Ineffective training at front of house department of date nariya restaurant

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ---VO THI THINH INEFFECTIVE TRAINING AT FRONT OF HOUSE DEPARTMENT OF DATE NARIYA RESTAURANT MASTER OF BUSIN

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

-VO THI THINH

INEFFECTIVE TRAINING

AT FRONT OF HOUSE DEPARTMENT OF DATE NARIYA

RESTAURANT

MASTER OF BUSINESS ADMINISTRATION

Ho Chi Minh City – Year 2021

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

-VO THI THINH

INEFFECTIVE TRAINING

AT FRONT OF HOUSE DEPARTMENT OF DATE NARIYA

RESTAURANT

MASTER OF BUSINESS ADMINISTRATION

SUPERVISOR: PHAN THI MINH THU

Ho Chi Minh City – Year 2021

2.2.2 The ratio of Vietnamese guest comes to restaurant less than others 21

3.2.2 Set of Solution 2: Focus on Organization’s needs and closely connect with

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LIST OF FIGURES

FIGURE 1: THE S.O.L ORGANIZATIONAL CHART 8

FIGURE 2: OPERATION DIVISION’S ORGANIZATIONAL CHART 9

FIGURE 3: REVENUE OF 5 BRANDS FROM AUGUST 2020 TO JANUARY 2021 13

FIGURE 4: NUMBER OF GUESTS OF FIVE BRANDS FROM AUGUST 2020 TO JANUARY 2021 14 FIGURE 5: INITIAL CAUSE AND EFFECT MAP 18

FIGURE 6: RESTAURANT BUSINESS FAILURES PER YEAR 19

FIGURE 7: IMPACT OF VARIOUS FACTORS ON RESTAURANT VIABILITY 22

FIGURE 8: UPDATED CAUSE AND EFFECT MAP 28

FIGURE 9: ADDIE INSTRUCTIONAL DESIGN MODEL 32

FIGURE 10: CAUSE AND EFFECT DIAGRAM OF INEFFECTIVE TRAINING 34

LIST OF TABLE

TABLE 1: REVENUE OF 5 BRANDS FROM AUGUST 2020 TO JANUARY 2021 12

TABLE 2: GUEST NUMBER OF 5 BRANDS FROM AUGUST 2020 TO JANUARY 2021 13

TABLE 3: COS (COST OF GOODS SOLD) OF RESTAURANTS FROM AUGUST 2020 TO

DECEMBER 2020 26

TABLE 4: SETS OF SOLUTION FOR THE MAIN CAUSE 41

TABLE 5: ACTION PLAN FOR SET OF SOLUTION 2 43

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Abstract:

Date Nariya is a Sendai-style restaurant that is franchised from Japanese with the specialist is “Gyutan” (beef tongue) In the research period, from opening at the beginning of August 2020 to January 2021, sales of the restaurant are dropping compared to other restaurants on the same company The main problem has been unhidden after studying After the process of analysis and validation by the Problem Solving of Organization method, the causes are presented through the study of theoretical models from which the interview is carried out to determine the main cause From the root cause of the problem, a set of solution is suggested after

evaluating, comparing the cost and benefit of the alternative solutions

CHAPTER 1: PROBLEM CONTEXT

1.1 Company Overview

S.O.L (is an acronym for “Sense Of Life”) COMPANY LIMITED is established on 30th July 2013 by Mr Hoang Vien Dong – an expert in Food and Beverage Industry The company is specializing in business chain restaurants in Japanese style that the head office is located in Phu Nhuan District Current scale: 170 people

S.O.L’s Message:

S.O.L's philosophy is “Customers’ Satisfaction” (CS) is created via

“Employees’ Satisfaction” (ES) and “Plus One Service”

They have been creating and improving a working environment and procedure

so that they can make their staffs happy to serve their guests and make them satisfied

“Plus One Service” is that they want to serve beyond customers’ expectations

By philosophy “100+1 =200”, every single staff and manager of theirs aims to serve more to their guests and keeps thinking to improve every day They want to ensure that every guest is satisfied and proud of using their service

The S.O.L’s vision is to achieve 100 restaurants within 20 more years from 2018-2038 with 5,000 staff Our five-year plan is ten years with 500 staff from 2018-

Core Value:

- Punctual

- Respect & Care

- Open door policy

- Responsibility

- Team Spirits

During seven years of operation, S.O.L owns the following restaurant brands:

- KOHAKU SUSHI & YAKINIKU (2)

- KOHAKU UDON & RAMEN (2)

- DATE NARIYA (1)

- MIWAKU PREMIUM (2)

With these brands, the company has classified them into three types of restaurants: KOHAKU UDON & RAMEN is the fast casual Potential customers are family, office workers from 25 years and older Their income is from 10 million per month or more Per capita expenditure is under 350,000 VND

KOHAKU SUSHI & YAKINIKU and DATE NARIYA is casual dining Target customers of these restaurants are Class A1-A3, class B +, Office staff, the family from 25 years old and above with an income of over 23 million per month The average per capita spending of customers using services at these restaurants ranges from 350,000 VND to 600,000 VND

MIWAKU is a premium brand with a fine-dining style With the average spending per customer is from 1.2 million and up, their incoming is more than 3,000USD per month They are Vietnamese and foreigner entrepreneurs, stars, or person who has

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demanded to hold special anniversary Even though, gastronomers who want enjoy a meal with “Omakase” style which customer will be served dishes by chefs that they do not to have order in advance What special dishes do not also present on the menu

Head office organization chart:

Figure 1: The S.O.L organizational chart Source: S.O.L company profile

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Figure 2: Operation division’s organizational chart

Source: S.O.L company profile

In order to identify the problems of the S.O.L’s Company, the symptom will be justified firstly by using internal data such as sales revenue data

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After that, the central problem will be identified through reviewing some theory frameworks in combination with conducting an in-depth interview with persons in charge to have a general view of the problems

1.2 Problem Context

In a Food and Beverage company, the operation department seems the important one All resources focus on these in order to ensure them smoothly and effectively operate Each unit of the restaurant is a part of the operation Amongst these, Date Nariya branch is the newest one

DATE Nariya restaurant is the first franchise store of S.O.L, which dishes made from Sendai Gyutan Steak (Sendai beef tongue steak), created by Chef Tatsuya Saito

It is opened in August 2020 It is located on the B1 floor of Landmark 81; DATE Nariya is properly designed for a Japanese Gyutan restaurant with a warm, friendly main style Here, diners have more opportunities to learn about Sendai culture, from the history of the famous Samurai Date, to the unique monuments and festivals of this area

DATE Nariya menu is a variety of Sendai specialties such as Miyaki Kaki Furai, A5 Wagyu sushi, salmon rice, Zunda soy desserts and unique sets designed for each customer Diners who are busy office workers can choose lean and convenient meals If diners want to organize meetings, they can choose a special hot pot and grilled dishes The variety of menus will give diners a complete meal whether lunch or dinner with a variety of options such as Toro Gyutan Steak, Western-style Gyutan (Gyutan Cheese Fondue with fresh vegetables), or Zunda Creme Brulee (a dessert cream made from young soybeans)

The ingredients are 100% imported with a professional processing team, giving diners a complete experience when enjoying the cuisine at the restaurant

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To increase the customer experience, the restaurant is structured 100%

full-times from the beginning with enough position the same as the Operation’s

Organizational Chart with 01 shift leader, 01 Restaurat Manager, 05 full-time server

staffs at Front of House, 01 hostess, 01 cashier, 03 staffs at Back of House for each

shift CEO aims to bring the best Japanese experience to their valued customers for

their unforgettable and capture every moment of their time at Date Nariya through

down-service and excellent staffs

1.3 Symptom

If the milestone is in August when the restaurant Date Nariya starts to open,

there is proof that the sales volume of Date Nariya is going down compared with other

brands that have the same customer segment of the company from August 2020 to

January 2021 Based on the database from the accounting department, a comparison

amongst restaurants shows there is a suddenly dropping sale at Date Nariya from VND

1,050 million in August 2020 to 707,052,000 in January 2021 It means that the

volume declines about 32,69% Meanwhile, other restaurants in the S.O.L Company

have recorded an increase in the revenue in the same period They are 62%, 92, 66%

at Kohaku B1 81, Kohaku Ramen Vincom DK, Kohaku Udon, respectively Besides,

Kohaku Sushi Van Hanh Mall has recorded a decrease in December because there was

a patient of Covid-19 visited here This issue had affected other customers in the

period However, there was an increase in the next month

Kohaku Udon Vincom DK

Kohaku Sushi Van Hanh Mall Revenue

(Unit:

Million VND)

