Leadership Strategies to Reduce Employee Turnover in Luxury Hotels in China

Leadership Strategies to Reduce Employee Turnover in Luxury Hotels in China by Iwan R. Dietschi Executive MBA, California State University, 2012 BS, Hotel Management School Lausanne, Switzerland, 1993 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University May 2018 Abstract Some midlevel managers in the China’s luxury hotel industry lack leadership strategies for engaging employees to reduce employee turnover. Employee turnover rates in China’s hotel industry have reached the 30% mark, affecting hotels’ bottom lines. This high employee turnover rate is impacting the hotels’ performance, and negatively affecting the industry’s profitability. The purpose of this qualitative multiple case study was to explore employee engagement strategies luxury hotel industry midlevel managers apply to reduce turnover. The conceptual framework for this study was the three levels of leadership model created by Scouller. The participants in this study were 5 midlevel department managers from 3 luxury hotels in China, who demonstrated strong employee engagement leadership strategies to reduce turnover. Data were collected using semistructured interviews as the primary source, and companies’ related websites and internal documents about training and talent development. After analysis of the data through qualitative content analysis, 4 themes emerged, including corporate culturerelated strategies, talent development-related strategies, leadership-related strategies, and mentorshipand coaching-related strategies. The results of this study may contribute to positive social change by improving leadership competencies to strengthen economic output, increase job opportunities, and improve and sustain employment benefiting employees, families, and communities.Some midlevel managers in the China’s luxury hotel industry lack leadership strategies for engaging employees to reduce employee turnover. Employee turnover rates in China’s hotel industry have reached the 30% mark, affecting hotels’ bottom lines. This high employee turnover rate is impacting the hotels’ performance, and negatively affecting the industry’s profitability. The purpose of this qualitative multiple case study was to explore employee engagement strategies luxury hotel industry midlevel managers apply to reduce turnover. The conceptual framework for this study was the three levels of leadership model created by Scouller. The participants in this study were 5 midlevel department managers from 3 luxury hotels in China, who demonstrated strong employee engagement leadership strategies to reduce turnover. Data were collected using semistructured interviews as the primary source, and companies’ related websites and internal documents about training and talent development. After analysis of the data through qualitative content analysis, 4 themes emerged, including corporate culturerelated strategies, talent development-related strategies, leadership-related strategies, and mentorshipand coaching-related strategies. The results of this study may contribute to positive social change by improving leadership competencies to strengthen economic output, increase job opportunities, and improve and sustain employment benefiting employees, families, and communities. Leadership Strategies to Reduce Employee Turnover in Luxury Hotels in China by Iwan R. Dietschi Executive MBA, California State University, 2012 BS, Hotel Management School Lausanne, Switzerland, 1993 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University May 2018 Dedication I dedicate this doctoral study to my late father Josef Dietschi-Borer, my role model and mentor, who always supported me in anything I wanted to achieve, who dedicated his life to his family, and positively influenced other people through his incredible heart, love and selfless pursuit to do good to other people. My wonderful mother, Hedy Dietschi-Borer, who was always here during this fantastic journey with love, support, and understanding, and who assisted me in anything I needed to pursue my dreams and to achieve the best in my professional and academic life. My incredible brother Josef Jun., who taught me how to focus on my goals, always helped me to become better and to think out-of-the box, and who never stopped believing in me. I have the best family, I love them very much, and I owe everything to them. I would also like to dedicate this study to all my co-workers, past and present, and everyone who influenced me positively to achieve greater heights. As was my late father to me, I would like to be a role model to all aspiring young and talented hoteliers, for them to pursue their professional dreams, and to create excellence in their own hotelier journey. Acknowledgments I would like to sincerely thank my committee chair, Dr. Ronald Black. You have given me incredible guidance, constant encouragement, and have provided me with critical information and feedback to complete this study successfully. You have inspired me with your commitment to excellence, your ability to motivate me and all the other students to go above and beyond. I would also like to thank my doctoral study committee members Dr. Charlotte Carlstrom (2 committee member), and Dr. Al Endres (URR). A special “Dank je” to Dr. Annemie De Scheemaecker, who guided me through the various stages of my doctoral study with a lot of competence, and who has become a role model, not only for me but for many other students in the class.