Gursoy et al. (2008), Glen (2006)

Do you offer training to those taking on supervisory roles? What does it comprise of?

Price (2016), Lee et al. (2015), Wylde (2015), Gursoy et al. (2008), Poulston (2008), Glen (2006), Lam (2002)

How do you communicate with your employees?

Deegan (2018), Hoppe (2018), Kashyap and Verma (2018), McEnery (2018), Brien et al.(2015), Mohsin et al. (2013), Chen and Choi (2008), Gursoy et al. (2008), McCabe and Garavan (2008), Glen (2006)

Do you actively engage with your employees? Mohsin et al. (2013), Gursoy et al. (2008), Glen (2006)

Do you feel that your employees identify with your business and have pride in being part of it?

Hinkin and Tracey (2000), Chen and Choi (2008)

What anchors keep your employees working for you rather than moving on to another business?

McEnery (2018), Woods (2018), Robinson et al. (2014), Mohsin et al. (2013), Chen and Choi (2008), Deery (2008), Gursoy et al. (2008), O’Leary and Deegan (2005)

Industry Image and Employer Branding:

What is the current image or reputation of the hotel industry in Ireland as an employer of choice?

Brien et al. (2017), Davern (2014), O’Leary and Deegan (2005)

Why do you feel the industry has a positive/negative image?

Naylor (2015), Santhanam et al. (2015), Wylde (2015), Aspire (2014), Davern (2014), O’Leary and Deegan (2005), Hinkin and Tracey (2000)

Does the image of the Irish hotel industry affect its ability to retain staff? How?

Brien et al. (2017), Aspire (2014), Davern (2014)

What are the positive aspects of working in the hotel business?

Dosekova and Von Rheden (2018), Naylor (2015)

What are the negative aspects of working in the hotel business?

Aspire (2014), O’Leary and Deegan (2005)

Would you support a family member who expressed an interest in studying a hotel industry-related course in third level education?

Deery & Jago (2015), Deery (2008), O’Leary and Deegan (2005)

Would you support a family member who expressed an interest in being employed in the hotel industry in Ireland?

Deery & Jago (2015), Deery (2008), O’Leary and Deegan (2005)

How do you feel about the brand of your own business as an employer?

Dosekova and Von Rheden (2018), Ranjan (2014)

Describe the culture of your organisation? Smith (2013), Kusluvan et al. (2010), Glen (2006), Hinkin and Tracey (2000), Chen and

250

Choi (2008)Do you feel that employees have trust in the business? Explain why?

Yao et al. (2019), Irvine (2015), Smith (2013)

How do you ensure that individual employees are treated fairly in the organisation?

Irvine (2015), Smith (2013)

Do you feel that current employees act as an ambassador for your business to those seeking jobs?

McGinley et al. (2017), Hospitality Ireland (2016)

Do external ratings such as TripAdvisor ratings affect your ability to retain employees in the business?

Helm et al. (2016), Dutton (2014)

Are you aware if your business has a profile/reviews on the jobs/company review portal ‘Glassdoor’?

Helm et al. (2016), Tuna et al.(2016), Dutton (2014)

Do industry awards such as the IHF’s Quality Employer Designation affect your ability to retain staff?

Helm et al. (2016), Tuna et al.(2016), Dutton (2014)

Do you value the QEP accreditation? Why? Helm et al. (2016), Tuna et al.(2016),Are you familiar with the Great Places to Work programme? If you haven’t, would you ever consider adopting the Great Place to Work programme into the business?

Helm et al. (2016), Tuna et al.(2016), Dutton (2014), Martin et al. 2011)

Do you consciously brand your business as an employer? What actions do you take to do this?

Enz (2009), Moroko and Uncles (2009)

Does consciously branding a business as an employer improve its employee retention?

Tuna et al.(2016), Aspire (2014), Sehgal and Malati (2013), Ambler and Barrow (1996)

Do you feel that the hotel industry in Ireland as a whole recognises the importance of developing an employer brand? How?

