Causes of High Employee Turnover in the Jobs of the Hospitality Industry

Abstract

According to Amah,et al (2009). While hospitality is a form of social relationship with an anthropological dimension, the hotel business is a modern innovation whose development has been encouraged by the invention of the Grand Tour. In other words, for a long time, it would seem that welcoming the other or the host did not constitute the content of dedicated professions. Indeed, for centuries, hospitality has been socially embedded in customary practices, opening its home to foreigners in accordance with ordinary courtesies that can be declined according to the rank of stakeholders. The nobility has long been able to organize reciprocal receptions, ritualized around a relationship that has been developed in castles or mansions. These private establishments knew how to compete in finery and prestige, serving the glory and reputation of the welcoming owner, and whose hosts also came to break idleness, thus becoming pretexts for play and social life. The tourism, hospitality and travel sector is growing rapidly all over the world. According to the World Tourism Organization, there were 1.3 billion international tourists in 2017. France is the leading host country for tourist flows, followed by Spain, the USA, China and Italy. Tourism accounts for 7% of world exports worth $1,400 billion. It directly and indirectly accounts for 10% of global GDP and 10% of global employment. By 2030, the number of international tourists is expected to reach about 1.8 billion people. Hospitality and travel and tourism accounted for 334 million jobs worldwide, directly or indirectly, accounting for 10.6 per cent of total global employment (Alleyne et al,2006). During any crisis, the industry that suffers the most is hotel industry as it is the most sensitive to crises such as terrorists’. attacks, SARS epidemic, bird flu and COVID-19 pandemic. The present paper investigates the negative influence of epidemic COVID-19 upon both of the resort’s employees and management practices in Egyptian resorts during Corona pandemic spread. during COVID-19 crisis the Sheraton hotel chain namely working environment, staff management and the relations with customers had been affected negatively. The human capital in any organization is the real asset because it’s the heart beating which drive to success when compared with other resources like financial or intangible resources. So, all other resources than HR make things possible but only human capital make things happen. The importance of HRM “Human Resources Management” has been elevated recently especially with the outbreak of coronavirus for organizing all the remaining resources for the touristic organizations and improving the employees’ performance has been affected accordingly as the turnover rate had increased because of customers decline and the closure of the touristic agencies.