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dc.contributor.authorTracey, J. B.
dc.contributor.authorHinkin, Timothy R.
dc.date.accessioned2020-09-10T15:27:31Z
dc.date.available2020-09-10T15:27:31Z
dc.date.issued2006-12-01
dc.identifier.other6535324
dc.identifier.urihttps://hdl.handle.net/1813/71149
dc.description.abstractEmployee turnover continues to be a concern for many hospitality firms. To gain insights about the relative costs of different aspects of turnover, we first compared the costs of turnover for different hotel types. Based on data gathered from 33 U.S. hotels, we found that the costs of turnover were generally higher for: (1) higher complexity jobs; (2) independent properties; (3) properties with relatively high room rates; (4) large properties; (5) high- occupancy properties; (6) properties in markets with a high cost-of-living index; and (7) properties in markets with a high unemployment rate. We also examined the relative effects of actions taken to replace departing staff, and found that the damage to productivity caused by the inexperience of new employees is the greatest contributor to the overall costs of turnover.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell University. This report may not be reproduced or distributed without the express permission of the publisher
dc.subjecthotel staff
dc.subjectemployee turnover
dc.titleThe Costs of Employee Turnover: When the Devil Is in the Details
dc.typearticle
dc.description.legacydownloadsTracey_202006_20The_20cost_20of_20employee_20turnover.pdf: 8493 downloads, before Aug. 1, 2020.
local.authorAffiliationTracey, J. B.: jbt6@cornell.edu Cornell University
local.authorAffiliationHinkin, Timothy R.: trh2@cornell.edu


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