McEnery (2018), Lee et al. (2015)

How can you further improve your attractiveness as an employer?

Park and Gursoy (2012), O’Leary and Deegan (2005)

Do you feel that a successful business has a better employer brand?

Dutton (2014), Sahi and Mahajan (2014), Chun (2005)

Do you feel that a negative employer brand affects an employee’s intention to leave that organisation?

Slavkovic (2018), Cascio (2014), Robinson et al. (2014), Jang and George (2012), Moroko and Uncles (2009)

Do you take actions amongst employees to improve your employer brand in your organisation? If yes, what are these employer branding efforts?

Lu et al. (2016), Bee Kim et al.(2015), Aspire (2014)

Do you feel that employer branding efforts are more important for the current generational cohort of employees i.e. Generation Y? Why?

Wiggins (2016), Kuron (2015), Naylor (2015)

How do you instil a sense of pride in your employees in working for your organisation?

Tuna et al.(2016), Gouthier and Miriam (2011), Arnett et al.(2002)

Do you have a strategic Talent Management Plan in place for your business in terms of the attraction, identification, development, retention and deployment of talent for the business? Is it utilised?

Deery & Jago (2015), Ahmad et al. (2010), Earle (2003)

Do you mirror your HR strategies on any ‘best Helm et al.(2016), Tuna et al. (2016)

251

practice’ employers either inside or outside the hotel industry?Name some businesses (either inside or outside the hotel industry) that you feel have a strong brand as an employer of choice?

Tuna et al.(2016), Caligiuri et al. (2010)

How do you promote your business as an employer?

Peter (2015), Aspire (2014)

Intergenerational:

Do you find a difference between managing members of the Generation X and Generation Y/Millennial cohorts? Explain some of the differences?

King et al.(2017), Bee Kim et al.(2015), Aspire (2014), Barron (2014), Chi et al. (2013); Choi et al. (2013), Gursoy et al. (2013), Lub et al. (2012), Park and Gursoy (2012), Zopiatis et al. (2011), Solnet et al. (2010), Chen and Choi (2008), Solnet (2008)

Do you think that generational traits affect an employee’s intention to leave an organisation? How?

Woods (2018), Chi et al. (2013), Gursoy et al. Lub et al. (2012), Park and Gursoy (2012), Deery (2008), Gursoy et al. (2008),

Have you changed modes of employee communication to react to the generations in the workplace? In what way have you changed them?

Chi et al. (2013), Choi et al. (2013), Gursoy et al. (2013), Park and Gursoy (2012), Gursoy et al. (2008),

Is it easier/more difficult to retain a Millennial? Why?

Woods (2018), Morgan McKinley (2016), Brown (2015), Lub et al. (2012), Zopiatis et al. (2012),

Do Generation Y employees stay for shorter/longer periods of time in a job compared to previous generations?

Gursoy et al. (2013), Lub et al. (2012), Gursoy et al. (2008),

What changes can be implemented to improve the image of the Irish hotel sector in the minds of Millennials?

Cox (2018), Cahill and Sedrak (2012), Gursoy et al. (2008),

General

What do you feel is the answer to the staff shortage situation for the hotel industry in Ireland?

McLaughlin (2018), Brien et al.(2017), King et al.(2017), Joyce and Barry (2016)

What are we doing right? Brinded (2018), McEnery (2018), Barron (2014)What do we need to improve on? McEnery (2018), Woods (2017), Barron (2014),

Park and Gursoy (2012), Hinkin and Tracey (2000)

Appendix G Information Sheet for Interviewees & Informed Consent Form

252

Information with regard to the proposed face-to-face interview with Donagh Davern:

The title of the research is ‘The Role of Reputation in Retaining Staff in Irish Hotels – an Intergenerational Study’. The interviewer is a PhD student in the School of Hospitality & Tourism Management at the University of Surrey. He is also a full-time lecturer at the Department of Tourism & Hospitality at CIT and a former hotel General Manager.

