Chat with us, powered by LiveChat Walden Strategies for Retaining Night Audit Employees in Hotel Industry Paper | Abc Paper
+1(978)310-4246 credencewriters@gmail.com
  

(1.13) Significance of the Study[1] States why the study is of value to business. States how this study may contribute to effective practice of business (improvement of business practice). Identifies how the results might contribute to positive social change. [1] This area is important in determining Doc Study of the Year Award-justify well. (1.5)Nature of the Study:[1] Provides a brief discussion on the research method (i.e. quantitative or qualitative) and design (i.e. correlation for quantitative study; phenomenological, case study, etc., for a qualitative design); cite a minimum of one source (The method and design will be discussed in greater detail in Section 2). Note: A single paragraph can be used for each component: one for the method and one for the design. Identifies the selection of one method (qualitative, quantitative, or mixed methods) and why other methods would not work (cite a minimum of one source). x Identifies the selection of the design (within the method) and why it was selected over other designs (cite a minimum of one source). x (1.10) Theoretical/Conceptual Framework[2]: Clearly and concisely identify the theory/conceptual framework. In quantitative studies, the theoretical framework is the appropriate term and in qualitative studies the conceptual framework is the appropriate term. The student will articulate the theoretical/conceptual framework with concepts from the literature to ground and complement the applied business study. This component should not exceed one page. It will be expanded upon in the literature review. See Theoretical/Conceptual Framework Video Tutorial at: http://youtu.be/P-01xVTIVC8 Identifies and describes the theory or conceptual model for theoretical/conceptual framework. Identifies theorist(s) of the theory or conceptual model for theoretical/conceptual framework (if applicable).Identifies date of the theory or conceptual model for theoretical/conceptual framework (if applicable).[3]Identifies key concepts/propositions/tenets of the theory or conceptual model for theoretical/conceptual framework.Identifies how/why the theory or conceptual model for theoretical/conceptual framework is applicable and fits/applies to the study. x x x x x [1] A single paragraph can be used for each component: one for the method and one for the design. [2] The theory/conceptual framework informs the research (quantitative) and interview (qualitative) questions. Be sure to review the Theoretical/Conceptual Framework Video Tutorial at: http://youtu.be/P-01xVTIVC8. [3] Some literature identifies the specific date the theorist introduced the theory; provide this date if this is the case. If not, thn it’s not applicable.
20190405122717highlights__1_.docx

20190407050316lima_gonzalez_c_week2_assignment__03_2019___1_.docx

20190418094709week_4_revised..edited__1_.docx

20190405122602dba_prospectus_guide02052019__1_.doc

20190410143622week2_assignment_lima_gonzalez_c_extension_revised__1_.docx

Unformatted Attachment Preview

1. S1 – Problem Statement
2. S1 – Purpose Statement
3. S1 – Nature of the Study
4. S1 – Research Question(s)
5. S1 – Hypotheses Interview Questions (qualitative)
6. S1 – Theoretical Framework (quantitative) or Conceptual Framework (qualitative)
7. S1 – Significance of the Study
1
Prospectus
Title
Student Name
Doctor of Business Administration Prospectus – Finance
Submitted in Partial Fulfillment of the Requirements for the Degree
of
Doctor of Business Administration
Walden University
A00540882
March 2023
2
Prospectus: Strategies for Retaining Night Audit Employees in the Hotel Industry
Problem Statement
Employee turnover is costly to the hotel industry because it disrupts business operations by
adding additional costs of hiring and training new personnel (Ramall, 2014). The estimated cost
of hotel employee turnover is 30% of the annual staff wages (Ferreira, 2017). The general
business problem is that the high rate of turnover among hotel front desk positions may lead to
poor customer service and lost profits. The specific business problem is that some hotel leaders
lack strategies for retaining front desk night audit employees.
Purpose Statement
The purpose of this qualitative study is to explore strategies some hotel leaders use for retaining
front desk night audit employees. The population of the study involves two hotels that have a
low turnover during the night audit shift, in Virginia Beach, VA. The implication for positive
social change is job security continued employment, which in effect improves standards of
living.
