蒙古旅館業降低員工流動率之研究

The Study on Employee Retention of Hotel Industry in Mongolia

杜佳莉(Lkhamsuren Dugeree)

指導教授 ： 賴佩均 ； 黃文琪

國立屏東科技大學/國際學院/熱帶農業暨國際合作系/碩士(2015年)

https://doi.org/10.6346/NPUST.2015.00061

摘要

摘 要

觀光旅館業對於許多國家而言，是一個重要的經濟來源。旅館業提供餐飲、住宿及許多客製化的服務，因應旅館業務所需要的員工，以工作技能來說，自低階到高階專業工作技巧都是需要的。近年來，蒙古旅館業，許多具有高階工作技巧的員工被新興的採礦業吸引，使得如何降低員工離職率，提高員工留任率為旅館經理人的重要課題。
本研究主要研究目的在了解如何提高蒙古旅館員工留任率，研究方法採用問卷調查法，藉由便利性抽樣方式，回收360份問卷。研究結果顯示升遷機會、主管支持、工作環境、薪資以及工作-生活平衡跟員工留任有正向關係。員工留任對於旅館服務品質的提升以及解決缺工問題有很大的助益，旅館若能在留任因素中做出最佳的配置，當可有效留任公司員工，創造營運績效。
關鍵字：員工留任、留任因素、旅館業、蒙古

關鍵字

員工留任 ； 留任因素 ； 旅館業 ； 烏蘭巴托 ； 蒙古

並列摘要

Abstract

The tourism sector is an important source of economic for most countries. Also the hotel industry is an important part and one of the largest sources of employment in tourism. This industry provides accommodation, meals, and personal services for both the tourists and residents. Therefore, this requires vast labor force ranging from unskilled positions to highly specialized positions. In all positions from bellhop to executive managers, the main goal is to service the public. The employee, specially a skilled worker is the core of any organization and the activities of any business are unsuccessful without skilled workers. Thus, this is one of the most important issue of tourism and hospitality employment in both developed and developing countries. On the contrary, workers leaves job by some reasons such as a low salary, lack of career opportunity, long working hours, management issues and better opportunity in
another sector. Especially, Mongolian hospitality industry has been losing its skilled workers to the mining sector in recent years. Hence, finding ways to reduce the high turnover rate of staff and to increase the employee retention is very essential for our hotel industry.
Today, the employee retention is a global issue. This study aimed to analyze employee retention issues of the hotel industry in Mongolia. A quantitative approach was used for this study and we examined the relationship of five retention factors with employee retention. These five retention factors are growth opportunity, supervisor support, work environment, compensation and work-life balance. The literature review consists of articles written by industry professionals who discuss employee retention issues. This study used the convenience sampling technique. Informants were from 6 hotels, all are 3-5 star hotels located in Ulaanbaatar, the capital city of Mongolia. Total 360 all-level staff participated in the web-based on-line survey. The result demonstrated the positive relationship of career opportunity, supervisor support, work environment, compensation and work-life policy with retaining valuable employees. In addition, salary and promotion were determined as the most important reason influencing workforce movement in the hotel industry. The study revealed that employee retention would contribute to improve hotels’ service quality. The most important is to find the optimum combination of these factors that ensure satisfied employees. Finally, the organisations will be able to retain their most valued employees.
Keywords: employee retention, retention factors, skilled workers, hotel industry, Ulaanbaatar city, Mongolia

並列關鍵字

employee retention ； retention factors ； hotel industry ； Ulaanbaatar city ； Mongolia

參考文獻

Aguenza, B. B., and P. M. Ahmad. 2012. Motivational Factors of Employee Retention and Engagement in Organizations. International Journal of Advances in Management and Economics 6(1):88-95.

AlBattat, A. R., P. M Ahmad, and S. H. Abdullah. 2013. Overcoming Staff Turnover in the Hospitality Industry using Mobley's Model. International Journal of Learning & Development 6(3):64-71.

Aksu, A. 2004. Turnover Costs: Research among Five-Star Hotels in the City of Antalya, Turkey. Tourism analysis 3(9):207-217.

Aksu, A. 2008. Employee Turnover: Calculation of Turnover Rates and Costs. In: Handbook of Hospitality Human Resources Management, V. T. Dana Oxford: Elsevier Ltd, 195-222.

Baum, T. 2008. Implications of Hospitality and Tourism Labour Markets for Talent Management Strategies. International Journal of Contemporary Hospitality Management 7(20):720-729.