The Influence of Human Management Practices on the Retention of Core Employees at Stafford Hotel in London.

Order Description

Focus of the project
One of the challenges facing many organisations in the current volatile and competitive business environment is the retention of core employees. This is because the society has become knowledge-based. As such, human resource capital has become vital and indispensable to the survival of enterprises. The paper will examine the influence of human resource management practices on the retention of core employees at Stafford Hotel.
The study will be conducted at Stafford Hotel in London. The hotel is part of Kempinski Hotels and focuses on the luxury segment (Kempinski Hotel London, 2013). A background review of the hotel shows that it is operating in a highly competitive industry. It is therefore important for the institution to retain its core employees so as to ensure that it can provide value to its customers. Understanding the role of human resource management practices in influencing the decision of core employees in the institution to stay will enable the institution to put in place effective human resource management strategies that will enable it to retain its core employees.
Research Aim and Objectives
The aim of the study is to examine the influence of human resource management practices on the retention of core employees at Stafford Hotel. The objectives that will guide the attainment of the aim are:
a. To determine measures that Stafford Hotel has put in place to ensure that its core employees are retained.
b. To critically analyse the extent of employee motivation at Stafford Hotel.
Research Questions
The following research questions will assist in the realisation of the research objectives:
1. What HRM strategies have Stafford Hotel put in place to ensure that it retain its core employees?
2. What strategies have Stafford Hotel put in place to motivate its core employees?
3. Are the strategies effective in retaining and motivating core employees in the institution?
Stafford hotel is an important income earner and employer in the UK. The performance of the institution is therefore important. Failure to retain core employees is a threat to the quality of services offered by the institution. Without proper understanding of the influence of human resource management practices on the retention of core employees, the institution will not be in a position to adopt effective HRM strategies that will enable it retain its core employees and may lose its competitive advantage in the market segment. This cannot be afforded considering the vital role that the institution is playing as an employer and income earner for the government and shareholders.
The study will be limited to Stafford Hotel in London and will focus on the influence of human resource management practices on the retention of core employees in the institution.
Employee retention is concerned with keeping employees that an organisation wants to keep and minimising employees leaving to competitors (Clardy, 2008). In order to deliver value to its customers and meet its goals and objectives, an organisation should have employees with the right talents, skills and abilities. This can be realised by putting in place an effective human resource plan that is supported by effective recruitment, selection, training, development and retaining strategies (Dervitsiotis, 2005).
Organisations usually develop human resource policies that reflect their beliefs and principles. The policies determine how an organisation recruit and select its employees, train and develop its employees, manage performance, ensure occupational health and safety of its workforce and motivate its workforce to contribute towards the realization of its goals and objectives. Several experts in the field of human resource management argue that an organisation’s workforce is potentially its only source of sustainable competitive advantage. According to Pfeffer (2005), an organisation’s human resource system can enable the organisation in question to develop a workforce whose contributions to the organisation are valuable, unique and difficult to be imitated by competitors.
A number of academic studies have shown that human resource practices have significant effects on the performance of an organisation. This is because human resource practices shape employees behaviours and attitudes within an organisation. For example, Whintener (2001) observed that employees usually interpret organisational actions like human resource practices as indicative of their organisations commitment to them and reciprocate accordingly. Employee retention is synonymous to employee motivation because a motivated employee will be satisfied and therefore productive hence likely to be retained in an organisation (Jabbour Santos, 2008). Therefore, the main issue to address when formulating strategies to ensure that core employees are retained is employee motivation.
Clardy, A. 2008. The strategic role of Human Resource Development in managing core competencies. Human Resource Development International, 11(2), 183-197.
Creswell, J. W. & Clark, P. 2007. Designing and conducting mixed methods research. Sage, Thousand Oaks.
Dervitsiotis, K. N. 2005. Creating conditions to nourish sustainable organisational excellence. Total Quality Management & Business Excellence, 16(8/9), 925-943.
Jabbour, C.& Santos, F. A. 2008. The central role of human resource management in the search for sustainable organisations. International Journal of Human Resource Management, 19(12), 2133-2154.
Kempinski Hotel London. 2013, About Stafford London Kempinski hotel. [online] Available at: <>[Accessed 17 May 2013].
Pfeffer, J. 2005. Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 19(4), 95-106.
Whitener , E. M. 2001. Do High commitment human resource practices affect employee commitment? Across-level analysis using hierarchical linear modelling. Journal of management, 27 (5), 515-564.
Intended methods of data collection.
The study will involve a literature review on employee retention and motivation. In addition, the study will use questionnaires to gather primary data.
Primary Data Collection
Questionnaires will be used because they allow for the collection of large amount of information from many individuals. Moreover, data collected using questionnaires can be analysed more scientifically and objectively compared to other methods (Creswell & Clark, 2007). The questionnaires will employ both open and closed questions. The closed questions will allow for the structuring of answers in a way that makes it easy to address the research objectives while the open ended questions will allow the participants to express their own views and give further explanations. Questionnaires will be distributed to all employees in the institution including managers. A sample size of 50 participants will be considered for analysis.
Secondary Data Collection
Secondary data will be collected using peer reviewed journal articles. Websites and books will also be used to gather secondary data.

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