Harris, CWilliamson, DRasmussen, EWilkinson, HWilson, M2011-10-042011-10-042011-10-042011-10-042008-12-032008-12-03Proceedings from the 22nd Australian and New Zealand Academy of Management Conference (ANZAM'08)'Managing in the Pacific Century', Auckland, New Zealand1 86308 149 61-86308-149-6https://hdl.handle.net/10292/2222Voluntary staff turnover has been a major problem in hospitality and many hospitality employers are concerned how staff retention can be improved in an industry which is characterised by narrow profit margins, fluctuating customer demand, low pay, unsocial hours and a predominantly young, transient workforce. One New Zealand hotel has recently improved its overall turnover rates, has many long-tenure staff and has been regarded as one of the ‘Best Places to Work’. Besides presenting survey findings on management strategies to enhance workplace culture and communication, it is also discussed whether this workplace example may illustrate a possible way forward in the quest to embedding sustainable employment practices in the hospitality industry.[CD-ROM]NOTICE: this is the author’s version of a work that was accepted for publication. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in (see Citation). The original publication is available at (see Publisher's Version)Voluntary staff turnoverRetentionSustainable hospitality employmentConference ContributionOpenAccess