For the purposes of this interview the terms Generation Y and Millennials are used interchangeably to mean the same generational cohort. These are employees from eighteen years old to their mid-thirties, while Generation X employees are those from their late-thirties to mid-fifties.

The term Employer Brand refers to ‘the package of functional, economic and psychological benefits provided by employment and identified with the employing company’ (Ambler and Barrow, 1996) and it includes benefits and compensation, promotional opportunities, training and development, the work environment, work-life balance, the brand strength of the organisation, the company culture and working environment.In other words the Employer Brand is how a business is known by its stakeholders in terms of the employment experience it provides and how it distinguishes itself from other employers in terms of this employment experience.

Themes discussed throughout the interview will include The Labour Market; Retention; Reputation; Job Satisfaction; Organisational Commitment; Intention to leave; Organisational Culture; Branding; Industry Image; Generations; Millennials.

Any information which you provide will not be directly attributed to you, though your name and hotel will be listed in the final dissertation as a participant.

The information you provide during the interview will be recorded by way of notes and an audio recording. The audio recording will later be transcribed by the interviewer.

Interviews will be conducted with hotel General Managers in Cork City and County and this will be followed by self-administered questionnaires to a sample of employees in those hotels.

I agree to participate in the research and allow the information generated to be used in the final dissertation.

Print Name ______________ Signature ______________ Date _________

Appendix H IRR Testing Visuals – Coding & Kappa Scores

253

Example of coding performed by main coder and independent coder for Interview O – career opportunities code

Code File File Folder File Size KappaBenefits Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.4941Benefits\Career Opportunities Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Benefits\Other benefits Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.2167Benefits\Pay Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.5992Benefits\Profit Sharing Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Benefits\Promotion Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 1Benefits\Recognition Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Benefits\Training & Development Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.462Brand Strength & Organisational Performance Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.0038Communication Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 1Competition from other Industries for Staff Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Employer Branding Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.2742Employer Branding\Employee Pride Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Employer Branding\Employer Brand Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.2993Generational Influences Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.7733Generational Influences\Generation X Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.7056Generational Influences\Generation Y Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.7733Influences Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Influences\Influence in 2nd & 3rd level Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Influences\Parents, Friends and Family Influence Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Intention to Leave Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.0698Job Satisfaction Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Organisational Commitment Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Organisational Culture Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.1724Organisational Culture\Communication with StaffRuairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Organisational Culture\Organisational IdentificationRuairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars -0.0415Organisational Culture\Organisational Justice Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.4604Organisational Culture\Organisational Trust Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.6524Organisational Culture\Staff Engagement Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Perception of Industry Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 1Recruitment Process Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 1Staff Retention Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Staff Shortages Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Staff Turnover Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Succession Planning Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 1Working Conditions Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.3217Working Conditions\Co-worker Relations Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars -0.006Working Conditions\Engagement Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Working Conditions\Flexibility Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Working Conditions\Industry Perception Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Working Conditions\Safety Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Working Conditions\Supervisor Support Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.4158Working Conditions\Unsocial Hours Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Working Conditions\Wellbeing Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0Working Conditions\Work Life Balance Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0.9578Working Conditions\Work Stress Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 1Working Conditions\Working Hours Ruairi O Connor Semi-structured Interview Questions 3rd July 2018Files\\Interviews 20611 chars 0

0.29

IRR Overall Test Results showing Kappa Scores for each code.

Appendix I Pilot Questionnaire Results

Employee Questionnaire Piloting

254

Respondents were given the questionnaire to complete and were observed by the researcher. It was explained that if they had difficulty answering a question or understanding a question, they should make the researcher aware of this. They should also make the researcher aware if:

- The option they wanted wasn’t available- If they feel the questionnaire was too long- If they found the questionnaire wasn’t easy to follow- If there was any confusion.

Afterwards, the completed questionnaires were scanned for mistakes and items crossed out and these items were discussed with the respondents to ascertain the reasons for same.

Monday 19 th November 2018 at 8pm

Piloted using 5 current hotel employees, based over 4 separate hotels, in management, supervisory and entry level positions.

One person felt that the term Employer Brand should be defined in advance of questions so that respondents knew what it meant before responding to questions on the topic.

