Annual turnover for hourly employees in the hospitality industry averages 102%. The costs associated with hiring and training new employees are estimated at 150% of an employee's salary for businesses with more than 30 employees. The purpose of this case study was to examine the personnel selection strategies used in the casual dining sector. The sample for this study was 6 casual dining restaurant managers in the central Georgia area. Three of the participants used online selection strategies and 3 participants used intuition-based strategies. The objective of this study was to compare the similarities and differences between each respective personnel selection strategy. The conceptual framework employed is a resource-based view of the firm. Data were collected through semi structured face-to-face interviews. Data analysis occurred through coding and theming and revealed common themes between both groups. These themes were related to assessment of the application, applicant experience, applicant skills, traits, and abilities (online), and interviewing of the applicant. By implementing the recommendations from this study, managers in casual dining restaurants could affect social change whereby selecting employees who fit the restaurant environment and would demonstrate a higher self-efficacy and a better work-life balance. Promoting traits of self-efficacy and work-life balance would also create retention among hourly employees, saving restaurant organizations millions of dollars.
| Identifer | oai:union.ndltd.org:waldenu.edu/oai:scholarworks.waldenu.edu:dissertations-4420 |
| Date | 01 January 2017 |
| Creators | Racey, Tim |
| Publisher | ScholarWorks |
| Source Sets | Walden University |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Walden Dissertations and Doctoral Studies |
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