Nature of study
The researcher will focus on a qualitative method of research design. This will aid in the nature
of the environment the data will be sourced. The advantage of this kind of research is that the
researcher does not dwell on gathering information that is far from the lived experiences of the
participants targeted. According to Barratt, Choi, & Li (2011), a quantitative approach would not
be appropriate when a researcher is not seeking to explain? a cause and effect relationship.
Further, Sparkes (2014), infers that a mixed-methods approach consisting of both qualitative and
3
quantitative research designs enables a researcher to seek the information needed to solve a
problem instead of identifying the cause of the problem. The researcher will focus on various
studies that will be used to explore a phenomenon by comparing the target population’s
differences and similarities and based on multiple sources of evidence which will be the intent of
this study.
Research Question
What strategies do hotel leaders use for retaining front desk night audit employees?
Interview Questions
1. What strategies does the company use to achieve a low turnover rate on the night audit
shift?
2. Which of these strategies has been effective in keeping a low turnover rate on the night
audit shift?
3. Why have the strategies been effective in keeping a low turnover rate on the night audit
shift?
4. How do you measure, or otherwise assess, the effectiveness of these strategies?
5. What factors do front desk night audit employees say make them satisfied with their
employment in your company?
6. What factors do front desk night audit employees say make them dissatisfied with their
employment in your company?
7. How do you address the factors that cause them to be dissatisfied?
4
8. What else could you tell me that would help me understand the strategies you use to
retain front desk night audit employees?
5
References
Barratt, M., Choi, T. Y., & Li, M. (2011). Qualitative case studies in operations
management: Trends, research outcomes, and future research implications.
Journal of Operations Management, 29, 329-342. doi:10.1016/j.jom.2010.06.002
Davis, O. A. (2018). Strategies for Low Employee Turnover in the Hotel Industry. Scholar
works.
www.ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=tr
ue&db=ir00976a&AN=wldu.dissertations.6348&site=eds-live&scope=site
Ferreira, A. I., Martinez, L. F., Lamelas, J. P., & Rodrigues, R. I. (2017). Mediation of job
embeddedness and satisfaction in the relationship between task characteristic and
turnover: A multilevel study in Portuguese hotels. International Journal of Contemporary
Hospitality Management, 29, 248–267. doi:10.1108/IJCHM-03 2015-0126
Francis, D., & Les Roches Jin Jiang, L. R. J. J. (2017, July). Socialization and friendship as
the panacea for turnover in the hospitality industry. In ICICKM 2017 14th International
Conference on Intellectual Capital Knowledge Management &Organizational Learning:
ICICKM 2017 (p. 81) Academic Conferences
Houghton, C., Casey, D., Shaw, D., & Murphy, K. (2013). Rigour in qualitative case-study
research. Nurse Researcher, 20, 12-17. doi:10.7748/nr2013.03.20.4.12. e326
Krstic, B., Kahrovic, E., & Stanisic, T. (2015). Business process management in the hotel
industry: A proposed framework. Ekonomika, 61, 21-34.
doi:10.5937/ekonomika1504021K
6
Leite, N. R. P., Rodrigues, A. C. D. A., & Albuquerque, L. G. D. (2014). Organizational
commitment and job satisfaction: What are the potential relationships? Brazilian
Administration Review, 11, 476-495. doi.org/10.1590/1807-7692bar2014276
Lewis, S. (2015). Qualitative inquiry and research design: Choosing among five approaches.
Health Promotion Practice, 16, 473-475. doi:10.1177/1524839915580941
Ramall, S. (2014). A review of employee motivation theories and their implications for
employee retention within organizations. Journal of American Academy of Business, 5,
52‐63. doi:10.1108/IJOA-08-2015-0900
Russ, T. L. (2011). The relationship between Theory X / Y: Assumptions and
communication apprehension. Leadership & Organization Development Journal,
34, 238-249. doi:10.1108/01437731311326675
Shah, S. H. A., & Beh, L. S. (2016). The impact of motivation enhancing practices and
mediating role of talent engagement on turnover intentions: Evidence from Malaysia.
International Review of Management and Marketing, 6, 824-833.
