I love you - goodbye: exit interviews and turnover in the New Zealand hotel industry [Online]

Given the very tight labour market, skill shortages and staff retention have become major issues in the hotel industry. Furthermore, voluntary turnover incurs considerable expense as it is a labour intense service industry. This paper presents findings from data analysis of formal exit interviews conducted in two hotel chains. The first sample covers a large New Zealand hotel chain with 15 sites, with interviews conducted in 2004 and 2005. The quantitative data for this brand was collected nationally at multiple sites and is further illuminated by qualitative data focusing on a single site case study. The second set of interviews represents a single site, with data gathered from 2001 to 2005. The literature review discusses the theoretical foundations of employee turnover and exit interview efficacy. Particular focus is placed on the antecedents of turnover in the organisational entry phase of the employment relationship, with questions being raised around the importance of socialisation. In an industry that has traditionally high employee turnover, the efficacy of exit interviews in providing feedback on organisational entry is of crucial importance. Our findings raise questions regarding the effectiveness of information provided by the exit interview processes at both hotel chains. This leads the authors to ask how organisational improvement be directed if there is a process in place that fails to provide applicable employee feedback