%

Revenue (Unit:

Million VND)

%

Revenue (Unit:

Million VND)

%

Revenue (Unit:

Million VND)

%

Revenue (Unit:

Million VND))

%

Aug-20

1,050 100%

1,152 100%

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Sep-20

850 81%

1,633 142%

Kohaku Sushi Van Hanh Mall

1,503 100%

3,154 100%

1,755 100%

Sep-20

2,348 58%

3,830 135%

2,025 135%

3,734 118%

2,559 146%

Oct-20

2,028 50%

4,204 148%

2,253 150%

4,129 131%

2,895 165%

Nov-20

2,177 54%

4,210 149%

2,822 188%

5,050 160%

2,940 168%

Dec-20

2,204 54%

3,730 132%

2,506 167%

4,973 158%

1,564 89%

Jan-21

1,935 48%

3,720 131%

2,481 165%

4,800 152%

1,785 102%

2.1.1 Problem mess

To make clear the symptom of Date Nariya of going down of revenue from August 2021 to January 2021, the researcher focus on the content what the reason cause the decline in restaurant sales There is seven-problem mess appearing as below:

The first, Area Manager had told that one of the major problems at the Date Nariya is the Store Managers have not in a good performance “He is ineffective management” It is one of the sources of the revenue dropped They did not know how

to manage the team to reach the company’s expectations in staff and service customers The decline in sales is an obvious consequence of this evaluation

Next, both CEO and Area Manager have also said that the ratio of Japanese guests come to the restaurant seems to be higher than other brands of the company While others sometimes greet two or three Japanese, oppositely Date Nariya is every day Vietnamese guests come to this restaurant is lower than others Mr Dat explains the reason that “Japanese visitors seem to be more than Vietnamese guests Since beef tongue dish is a traditional dish in Japan” In the interview, Mr Hoang Vien Dong –

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CEO of S.O.L also confirms that “According to a daily report by the restaurant manager nearly, Date Nariya has the majority of its customers are Japanese As you know, this Japanese customer in Saigon is not a lot, not enough to cover the revenue as

at the opening time”

Moreover, the same the opinion of CEO about the Vietnamese awareness about the restaurant concept, especially, “Vietnamese guests are also afraid of beef tongue (Gyutan Steak) They fear beef tongue just like other viscera The information about the illegal castles' organ trade is plentiful, so they may be thinking that our tongue beef

is the same They feel insecure”, Mr Dung – Marketing Manager has expressed that almost Vietnamese do not aware about beef tongue and concern when hearing to it

“Awareness of Vietnamese customers about beef's tongue is also problematic They were not fully aware of the value of this Gyutan so they were afraid to try it Hearing the beef tongue they will leave” “The tongue dish is quite new to Vietnam Market This factor is extremely important because we are aiming to be in the Vietnamese market Vietnamese people do not know about the tongue, afraid of dirty, afraid of not good for health” Ms Ly Tra My – the current manager of Date Nariya also expressed her opinion

The price for set lunch is a bit high It is not suitable for officers, Mr Dung commented “Our food is not many dishes to choose, only beef tongue The set lunch and the prices on the menu are also high Average guest spending of 300,000-600,000 per person is too high In addition, the restaurant looks too luxurious, customers are afraid of being expensive”

The kitchen manager – Mr Bui Xuan Ky - has mentioned the number of dishes

on the menu Mr Vinh said that the poor menu is “little dish, no choice” There some dished with beef tongue It is not suitable for family or party for the company Meanwhile, the Vietnamese mentality likes to eat many different dishes at the same table choosing many things

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For the service quality, Ms Ly Tra My has given some opinion about the reason revenue dropping She mentioned to staff factors “Staffs are not trained carefully before the restaurant is ready to open, including how to set up a table, how the items are served is the step which staff needs to be trained because this is an important milestone at the opening of the restaurant The dish was slow, did not work

in time, the food and drink were insufficient” She expressed this was a poor service quality The consequence is “quite a few guests are leaving and not coming back” Mr

Ha Truong Dat also says that staff cannot explain to customers what the restaurant's typical dishes are “They do not understand the psychology of customer” That is the statement, which the Area Manager says it is significant