Sebastian, R. J., & Davison, B. (2011). The root causes of contract administration
problems. Journal of Public Procurement, 11, 171-189. www.pracademics.com/jopp.html
Sparkes, A. C. (2014). Developing mixed methods research in sport and exercise
psychology: Critical reflections on five points of controversy. Psychology of Sport
and Exercise, 16, 49-58. doi:10.1016/j.psychsport.2014.08.014
Torres, E., & Mejia, C. (2017). Asynchronous video interviews in the hospitality industry:
7
Considerations for virtual employee selection. International Journal of Hospitality
Management, 61, 4-13. doi: 10.1016/j.ijhm.2016.10.012
U.S. Bureau of Labor Statistics. (2018a). Table 16. Annual total separations rates by industry
and region, not seasonally adjusted www.bls.gov/news.release/jolts.t16.htm
U.S. Bureau of Labor Statistics. (2018b). Job openings and labor turnover – June 2018.
www.bls.gov/news.release/pdf/jolts.pdf
Vroom, V. (1964). Work and motivation. San Francisco, CA: Jossey-Bass.
Vroom, V. (2013). Expectancy theory. In E. Kessler (Ed.), Encyclopedia of management
theory (pp. 272-277). Thousand Oaks, CA: Sage. doi:10.4135/9781452276090.n83
World Travel and Tourism Council. (2015). Travel & tourism economic impact 2015: World.
www.zh.wttc.org/-/media/files/reports/economic-impact-171research/regional- 2
2015/world2015
Nature of study
The researcher will focus on a qualitative research method. This will aid in the nature of the
environment the data will be sourced. A qualitative study helps the researcher to observe the
research participants in their natural environments (Eide & Showalter, 2012). The advantage of
this kind of research is that the researcher does not dwell on gathering the information that is far
from the lived experiences of the participants’ targets. According to Barratt, Choi, and Li (2011),
a quantitative approach would not be appropriate for this kind of research since the researcher is
not seeking a cause and effect relationship. Further, Sparkes (2014), implied that a mixedmethods approach consisting of both qualitative and quantitative research designs enables a
researcher to seek the information needed to solve a problem instead of identifying the cause of
the problem. The researcher will focus on various studies that will be used to explore a
phenomenon by comparing the target population’s differences and similarities and based on
multiple sources of evidence which will be the intent of this study.
The case study research design has extensive use in courses such as social sciences,
psychology, and anthropology. Broadly, the case study design provides an in-depth and multifaceted analysis of a particular situation (Houghton, Casey, Shaw, & Murphy, 2013). The
researcher attempts to fully understand a specific occurrence to infer some meaning or lessons.
The researcher narrows on a particular topic rather than adopting a complete survey. Through
this design, a particular case is selected and evaluated in the face of predetermined theoretical
models. This case might involve a person, organization or a particular group.
Through this design, the researcher is always guided by many theoretical underpinnings to
contextualize a real-world situation. In the context of the study, the case will involve the hotels
that operate in Virginia Beach, VA. The real-world situation is the turnover challenge
experienced in USA hotels. Therefore, the researcher will collect views from the participants and
subsequently analyze them through a set of theoretical models. The aim is to identify the most
viable strategies to address the turnover challenge. Other designs such as the phenomenological
would be less appropriate for the study as it would not meet the objective of the study. That is,
other models are not well structured to focus and sufficiently analyze a real-world situation. Only
the case study design has the analytical depth to comprehend the issue entirely. The study intends
to explore the similarities and differences of target populations of various case studies to inform
the basis (Stake, 1995) and find evidence from different relevant sources.
Conceptual Framework
Vroom’s expectancy theory provides a cognitive process of variables that portray
differences of motivation within an individual’s work (Luneburg, 2011). Victor Vroom published
the method in 1964. It provides excellent insight into the impacts of motivation on employees.
The theory states that individuals will always select their behaviors according to the outcomes
that they expect as a result of those behaviors. The propositions associated with the expectancymotivational approach ascribe that; positive performance results in a desirable reward; there is a
positive correlation between efforts and performance; reward satisfies a need and that the desire
to fulfill a need is strong enough to make an attempt worthwhile (Vroom, 1964). Vroom
theorized that people joined organizations through the drive of their needs, the motivation they
received and by gauging their past experiences. These are factors that affect the way people
(employees) behave in the organization.
