ABSTRACT
Unacceptable levels of labour turnover is a perennial challenge for the hospitality sector, leading to a fragmented workforce and threatening service quality levels. This chapter reviews the broader strategic context and theoretical perspectives regarding types of labour turnover, before reviewing specific hospitality-related issues. In particular, there is consideration of a so-called turnover culture within the industry and how emotional labour and wellbeing factors play their part in the dilemma. There is also an outline of more detailed managerial approaches, managing and monitoring labour turnover, awareness of its true costs and damaging effects. Finally, based on recent research by the author within the pubs, bars and restaurant sectors, a proposition regarding the alignment of culture, brand and those involved in the service delivery may provide new insights into the challenge.