One person said that the childcare question didn’t apply to her as she does not have children, so she wrote N/A next to it.

Another respondent left the staff accommodation question blank as they don’t have this facility.

Respondents said they were happy with questions, understood them and found them easy to follow. The questionnaires were completed in under 10 minutes and the respondents felt that this time was fine and they didn’t suffer fatigue.

It was observed from one questionnaire that one respondent circled 1 on three of the initial questions, then crossed it out and circled 5. Afterwards, I queried as to why this had happened and the respondent said that she was tired and just didn’t read the scale correctly to begin with. This same candidate changed four of her answers later in the questionnaire, but just by one or two places on the scale.

Tuesday 20 th November 2018 at 3pm

Piloted using 5 students of the BBus. in Hospitality Management at Cork Institute of Technology, who are currently working in hotels in entry-level positions.

1 respondent had a query as to what an Employee Assistance Programme is? One respondent had a query asking when you say a hotel has a positive reputation as an

employer, what exactly do you mean? One query regarding “I do not consider this type of work to provide a basis for a career” – is

it for the short-term or for my entire career? On examination of the completed questionnaires, one respondent had marked 1 and then

crossed it out and marked 5 instead on the statement “I feel burnt-out in my job”, but when I queried this she said it was just an error she made.

Respondents felt there were no real issues with the questionnaire, all found it easy to follow.

One respondent stated that having the scale on the top of each page was very helpful and the others agreed.

The questionnaires were completed in under 10 minutes and the respondents felt that this time was fine and they didn’t suffer fatigue.

255

Appendix J Instructions for those participating in the Employee Questionnaire

This study is being completed as part of PhD studies in the area of Hospitality at the University of Surrey.

256

The number on the top left of the questionnaire indicates which property the questionnaire

was completed in. Individual employees will not be identified and individual hotels will not

be identified by name in the findings and discussion. Hotels will simply be named as

participating hotels in the Appendices to the research.

This study focuses on:

Generation Y - those ranging in age from 18 to their late 30’s

Generation X - those ranging in age from their late 30’s to mid 50’s

Those outside these age ranges should not complete the survey.

Please distribute the questionnaires randomly across various departments, positions, levels

of seniority and through a mix of Generation X and Generation Y members. Both full-time

and part-time staff can be included. It is important to receive input from both Generation X

and Generation Y employees for comparison purposes.

The questionnaire should take less than 10 minutes to complete.

The questionnaire should be completed on the premises and not taken home to complete.

Completed questionnaires should be placed in the envelope provided, sealed and returned

to the HR office. The unopened envelopes containing completed questionnaires will be

collected by the researcher on the agreed date of _____________________________.

Thank you for your time and cooperation. It is greatly appreciated.

Contact: Donagh Davern

Hospitality Lecturer

Cork Institute of Technology

087-2383994

donagh.davern@cit.ie

Appendix K Employee Questionnaire

Employee Questionnaire.

This questionnaire should take 5 to 10 minutes to complete

257

Property Number __________ Department _______________

I am a (Circle one only) Entry-level Employee Supervisor Manager

For the purposes of this questionnaire: Generation Y are those ranging in age from eighteen to their late 30’s & Generation X are those ranging in age from their late 30’s to mid 50’s. If you are not in these age groups, please do not complete this survey.

Which Generation are you from? Y _____ X _____

How long have you worked in this hotel? (Circle one only)

Up to 1 Year 1 – 2 Years More than 2 Years up to and including 5 Years More than 5 Years

What is your employment status? (Circle one only)

Permanent I work between 20 hours and 38 hours per week I work less than 20 hours per week

Please indicate the extent to which you agree with the following statements by circling the appropriate number where:

1 = Strongly Disagree, 2 = Disagree, 3 = Undecided, 4 = Agree & 5 = Strongly Agree:

