The competition in the field of restaurant and hospitality industry in Sydney is increasing at a very high rate. The skilled labour and staff is the pre-requisite of the restaurant sector to facilitate customers with high quality services and instant facilities. The efficiency of the restaurants can be improved by hiring the skilled and expertise staff members in the working curriculum of the organizations. The decision making capability of the project managers plays a vital role in the enhancement of business performance because it helps in judging and taking right decision in providing training and development program to improve the specialization of the existing employees, provides rewards and award system, and others. The new opportunities should be created for the working employees to enhance their capabilities to provide effective and good services to the customers. The sustainability of the restaurants can be achieved by increasing the retention of the employees by providing good work, health, and safety standards, increasing bonus, remuneration, and others. It helps in developing positive energy in the working employees.
The organization of the employee’s retention program is the major challenge in achieving success of the restaurant industry. The low arrangement of employee retention will results in loss of employees capability and devotion towards the completion of the given tasks. The inefficiency of the employees results in raising dis-satisfaction in the customers. In Sydney, the owners of the restaurants are not paying attention towards the organization and enhancement of the employees retention program which increases the chaotic environment and directly affects the turnover of the enterprise.
The aim of the research is to explore the strategic approach to develop an effective employee retention program for the growth of the restaurant industry in Sydney. The conceptual model should be designed for designing specific employee growth environment.
The objectives of the research are:
The success of the research project depends on the designing of the research questions in the direction of the research agenda. The research questions which are designed for the study are as follows:
RQ1: What are the problems associated in the restaurant industry in relation to the organization of the employee retention program?
RQ2: What are the factors responsible for improving the employee retention program for the growth of the restaurant industry?
RQ3: What strategy should be designed for the growth of the employee capabilities to increase the turnover of the enterprise?
The study of the literatures and data collected from different online and offline sources helps in analysing the problem domain which exists with the failure of the restaurant sector of Sydney. There are various factors which affect the growth of the employees in the working curriculum of the enterprise such as ineffective work health and safety standards, inefficiency in providing flexibility in the working schedule, no inspection of the job satisfaction, no arrangement of the motivational remuneration, reward system, and others. The conceptual model should be designed by initializing the creative skills to design a employees retention program for the growth of the restaurant industries and the working calibre of the employees. The top executives should actively participates in analysing the clear requirement of the employees demand so that the grievances and chaos of the employees should be resolved at top priority and the turnover of the restaurant sector can be effectively improved. The research questions, interview questions, data collection procedures, and others are designed in the direction of analysing the problems and the area of improvement which exists with the employee retention program.
The potential outcome of the research can be measured as systematic plan and strategy for improving the work performance and calibre of the employees in the direction of facilitating customers with quality of service. The employee should be motivated in the direction to present their 100%b throughput for improving the growth of the restaurant industry. The new policies and conceptual model is designed for increasing the work performance of the dedicated employees.
The conceptual framework is designed for improving the work performance of the casual employees of the Sydney restaurants. The increasing demand of the employee from the international project attracts them to quit their current job and move towards for growth. The turnover and retention program in the current serving centre helps in retaining the casual workers to remain stay with the current job profile and give their best throughput. The strategy should be developed for improving the reliability of the causal workers towards their existing job profile to attain sustainability and growth of the restaurants in Sydney.