Besides, at the opening month in August, many promotion programs and discount vouchers were deployed After that, there is very little promotion program at the restaurant This element is commented on by Mr Bui Xuan Ky Ms Ly Tra My has added a comment the company has “running marketing, filming news for review

on TV” for the period of the grand opening “Outside of the opening month, there's

almost nothing more (program)” – Mr Dung has confirmed

Impact to financial statement

Do not train staffs

many elements both external and internal factors

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Figure 6: Restaurant Business Failures per year Source: “Why restaurant fail” (2005) Journal Article

Moreover, on the articles of website Gloriafood.com (2) and Kabbage.com

(3), some factors affect the reason revenue of a restaurant drop can be informed An

updated map is shown below:

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leading, training, developing, etc.) and drives the service culture (7) Effective management in the hospitality industry therefore, revolves around the prosocial tasks necessary to build strong relationships with frontline employees, not just customers (8) Manager who have enough qualified is a valued intangible asset and a competitive edge to the enterprise They absolutely know how to discover customer insights and their needs This is the significant driving-force create the innovation and continuously improvement quality of organization (9) Employees, particularly the managers, to be equipped with the critical competencies to be able to achieve organizational service quality and success

However, in the actual working process, the manager at the time of the study did not meet the necessary competencies In the monthly competency assessment, restaurant manager Date Nariya had not been fully and officially evaluated There were negative comments about the manager during the interview process from Mr Nguyen Ha Truong Dat - Area manager of Date Nariya and Mr Hoang Vien Dong - CEO of SOL Both said that the restaurant manager "does not have enough capacity"

to operate the restaurant's operations The manager knows the food, culinary culture of Date Nariya but lacks knowledge of management, customer care, and staff training, and so on The phrases of "individualized service" and "user experience" are really popularity in all fields, included food and beverage In this industry, the individual relationship with customer is importance Well-serviced is one of the criteria motived them come back the restaurant That the way which a restaurant keep customer is presented on the “The Restaurant Manager's Handbook: How to Set Up, Operate, and

Manage a Financially Successful Food Service” (10) However, Date Nariya staff did

not know how to do that A typical example is through the restaurant's performance report in November 2021 that on November 15th, 2021, front of house service staff did not down-service (down-service is the company's service standard which employees are required to always be lower than the guest even when the customer is at a sitting) Moreover, some staffs were on the phone during operating hours, which they did not greet guests In the same report of the month, on November 21, 2021, the restaurant had no staff to pick up guests during the period from 12:00 to 16:00 The interviewees

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said that the restaurant manager did not guide his staff although he has trained and been reminded by CEO

Besides, based on the database from recruiting department, from August 2020

to December 2020, there is a high rate of turnover of employees It was 47% because

of many reasons such as individual reason, not meet the manager restaurant’s requirement, environment and so on It is the highest rate compared with others, for example, it was 25% at Kohaku Van Hanh Mall and 17% at Kohaku B1 Landmark People usually believe that “Employees do not leave the organization, they leave the manager”

2.2.2 The ratio of Vietnamese guest comes to restaurant less than others

Also on the study named “Why restaurant fail” (1), D.H.Parsa and co-authors have mentioned there are many factors impact to the failure of a restaurant They are included external factors and internal factors Although both of factors are considered

to evaluate if the existing of a restaurant is, the author has expressed that “the restaurant failure rate is affected more by internal factors than external factors”

“social and cultural” This factor needs a longer time to research and “educate customers” about the product – a wording, which Mr Dong used in the interview

2.2.3 Ineffective staff training

People are the restaurant's greatest asset, having plans in place to take care of them is essential That is why having internal Human Resource systems that span the entire lifecycle of an employee — from recruiting and onboarding to performance management and leadership development — is so important These systems will keep owners and their management team organized

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“Throughout training … as a tool of learning, it put an additional value to enrich and improve the job, gain competitive advantage and seek for career growth, whereby it directly lead to organizational performance It seems that training … is very critical to the organization because once worker is equipped with requisite skills, and

… bound to produce good quality goods and retain quality service by reducing waste and cost, which lead to increase productivity and reducing or minimizing supervision”

The most serious problem facing the restaurant industry today is the lack of trained personnel New restaurant staff members often have to get into jobs right after taking on jobs with little or no formal training While working, they must learn the necessary information and skills by themselves However, the accuracy or not depends

on the capacity of each person This involves the management team Training should

be seen as a problem to be solved Wanting employees to do the right thing means that management must take the time to properly train them from the start, so they understand: what to do; how to do it; and why should it be done that way Effective training does not simply provide information Managers must realize that training is an ongoing process - every day (10) However, training is useless if it cannot be translated into performance (11)