Benefits

The rate of pay for my work is appropriate 1 2 3 4 5

I value staff meals as an employee benefit 1 2 3 4 5

I value staff accommodation as an employee benefit 1 2 3 4 5

I value free staff uniforms as an employee benefit 1 2 3 4 5

I value complimentary car-parking as an employee benefit 1 2 3 4 5

I value leisure centre membership as an employee benefit 1 2 3 4 5

I value childcare as an employee benefit 1 2 3 4 5

I value Employee Assistance Programme’s (EAP’s) as an employee benefit

(EAP’s support staff in resolving work or personal related concerns) 1 2 3 4 5

I value health insurance as an employee benefit 1 2 3 4 5

I value staff social/team-building activities as an employee benefit 1 2 3 4 5

I value bonuses/incentives as an employee benefit 1 2 3 4 5

Receiving a pension is an important job benefit 1 2 3 4 5

My job offers me flexibility 1 2 3 4 5

I have been given adequate training since I started to work in this hotel 1 2 3 4 5

I am satisfied with the opportunities which exist for promotion in this hotel 1 2 3 4 5

1 = Strongly Disagree, 2 = Disagree, 3 = Undecided, 4 = Agree & 5 = Strongly Agree

Working Conditions

I feel that this company offers attractive work conditions 1 2 3 4 5

258

I am satisfied with how the company communicates with me 1 2 3 4 5

The communication between people and departments in this hotel makes

me feel part of a positive hotel community 1 2 3 4 5

I am satisfied with the supervision that I receive 1 2 3 4 5

Management regularly communicates with employees on matters affecting

the hotel 1 2 3 4 5

My supervisor’s management style is good 1 2 3 4 5

I receive the help and support from my co-workers that I need 1 2 3 4 5

This hotel strives to improve job satisfaction for its staff 1 2 3 4 5

My job schedule does not interfere with my family life 1 2 3 4 5

I feel burnt-out in my job 1 2 3 4 5

For me, my job is only a small part of who I am 1 2 3 4 5

Organisational Culture

I feel proud to work for my hotel 1 2 3 4 5

I trust my employer 1 2 3 4 5

This hotel has a positive reputation as an employer 1 2 3 4 5

An employee of this hotel would be proud to have relatives work here 1 2 3 4 5

I would recommend this hotel to others as a place to work 1 2 3 4 5

Employees are treated fairly in this hotel 1 2 3 4 5

I believe that employees who have pride in the business have greater

commitment to that business 1 2 3 4 5

Job Satisfaction

I work in this hotel because I enjoy it 1 2 3 4 5

Overall, I am satisfied with my job 1 2 3 4 5

I believe that the more successful a business is, the greater is the level of

employee satisfaction 1 2 3 4 5

1 = Strongly Disagree, 2 = Disagree, 3 = Undecided, 4 = Agree & 5 = Strongly Agree

Organisational Commitment

I feel that my values and the values of this hotel align well 1 2 3 4 5

259

I feel loyal to this hotel 1 2 3 4 5

It would be difficult for me to leave this hotel 1 2 3 4 5

Intention to Leave

I often look to see what positions in other firms are available 1 2 3 4 5

It is likely that I will actively look for a new job in the coming year 1 2 3 4 5

I often consider working in another industry 1 2 3 4 5

I believe that the reputation of a business affects an employee’s intention

to leave that business 1 2 3 4 5

Employer Brand

The Employer Brand is the recognition for being known among key stakeholders for providing a high-quality employment experience and it comprises selected levels of benefits and compensation, the work environment, work-life balance, the brand strength of the company, the company culture and environment.

My hotel has a positive image as an employer 1 2 3 4 5

I would like to further develop my career in the hotel industry 1 2 3 4 5

The Irish hotel industry overall has a positive image as an employer 1 2 3 4 5

I would be very happy to spend the rest of my career in this hotel 1 2 3 4 5

I do not consider this type of work to provide the basis for a career 1 2 3 4 5

The image of the hotel industry as an employer affects its ability to retain staff 1 2 3 4 5

I believe that a hotel with a positive employer brand has more committed

employees 1 2 3 4 5

If a hotel has a negative reputation as an employer it increases an employee’s

intentions to leave that hotel 1 2 3 4 5

Generational Influences

I value the employer brand of my company 1 2 3 4 5

General

What is the most important action that can be taken to improve the image of Irish hotels as employers? _____________________________________________________________________________

Thank you for your time & cooperation. Please return the questionnaire in the sealed envelope provided to your HR/Personnel Department for collection.