The visualization of the strategic approach to improve the end results helps in developing effective conceptual model for the employee retention program. The stakeholder engagement program should be developed which clearly specifies the role and responsibilities of the working employees according to their will and expertise to achieve the common goal of the restaurant in the direction of satisfying customers need (Tracey and Nathan, 2014). The program of training and improvement should be organized for the employee’s to enhance their work performance. The performance appraisal should be arranged for determining the progress report of the employees. It helps in providing rewards, awards, and bonuses to employees for filling their heart with positive motivation which compels them to remain dedicated towards their work. The communication platform, tools, technologies, and management plan should be developed for the organization team members to minimize the chaotic work environment (Tonder, and Bekker, 2014). The organization should take step forward in providing necessary required resources for completing the tasks, health work and safety standards, and revised payments and bonuses. The coordination and cooperation among the working units helps in providing good quality services and facilities to the customers. The level of job satisfaction and willingness to complete the given tasks should be measured so that performance of the organization should be not be affected by not getting the desired results from the working employees (Shaikh, and Zahid, 2016). The salary provided to the employee should be according to the market rate so that the employees do not get attracted towards other organization which are offering more salary to the employees. The factors responsible for the dissatisfaction of the employees should be measured so that their calibre and operational feasibility can be effectively improved for increasing their work performance (Tiwari, 2015). The standard relationship should be developed between the stakeholders and superior authority so that they can freely share their opinions and thought by making use of effective communication tools and technology. The grievances of the employees should be resolved at top priority so that they can remain attached with the restaurants. The casual employees should be provided with good quality work, health, and safety standards so that they can deliver good quality service and facilities to the consumers and increases the level of satisfaction of the customers (Scott, 2016).
The impact of developing strategies for increasing the employee retention program helps in increasing the contribution and willingness of the stakeholders in completing their project within time and cost. The good quality services and facilities can be provided to the consumers which help in increasing the customer attraction from the global world. The new opportunities are created for the employees to show their hidden talent for the growth of the company. The arrangement of retention program helps in increasing connectivity, reliability, and sustainability of the employees with the existing company architecture. The new career can be developed for the employees (Munns, and Bjeirmi, 2012). The deployment of communication tool in the working enterprise helps in increasing the flow of information, opinion, and thoughts which builds the strong and healthy relationship between the top management and the casual employees. The employees feel as a part of a corporate family and willingly do the respective work for the growth of the restaurant services and facilities. The management of the stakeholder engagement plan increases the job satisfaction of the employees towards their work. The training and development program enhances the skills and expertise of the employees to give their best for the improvement of the net profit earned by the company (National learning consortium, 2011). The critical issues which exists with the employees in relation to the resource management, work environment, remuneration, reward system, performance appraisal can be enhanced by developing a stakeholder engagement program and communication management program (Pragassa, 2017). The analysis of the performance appraisal helps in evaluating the work performance of the employees to awards them with the handsome amount of bonus and salary revision which fills the mind and heart of the employees with the positive energy (Imna, and Hassan, 2015).
The study of the literary sources helps in constructing the research hypothesis which can exist with the analysis of relationship between the casual employee turnover and the growth of the restaurant industry
|
Hypothesis |
Description |
|
H1 |
H0: There is no dependency exists between the employee retention and their operational capabilities H1: There is a predictable and direct relationship between the employee retention and their operational capabilities |
|
H2 |
H0: There is no dependency exists between the stakeholder engagement plan and growth and expertise of the working employees H2: There is a predictable and direct relationship between the development of the effective stakeholder engagement plan and growth and expertise of the working employees |
|
Hypothesis 3 |
H0: There is no dependency exists between the health, work, and safety relationship and growth of the restaurant industry H3: There is a predictable and direct relationship between the development of the effective health, work, and safety standard and growth and expertise of the working employees and success of the restaurant industry (Monappa, 2017) |
|
Hypothesis 4 |
H0: There is no dependency between the sustainability of the casual employees and increased in the turnover of the restaurant industry H4: There is predictable and direct relationship between the sustainability of the casual employees and increased in the turnover of the restaurant industry |
|
Hypothesis 5 |
H0: There is no dependency between the implementation of the conceptual framework and growth of employees and restaurant industry H5: There is a predictable and direct relationship between the implementation of the conceptual framework and growth of employees and restaurant industry (An, Ying, Sheng, and Bin, 2013) |
Research Approach
The qualitative and quantitative research approaches are performed for collecting the data to prepare a successful research project. The data is collected from varying sources to make the research work effective. The interview session was organized with the top executives of the restaurant industry, meetings with the employees, searching and collecting data from online and offline sources, analysing the financial report of the restaurant industry, and others (Deighan, 2012).
Sources of Data
Setting of population: The working of the Sydney restaurants is taken as the population for undergoing the research work.
Sampling: Some Selected restaurants are selected from the list of Sydney restaurant for analysing the gaps in the working procedures laid down for retaining their employees and developing long term bonding with them.