The company's organizational chart shows that the functions of the human resources department are incomplete During the period from August 2020 to January

2020, the human resources department has only two employees in charge: one is responsible for recruitment and one undertaken the compensation and benefit Absolutely no other functions mentioned above At the setting up and opening period

of the restaurant, while “main cooks” are trained by CEO, staffs such as waiters, hosts, and so on are not carefully trained by the management team or company The former restaurant manager also had no experience in training Ms Ly Tra My has mentioned,

“Staffs are not training carefully before the restaurant is ready to open, including how

to set up a table, how the items are served is the step that a staff needs to be trained because this is an important milestone at the opening of the restaurant” Mr Ha Truong Dat also commented, “The staffs have not understood the psychology of the

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customer They were just greeting guests at that time But do not introduce clearly what the typical dish at Date Nariya is.”

2.2.4 Lack of menu planning and proper pricing

Although menu is defined like a detailed list of food that is offered in a meal or food and beverages offered in a restaurant In the reality, it is not only one of a sales tool kit impact to customer decision-making, but also it is a visual tool to make a strong impression on them because of its attractive contents and eye-catching images Menu has become significant element of food-beverage production with the quality of directly affecting demand, income and cost Planning a menu that is the first stage in menu management process by separating it from other menu management process stages (pricing, design and analysis) and drawing its lines helps this concept to be

understood clearly and transparently (12)

Jones and Mifli suggest that menu has two separate meanings First, it helps customer recognize its brand and location Second, the menu have to show up the meanings of food, awaken all senses of lookers, which seems the best important element The names of food are able to change the customer consciousness about the foods This is the premise of introduction uninformed ingredients (13)

In another work, the author provides the information that menu has two styles: Limited-limited menus and extensive-limited menus The first style is often used for fast-food services, the other one is for casual concepts and more To fast-food services, the menu is simple Design of menu will descript main dishes and combos which customer immediately overview of products It also support restaurant employees operate, maintain food cost and labour costs Extensive-limited menus are offered by restaurants that serve three meals a day By preparing and combining the same ingredients in different ways, these establishments are able to offer many more choices Research has shown that 60 to 75 percent of menu items sold are the same

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eight to 12 items, regardless of the number of choices offered It is probably wise to offer somewhere between 18 and 24 options (10)

The Date Nairya restaurant menu is designed by the internal design team, based

on the requirements of the company's CEO and Mr Tastuya Saito, who is the owner of the Date brand and is a famous chef in Japan The menu has information related to the history of the brand of Date, with clear descriptions of dishes with unique characteristics of each dish Even different from the other restaurant menus in the system, the Date Nariya menu describes the benefits of the dishes It conveys the

"Gyutan" culinary culture of the Sendai region However, the number of main dishes focuses on the main ingredient of "Gyutan" (Beef Tongue) which is almost 80% of the menu, and the oyster "Miyagi Juicy Kaki Furai" Some other dishes such as Wagyu beef, salmon are insignificant compared to the entire dish on the menu of the restaurant

For price planning, price of each item is a means of marketing and sales Owners use price to attract potential consumers make decision buy or not A price of one item sometimes is a "priming effects" to other items To determine a reasonable price for an item, it is necessary to understands who potential customers are and their perception about the goods value, how price of rivals are and profits which company

are able to obtain (12)

The price of food in SOL in general and Date Nariya, in particular, is valued by the food cost desired by the owner Although compared with the selling price of the competitor, it also depends largely on the cost of food that the company has to pay Explain that the food cost of Date Nariya is below 30% then Mr Hoang Vien Dong said that it is reasonable It is similar to other restaurants in the system A data has reported by accountants, the cost of food of Date is on average 26% (statistics from August 2020 to December 2020) According to information on the website Restaurantowner.com, Jim Laube (14) has written "often, more upscale full-service concepts, particularly those that specialize in steaks and/or fresh seafood can

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have food cost of 38 percent, 40 percent and even higher" In addition, "an average food cost will be between 25% and 35% of your sales" (15) in The Franchise Fix: The Business Systems Needed to Capture the Power of Your Food Franchise This could see a distant gap in defining a food cost If we consider the profitability factor, in

2020, according to the report of the accounting department, the profit achieved of the whole company will be below 10%

