Warm Workplace Relationships: How to Retain Hospitality Employees

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aut.relation.endpage13
aut.relation.issue1en_NZ
aut.relation.journalHospitality Insightsen_NZ
aut.relation.startpage12
aut.relation.volume3en_NZ
aut.researcherMooney, Shelagh
dc.contributor.authorMooney, Sen_NZ
dc.date.accessioned2019-07-04T23:04:55Z
dc.date.available2019-07-04T23:04:55Z
dc.description.abstractThis article addresses the significance of workplace social connections for hospitality workers. When examining high turnover in hospitality, the focus is generally negative, such as shift work and low pay [1]. Surprisingly, for a sector that employs one in 11 people [2], little attention focuses on the positive aspects. In New Zealand, hospitality work is considered inferior, to be endured while waiting for more exciting opportunities [3]. Yet a recent New Zealand study shows that hospitality employees at all levels are fulfilled by being recognised as professionals and from the variety, challenge and growth possibilities of their work. The study drew from boundaryless career theory about the social competencies that enable career success for individuals [4]: knowing ‘why’ they are engaged in this career (individual motivation and identity); knowing ‘how’ they are supposed to perform (skills and expertise); and; knowing ‘who’ – significant networks (relationships and reputation). In the qualitative study, data were firstly collected through focus groups with hospitality professionals who had left the industry after working there for at least 10 years. Then, interviews took place with current hospitality employees in a variety of roles, from general manager to kitchen porter with an average of 25 years’ experience. Thematic analysis was carried out separately on each study before results were combined.en_NZ
dc.identifier.citationHospitality Insights, 3(1), 12-13. https://doi.org/10.24135/hi.v3i1.43
dc.identifier.doi10.24135/hi.v3i1.43en_NZ
dc.identifier.issn2537-9267en_NZ
dc.identifier.urihttps://hdl.handle.net/10292/12632
dc.publisherSchool of Hospitality & Tourism, Auckland University of Technologyen_NZ
dc.relation.urihttps://ojs.aut.ac.nz/hospitality-insights/index.php/HI/article/view/43
dc.rightsThis work is licensed under a Creative Commons Attribution 4.0 International License.
dc.rights.accessrightsOpenAccessen_NZ
dc.titleWarm Workplace Relationships: How to Retain Hospitality Employeesen_NZ
dc.typeJournal Article
pubs.elements-id360739
pubs.organisational-data/AUT
pubs.organisational-data/AUT/Business, Economics & Law
pubs.organisational-data/AUT/Business, Economics & Law/Gender & Diversity Research Group
pubs.organisational-data/AUT/Culture & Society
pubs.organisational-data/AUT/Culture & Society/Hospitality & Tourism
pubs.organisational-data/AUT/Culture & Society/Hospitality & Tourism/Hospitality
pubs.organisational-data/AUT/Culture & Society/Hospitality & Tourism/PBRF - review
pubs.organisational-data/AUT/Faculty of Business, Economics and Law
pubs.organisational-data/AUT/Faculty of Business, Economics and Law/Gender and Diversity Research Group
pubs.organisational-data/AUT/PBRF
pubs.organisational-data/AUT/PBRF/PBRF Culture and Society
pubs.organisational-data/AUT/PBRF/PBRF Culture and Society/Hospitality and Tourism
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Sustainable Workforce Research Cluster for Hospitality and Tourism, AUT