The theory is categorized into three tenets. The first is Valence- the emotional
orientations that people hold on concerning rewards, Instrumentality- is the perception held by
employees that will get what they desire in an organization regardless of being promised and
Expectancy- employees have various levels of expectation and confidence of their levels of
productivity (Vroom, 2013). Concerning motivation, these tenets of expectancy motivational
theory (valence, expectancy, and instrumentality) relate in the following perspective. An
employer has to understand what employees want from a job. This is the attractiveness an
employee sees from work known as the work outcomes (valence), when high the employee is
compelled to perform well in the job in order to achieve rewards that have been promised by the
employer (instrumentality). The employee hopes that the efforts put into the work will equal
performance and the reward will fulfill the needs of the employee (Expectancy) (Northouse,
2013).
In this study therefore, the researcher seeks to find strategies that compel the employees
remain in their organizations by means of fulfilling their needs through rewarding the outcome
performance. The theory also explores the need for management to create tools of motivation
that are pleasing and that satisfy the needs of Night Audit employees to reduce turnover and that
those rewards are fulfilled. Managers are informed through the theory that organizations need to
relate reward directly to performance and ensure that the rewards given are duly deserved and of
importance to the employees. Employers are motivated by the rewards put forth by the
organization which when highly positive compel the employees to stay remain in the job for
longer.
References
Barratt, M., Choi, T. Y., & Li, M. (2011). Qualitative case studies in operations
management: Trends, research outcomes, and future research implications.
Journal of Operations Management, 29, 329-342. doi:10.1016/j.jom.2010.06.002
Davis, O. A. (2018). Strategies for Low Employee Turnover in the Hotel Industry. Scholar
works.
ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&d
b=ir00976a&AN=wldu.dissertations.6348&site=eds-live&scope=site
Eaton, S. (2012). Maslow’s Hierarchy of Needs – Is the pyramid a hoax? Retrieved March 22,
2019, from https://drsaraheaton.wordpress.com/2012/08/04/maslows-hierarchy-ofneeds/
Ferreira, A. I., Martinez, L. F., Lamelas, J. P., & Rodrigues, R. I. (2017). Mediation of job
embeddedness and satisfaction in the relationship between task characteristic and turnover:
A multilevel study in Portuguese hotels. International Journal of Contemporary Hospitality
Management, 29, 248–267. doi:10.1108/IJCHM-03 2015-0126
Francis, D., & Les Roches Jin Jiang, L. R. J. J. (2017, July). Socialization and friendship as
the Panacea for turnover in the hospitality industry. In ICICKM 2017 14th International
Conference on Intellectual Capital Knowledge Management &Organizational Learning:
ICICKM 2017 (p. 81) Academic Conferences
Houghton, C., Casey, D., Shaw, D., & Murphy, K. (2013). Rigour in qualitative case-study
research. Nurse Researcher, 20, 12-17. doi:10.7748/nr2013.03.20.4.12. e326
Krstic, B., Kahrovic, E., & Stanisic, T. (2015). Business process management in the hotel
industry: A proposed framework. Ekonomika, 61, 21-34.
doi:10.5937/ekonomika1504021K
Leite, N. R. P., Rodrigues, A. C. D. A., & Albuquerque, L. G. D. (2014). Organizational
commitment and job satisfaction: What are the potential relationships? Brazilian
Administration Review, 11, 476-495.doi.org/10.1590/1807-7692bar2014276
Lewis, S. (2015). Qualitative inquiry and research design: Choosing among five approaches.
Health Promotion Practice, 16, 473-475.doi:10.1177/1524839915580941
Luxenburg, F. C. (2011). Expectancy Theory of Motivation: Motivating by Altering
Expectations. International Journal Of Management, Business, And Administration
Volume 15, Number 1. Sam Houston State University.
Nash, K. (2018). A holistic Makeover: Here’s how a senior living community overhauled its
entire foodservice program-without inciting a riot. Food Service Director, 31(1), 28.
ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=
edb&AN=127357739&site=eds-live&scope=sit
Northouse. P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks,
CA: Sage
Ramall, S. (2014). A review of employee motivation theories and their implications for
employee retention within organizations. Journal of American Academy of Business, 5,
52‐63.doi:10.1108/IJOA-08-2015-0900
Russ, T. L. (2011). The relationship between Theory X / Y: Assumptions and
communication apprehension. Leadership & Organization Development Journal,
34, 238-249. doi:10.1108/01437731311326675
Shah, S. H. A., & Beh, L. S. (2016). The impact of motivation enhancing practices and
mediating role of talent engagement on turnover intentions: Evidence from Malaysia.
International Review of Management and Marketing, 6(4), 824-833.
Sebastian, R. J., & Davison, B. (2011). The root causes of contract administration
problems. Journal of Public Procurement, 11, 171-189. Retrieved from
http://www.pracademics.com/jopp.html
Sparkes, A. C. (2014). Developing mixed methods research in sport and exercise
psychology: Critical reflections on five points of controversy. Psychology of Sport
and Exercise, 16, 49-58. doi:10.1016/j.psychsport.2014.08.014
Torres, E., & Mejia, C. (2017). Asynchronous video interviews in the hospitality Industry:
Considerations for virtual employee selection. International Journal of Hospitality Management,
61, 4-13. doi:10.1016/j.ijhm.2016.10.012
U.S. Bureau of Labor Statistics. (2018a). Table 16. Annual total separations rates by industry and
region, not seasonally adjusted.
www.bls.gov/news.release/jolts.t16.htm
U.S. Bureau of Labor Statistics. (2018b). Job openings and labor turnover – June 2018.
www.bls.gov/news.release/pdf/jolts.pdf
Vroom, V. (1964). Work and motivation. San Francisco, CA: Jossey-Bass.
Vroom, V. (2013). Expectancy theory. In E. Kessler (Ed.), Encyclopedia of management
theory (pp. 272-277). Thousand Oaks, CA: Sage
doi:10.4135/9781452276090.n83
World Travel and Tourism Council. (2015). Travel & tourism economic impact 2015: World.
zh.wttc.org/-/media/files/reports/economic-impact-171research/regional-2015/world2015
Walden University
DBA Doctoral Study
Prospectus Guide
F
o
rin
t
e
r
n
a
lu
s
e
o
n
ly
.
Walden University
Academic Offices
155 Fifth Avenue South, Suite 100
Minneapolis, MN55401
1-800-WALDENU(1-800-925-3368)
Walden University is accredited by The Higher Learning Commission and
a member of the North Central
Association, www.ncahlc.org; 1-312-263-0456.
© 2013 Walden University, LLC
The Prospectus
Completing the Prospectus
The DBA Doctoral Study Prospectus consists of several detailed small sections. A sample
prospectus is in the appendix. The goal for the prospectus is to create a plan for developing your
doctoral study proposal. Therefore, you need to have some detailed information for the
prospectus, but you do not need to know all the specific details of the study that you will
ultimately conduct. For example, you may identify employee satisfaction as a variable of the
study, but at this point, you do not yet need to identify the instrument that you plan to use to
measure the variable.
Each research project is different, and because this outline is general, reviewers often ask to
include additional information in your prospectus. For example, feasibility is one criterion for
evaluating your prospectus, and if you are considering a unique sample group, your committee
may ask you to explore that aspect in more detail before moving forward.
The DBA Doctoral Study Prospectus will follow APA 6th edition guidelines and formatted as
.doc or. docx file. As you work on the document, also review the tools available on the CRQ
website, the Doctoral Capstone Research Guide, DDBA Doctoral Study Template, and Doctoral
Study Rubric. Appendices A, B and C contain an annotated outline, sample “quantitative”
prospectus, and Prospectus Rubric, respectively. Appendix D is a graphical depiction of a threestep formula for “qualitative” business problem alignment.
Submitting the Prospectus
Students will work with their chair in DDBA 8100, Doctoral Study Mentoring, to complete the
prospectus. You will use the example Prospectus (Appendix A) as a guide and template; there is
no other official Prospectus template. Students should aim to have an approved Prospectus by the
end of their 3rd DDBA 8100 course. As is the case for the proposal and doctoral study, for which
you will receive feedback on working drafts, prospectus development is an iterative process.
Committee members will use the Prospectu …
Purchase answer to see full
attachment

error: Content is protected !!