Staff retention mechanisms in the hospitality industry: Critical analysis and tools

The article is devoted to topical issues of labor motivation of employees of hotel enterprises, in particular, staff retention.  While human capital is becoming a determining factor in the hotel enterprise performance and its competitive advantage, managers are increasingly thinking about how to retain qualified personnel and solve the problem of their turnover. The research hypothesis is based on the following questions: 1) What makes the head of the hotel enterprise resort to the staff retention mechanism? 2) What retention tools do Russian hotel companies use? 3) What kind of employees are modern hospitality employers looking to retain? 4) How do employees themselves perceive different methods of encouragement and what influences their decision to stay at the enterprise if it is possible to change jobs? To find answers to this question, the authors conducted a survey among employees of hotel enterprises of various skill levels and expert interviews of managers of hotel enterprises. The study made it possible to determine an effective mechanism for motivating and retaining personnel, the features of their perception and assessment by employees of enterprises, and problems of their effectiveness. As a result of the study, the authors developed a personalized matrix for selecting personnel retention mechanisms depending on their qualifications, place in the enterprise, salary received (compared to the average in the region for the position held) and personal characteristics that determine the incentive to work and choose the place of employment.