Actual COS August September October November December

2.2.5 Insufficient marketing activities

“Here’s a piece of restaurant advice: even if your brand is famous, you still need advertising” Typical examples are the famous brands such as McDonald’s and KFC It is not too difficult to look at their panels or images everywhere on TV, internet, outside posters, and so forth Especially if owning a small family restaurant, owners need to get the word out there and separate themself from the competition Establish a marketing budget from the very beginning, and if they are able to afford it, hire a marketing specialist (2)

While investors continue to invest and exploit, especially in the food service, the market competition is much fiercer Competition means businesses need to pay

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more attention to marketing An individual can no longer open and successfully operate a food service because of delicious food To ensure customers remain stable marketing is required(16)

Besides the opening month, some activities had deployed to get attraction customers such as public relations on some websites such as Ella, Doanh Nhan Sai Gon, CafeBiz, and so forth The company has also issued vouchers and discounts for the opening month period During the opening month of the first month, the discount amount for the number of vouchers is given out 10% of the total sales However, in the following months, the number of vouchers collected was lower, only accounting for less than 2% of sales There more, according to Mr Hoang Vien Dong, the company only spent about 50 million VND to do promotional activities, discounts for restaurants This amount also includes printing and advertising costs at the restaurant

Mr Ha Minh Dung also said, "There is no marketing program for the restaurant"

To make a business viable and improve quality, company have to non-stop get information from customers, understand their insights, forecast their expectations, and proactive provide products and services to meet their needs Satisfy customer by product quality is not enough in a market which competition becomes more and more fierce (17) To become less a failure for launching a new product, a detailed and methodical plan to touch on customers' awareness is a important technique People is not easy to change their perception, it needs time to familiar with a new definition or object (18)

Ineffective staff

training

No much promotion programs

Negative effect to revenue

Impact to financial statement

Underqualified

manager

Lack of menu planning

and proper pricing

Insufficient marketing

activities

Possible Problem Problem Mess Symptom Effect

Figure 8: Updated Cause and Effect map

2.3 Main Problem Validation

From the above analysis, potential problems are relating to assigning a manager who is underqualified, lack of menu planning and proper pricing, ineffective staff training, and insufficient marketing activities are prominent problems of Date Nariya restaurant According to the plan of operation in 2021, the Board of Directors of SOL Company, 3% of the total revenue is planning to solve enhance marketing activities for the restaurant However, Mr Nguyen Thanh Huy – COO is worried about the service

He has assumed that if customers would come back when the company pours lots of money to attract them to the restaurant, but they would have not received the service as their expectations n-Covid-19 pandemic is one of the reason causes Board of Director

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hesitates to do the plan of promotion or public communication The restaurant field is sensible with this circumstance The research of AC Nielsen (19) expressed “Behaviors shifted since March 2020, and it will take months or even a year before things normalize…customers have been trending toward eating at home more than eating out…”

Meanwhile, the menu of Date Nariya is depended on the franchiser It is not easy to add or change other food on the menu He does not consider marketing is the problem need to solve at the present Aicha Bascaro (15) wrote that there are some advantages to own a franchise brand because the proven success through its names, image, products, service with many years In opposite, there is no or little flexibility to franchisee after signing a franchise agreement It will take some month to carry out and negotiate the price and menu with the owner of brand in Japan

With the possible problem of hiring wrong people and staff training, it seems that two these are dilemma Hiring a right people will cost company plenty of money Nevertheless, the turnover rate of the restaurant industry is high It is one of the painful challenges confronted by the restaurant industry (20) According to The United States Bureau of Labor Statistics, the rate of turnover in restaurant industry surged over 70%

in 2016 Similarly, in Vietnam, based on the report of Vienamwork 2019, “The Accommodation, Restaurant, Hotel and Tourism was leading in 10 business fields with highest shortage rate in the first-half of 2019 with 94%” The factor effect to their leave is not salary, it is their benefits which they have not been received from training , work hours and scheduling, managerial skills of supervisors, and organizational polices are the elements which employee leave their job, a result from a research of

McFillen, J M., Riegel, C D., & Enz, C A (21) Furthermore, according to Emily Wilson has expressed on Forbes article, “investing in Human Resources is a task that

must be a top priority because it gives organizations the control and peace of mind required to succeed in a rapidly changing economy”(22) Therefore, in the present

time, businesses can focus on developing resources by solving the problem of