Interview: The interview session was organized with the top executives of restaurant sector
Questionnaire: The Questionnaire round was organized with experts and employees to know the limitation of the employee retention program
Online library: The data is collected from online library sources
Literature review: The literatures are selected from the internet to design the research study
The data is collected from two sources primary data sources and the secondary data sources.
Primary Data sources: The primary data for the research study is collected by arranging interview, questionnaire, surveys, sampling, and observations. The interview questions are prepared for dealing with the face to face conversation with the directors of the restaurant industry such as what are the factors responsible for retaining the employees with the organization? What are the policies and strategies adopted by the market competitors in providing retention to the casual employees? How the performance of the employees can be measured? What measures are taken by the owner in retaining their casual employees? The arrangement of interview session and questionnaire round helps in retrieving the required information in regards to the growth of the employees. In the sampling research methodology 5 Restaurants have been selected from the lists of restaurants in Sydney. It helps in analysing the working of the employees and the retention bonus provided to them by the company for improvement. The surveys are organised to analyse the complex situation of the restaurant industry in retaining their casual employees (Latha, 2013).
Secondary sources: The study of the literature review and the data collected from the newsletter, annual financial report, and circulars helps in developing the data matrix for analysing the gaps and strength of the working structure of the restaurant industry.
The research work is organized in the following format:
First Portion of the research study focuses on the project description and study area i.e. restaurants sector of Sydney for analysing the problem domain which exists in increasing the turnover of the employees.
Second Portion of the research study focuses on analysing the requirement for developing the improvement model with regards to the employee turnover. The justification and the design thinking model are completing to each other for restaurant sector improvement in Sydney
Third portion of the research study focuses on data collection methodology which are used for collecting data from primary and secondary sources such as interview, questionnaire, literature review, and others.
Fourth portion focuses on developing the budget required for the completion of undertaken research study
Fifth portion focuses on developing activity schedule for completing the research report within the prescribed period of time.
The total budget required for the completion of the research report is $ 6500. The cost breakdown structure is given below:
|
Activities |
Cost |
|
Data collection from primary sources |
$1500 |
|
Data collection from secondary sources such as literature review |
$ 1000 |
|
Data Analysis |
$ 1000 |
|
Travelling cost for data collection |
$ 2000 |
|
Preparation of the complete report |
$ 1000 |
|
Total Cost |
$ 6500 |
|
Activities |
Sub-activities |
Duration |
Start Date |
Finish Date |
Predecessor |
|
Project Initiation |
Proposal of the project topic |
3 |
12 Oct, 2018 |
16 Oct, 2018 |
|
|
Selection of the project topic |
5 |
17 Oct, 2018 |
23 Oct, 2018 |
3 |
|
|
Designing of the project Abstract |
7 |
24 Oct, 2018 |
1 Nov, 2018 |
4 |
|
|
Project Planning |
Data collection from primary sources |
7 |
17 Oct, 2018 |
25 Oct, 2018 |
3 |
|
Data collection from the secondary sources |
5 |
26 Oct, 2018 |
1 Nov 2018 |
7 |
|
|
Analysis of the data |
3 |
2 Nov, 2018 |
6 Nov, 2018 |
8 |
|
|
Development of the conceptual framework |
5 |
7 Nov, 2018 |
13 Nov, 2018 |
9 |
|
|
Analysis of literature review |
3 |
14 Nov, 2018 |
16 Nov, 2018 |
10 |
|
|
Designing phase |
Designing of Darft 1 |
7 |
19 Nov, 2018 |
27 Nov, 2018 |
11 |
|
Submission of draft 1 |
2 |
28 Nov, 2018 |
29 Nov, 2018 |
13 |
|
|
Designing of Draft 2 |
7 |
26 Nov, 2018 |
4 Dec, 2018 |
11 |
|
|
Submission of Draft 2 |
2 |
5 Dec, 2018 |
6 Dec, 2018 |
15 |
|
|
Critical analysis of Qualitative and quantitative data |
7 |
7 Dec, 2018 |
17 Dec, 2018 |
16 |
|
|
Development of the complete report |
5 |
18 Dec, 2018 |
24 Dec, 2018 |
17 |
|
|
Evaluation phase |
Evaluate the gaps of the report for improvement |
7 |
25 Dec, 2018 |
2 Jan, 2018 |
18 |
|
Collect data for improvement |
5 |
3 Jan, 2018 |
9 Jan, 2018 |
20 |
|
|
Update the report |
2 |
10 Jan, 2018 |
20 Jan, 2018 |
21 |
|
|
Completion phase |
Submission of the report |
7 |
23 Jan, 2018 |
25 Jan, 2018 |
22 |
|
Project Closure |
3 |
24 |
Conclusion
It can be concluded that the net profit and turnover of the restaurant industry can be improved by organizing the casual employee retention program for retaining them with the existing working enterprise. The employee should be motivated in the direction to present their 100% throughput for improving the growth of the restaurant industry. The new policies and conceptual model is designed for increasing the work performance of the dedicated employees.
