The United States is a key destination for business and leisure travelers alike. As job growth and economic prosperity gradually improved after the 2008 recession, full-service hotels began offering a greater variety of amenities to attract loyal guests and regain profitability. Unfortunately, full-service hotels are struggling to stabilize their diverse management teams due to persistent turnover and attrition from fluctuating occupancy levels, changes from mergers and acquisitions, and a lack of executive coaching and mentoring. This dissertation reviewed the literature on retention in full-service hotels, focusing on commitment and job satisfaction as a critical component of management retention. The research included a combination of scholarly and grey literature and hospitality industry literature that was analyzed to form a systematic review. The study revealed the underlying factors that increase full-service hotel operational costs are continual recruiting, onboarding, training, and acclimatizing new managers to the organizational culture. Thematic analysis and synthesis, with strategic management theory as the foundation, was used to identify four dominant themes from the dataset findings. The outcome of this comprehensive study on management retention offers practical considerations for executives desiring to reduce costs while increasing operational effectiveness in full-service hotels.
Keywords: attrition, hotels, management, retention, strategy, turnover.
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|Commitee:||Cason, Walter , Milter, Richard|
|School:||University of Maryland Global Campus|
|School Location:||United States|
|Source:||DAI-A 82/8(E), Dissertation Abstracts International|
|Keywords:||Attrition, Hotels, Management, Retention, Strategy, Turnover|
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