Appendix L Characteristics of Employee Questionnaire Sample by Generation, Employee Level

and Employee Status

260

The majority of entry-level employees were from Generation Y, with a fairly even mix at supervisory

level. As would be expected, Generation X outnumbered Generation Y in the management level.

55.8% of the respondents indicated that they were permanent employees, 37% stated that they

worked between twenty and thirty-eight hours per week and 7.3% revealed that they worked for

less than twenty hours per week.

Breaking this down by generation shows that the respondents were fairly evenly distributed across

both Generation X and Generation Y when it came to permanent staff and those working from 20 to

38 hours per week.

261

The respondents represented a broad range of departments in their hotels with the majority

working in the Rooms Division and Food and Beverage areas.

There was a fairly even generational spread across areas of the hotel, except in the ‘Leisure’ area

(comprising Leisure Centre and Spa), where members of Generation Y greatly outnumbered those

from Generation X in terms of respondents.

262

Employees who completed the questionnaire had worked in their hotel for a broad range of time

periods, with quite an even distibution apparent in terms of time worked in the hotels.

It is no surprise that Generation Y outnumbers Generation X in terms of newer entrants to the

organisation, with those having over five years’ service being predominately members of the

Generation X cohort.

263

Cross-tabulating against the employee’s length of service and level they had attained in the

organisation indicated as would be expected that those at management level tended to be longer

serving employees.

Information gathered also showed that the majority of part-time employees were working in entry-

level positions, which is consistent with industry norms.

264

Appendix M Regression Weights for the Model

Unstandardised Estimate

Standardised Estimate

Standard Error

Critical Ratio

p

Working_Conditions <--- Benefits 0.574 0.394 0.091 6.311 ***Employer_Branding <--- Working_Conditions 0.619 0.704 0.042 14.661 ***Employer_Branding <--- Generation 0.042 0.024 0.067 0.623 0.533Employer_Branding <--- Benefits 0.108 0.084 0.064 1.693 0.09Retention <--- Employer_Branding 0.527 0.735 0.042 12.588 ***Retention <--- Generation 0.216 0.175 0.052 4.158 ***Community <--- Working_Conditions 1 0.729 - - -Communication <--- Working_Conditions 0.593 0.623 0.038 15.573 ***Help_and_Support <--- Working_Conditions 0.365 0.405 0.042 8.672 ***Management_communicates <--- Working_Conditions 0.449 0.42 0.05 9.06 ***Supervisors_Management_Style<--- Working_Conditions 0.381 0.445 0.039 9.713 ***Supervision <--- Working_Conditions 0.427 0.481 0.04 10.723 ***Treated_Fairly <--- Employer_Branding 1 0.847 - - -Employer_Image <--- Employer_Branding 0.785 0.743 0.048 16.435 ***Recommend_to_Work <--- Employer_Branding 0.937 0.847 0.047 19.916 ***Positive_Reputation <--- Employer_Branding 0.853 0.785 0.048 17.791 ***Relatives_Work_Here <--- Employer_Branding 0.797 0.738 0.05 16.088 ***Loyalty <--- Retention 1 0.776 - - -Career_Development <--- Retention 1.039 0.532 0.112 9.288 ***Career_in_this_Hotel <--- Retention 1.568 0.773 0.131 12.004 ***Diffi cult_to_Leave <--- Retention 1.347 0.734 0.106 12.652 ***Bonuses_Incentives <--- Benefits 1 0.65 - - -Pension <--- Benefits 1.327 0.841 0.224 5.936 ***

*** - p<0.001

Regression Weights: (Group number 1 - Default model)

265