References
An, T.,, Ying, T., Sheng, T., and Bin, Y. (2013). Factors that influence employee job satisfaction in food industry. 1st ed. [ebook] online. Retrieved from https://eprints.utar.edu.my/1123/1/BA-2013-0904686.pdf
Deighan, K. (2012). Managerial strategies for reducing employee turnover. 1st ed. [ebook] online. Retrieved from https://www.islandscholar.ca/islandora/object/ir%3A20219/datastream/PDF/view
Imna, M. and Hassan, Z. (2015). Influence of human resource management practices on employee retention in Maldives. 1st ed. [ebook] online. Retrieved from https://www.researchgate.net/publication/316013676_Influence_of_Human_Resource_Management_practices_on_Employee_Retention_in_Maldives_Retail_Industry
Latha, K. (2013). A study on employee attrition and retention in manufacturing industries. 1st ed. [ebook] online. Retrieved from https://www.bvimsr.com/documents/publication/2013V5N1/09.pdf
Monnappa. (2017). Project scope management: What it is and why it is important. 1st ed. [ebook]. Retrieved from https://www.simplilearn.com/project-scope-management-importance-rar89-article
Munns, A., and Bjeirmi, B. (2012). The role of project management in achieving project success. 1st ed. [ebook] online. Retrieved from: https://notendur.hi.is/vio1/The_role_of_project_management_in_achieving_project_success.pdf
National Learning consortium. (2011). Continuous quality improvement strategies to optimize your practice. 1st ed. [ebook]online. Retrieved from https://www.healthit.gov/sites/default/files/nlc_continuousqualityimprovementprimer.pdf
Pragassa, W. (2017). Employees retention factors in the hospitality. 1st ed. [ebook] online. Retrieved from https://erepo.usiu.ac.ke/bitstream/handle/11732/3453/Whitney%20Final%20Edition%2014th%20August.pdf?sequence=1&isAllowed=y
Scott, M. (2016). Strategies for retaining employees in the hospitality industry. 1st ed. [ebook] online. Retrieved from https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?referer=https://www.google.co.in/&httpsredir=1&article=2905&context=dissertations
Shaikh, T., and Zahid, M. (2016). Retention strategies to increase organization commitment and reduce employee turnover in hospitality sector. 1st ed. [ebook] online. Retrieved from https://mpra.ub.uni-muenchen.de/76746/1/MPRA_paper_76746.pdf
Tiwari, I. (2015). An analysis of the factors affecting employee retention and turnover in the hospitality industry. 1st ed. [ebook] online. Retrieved from https://trap.ncirl.ie/2050/1/ishanitiwari.pdf
Tonder, J., and Bekker, M. (2014). Analysis of a methodology to obtain a work breakdown structure built up from interdependent key project deliverable package. 1st ed. [ebook] online. Retrieved from https://c.ymcdn.com/sites/www.projectmanagement.org.za/resource/resmgr/conference_proceedings_2002/10.pdf
Tracey, J., and Nathan, A. (2012). The strategic and operational roles of human resources: An emerging model. 1st ed. [ebook] online. Retrieved from https://scholarship.sha.cornell.edu/cgi/viewcontent.cgi?article=1804&context=articles
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