Journal of Tourism and Hospitality Management

The Impact of Human Resource Management Practices on Turnover “Case Study Travel Agencies in Beirut Lebanon”
Mrs. Suzanne Abdel Hady, Prof. Hussein Chible

Abstract
Tourism employee turnover is reaching dramatic percentages for many organizations, who strive to maintain proper staffing levels in a tight labor market. Turnover has been an expensive measure of performance in organizations, in terms of financial and operational effectiveness. Organizations and managers in the tourism and hospitality industry are facing real challenges in: recruiting, developing and maintaining a committed, well-managed and well-motivated workforce, where the main concern is ensuring the customers a high-quality service. This paper aims to measure the employee‟s turnover rate in travel agencies in Lebanon and comparing its level between small and large enterprises in the tourism field. The study focuses as well on assessing the effectiveness level of the main HRM practices that apply to the hospitality industry, while measuring its impact on employee‟s turnover. Moreover, this paper aims to study the relationship that exists between job satisfaction, loyalty, organizational commitment and turnover level. To reach the objectives of this study, a set of hypotheses were determined in order to be validated or rejected during the field study. Data were collected through a survey administered to employees in four travel agencies in Beirut, and deep interviews were held with the HR managers of these travel agencies. The main findings have shown that, turnover level in small agencies is higher than in large ones, while job satisfaction, loyalty and organizational commitment are low in small agencies and high in large enterprises. The Findings revealed as well that, HRM practices are well applied by managers in large travel enterprises comparing to small ones. This had positively impacted the employees‟ attitude thus, decreasing the turnover level.

Full Text: PDF     DOI: 10.15640/jthm.v6n2a5