International Journal of Research and Scientific Innovation (IJRSI) | Volume IX, Issue VIII, August 2022 | ISSN 2321–2705
Career Development Strategies and Employees Effectiveness of Hotels in Rivers State
Joe-Okidi, Precious Ogbeyalu1; Amah, Edwinah (PhD)2; Okocha, Belemenanya Friday (PhD)3
1Doctoral Candidate, Ignatius Ajuru University of Education
2Professor of Entrepreneurship & Management, University of Port Harcourt
3Researcher, University of Port Harcourt
Abstract: The relationship between career development methods and employee effectiveness in hotels in Rivers State is investigated theoretically in this research. This research was based on the social exchange and human capital theories. Employee training and mentorship were used to operationalize career development strategies, while innovation and knowledge management were used to assess employee effectiveness. The analysis discovered that employee performance is strongly linked to career advancement, as evidenced by the literature evaluated. Due to this, the study suggests that hotels should strengthen employee relationships to be able to achieve strong performance and be successful in a competitive market. Hotels should do what they believe is essential to create and maintain better relationships with their employees.
Keywords: Career development strategies, Employee effectiveness, Employee training, Employee mentoring, Innovation, Knowledge management
I. INTRODUCTION
The hotel sector is notorious for its poor compensation, long hours, demanding nature of work, and shift work (Kim, Murrmann & Lee, 2009; Wildes, 2005; Bothma & Thomas, 2001; Kusluvan & Kusluvan, 2000). It is considered that the hotel must reinforce staff confidence in order for them to remain loyal and motivated. Staff appear being the key source of ensuring the hotel’s competitiveness (Kandasamy & Ancheri, 2009), and no hotel could function effectively without competent employees (Enz & Siguaw, 2000). Employees are regarded as the hotel’s most important asset because of how valuable their contributions were (Azinuddin & Zainal, 2014). The hotel business, in particular, has seen an increase in employee turnover as a result of factors such as low pay, bad working conditions, and inadequate benefits (Carraher, 2011; Milman, 2003; Wasmuth & Davis, 1983).
Employees are valuable assets to businesses; in fact, the efficacy of a company’s individuals may be wholly contingent on its performance (Samuel & Chipunza, 2009). Employees’ perceptions of workplace treatment may be influenced by perceived fairness or perceived equity. Human labor is often the most expensive resource in the hotel industry, causing the industry to have the greatest turnover rate (Forget, 2015). The hotel sector need not only qualified personnel, but also the ability to keep them (Subramanian & Shin, 2013). These elements may be used to address employee turnover intentions to be able to keep them, maintain their satisfaction, and capable of meeting their demands (Kim & Jogaratnam, 2010).