Thompson and Comeau assume that turnover in the casino industry can typically be 70 to 80 percent (Thompson and Comeau, 1992, p.) Casino HR managers report the industry-standard turnover rate of 25 percent (C. Employee turnover in industries such as the casino industry has long been a central concern of casino management and casino operators and a focus of great academic interest, as the high costs are associated with reduced productivity and efficiency, as well as the costs of recruiting and training new employees (Wan%26 Chan, 201). The casino industry has been confronted with the problem of a high turnover rate for a long time. According to Stedham and Mitchell (199), the casino industry has the highest employee mobility and turnover rate of
all major industries.
Because casinos operate 24 hours a day, their employees are exposed to long working hours, including weekends and public holidays, which can have a significant impact on employees’ social lives. Frontline casino workers are exposed to the physically demanding nature of their jobs, low and unpredictable wages due to seasonal fluctuations, and shift work that leaves little time for non-work commitments, such as time for family, friends, and personal health care. Taken together, these factors can lead to a lack of work motivation (Wan%26 Chan, 201). In view of the rather gloomy picture just described, high staff turnover, particularly in the current economic climate, can have significant and damaging effects on the casino industry. Possible consequences of turnover intentions that have been identified include attrition or absenteeism, slow productivity, and low employee morale in the area of organizational behavior (Somers, 199). As a result, the gaming industry has focused a great deal of attention in recent years on analyzing the specific precursors of revenue intent (Lai, Chan, %26 Lam, 201). The average casino gaming worker stays in their job for 1—2 years, based on the 177 casino game resumes of workers
in Zippia’s database.
Since there is a management ecosystem in the casino hierarchy that extends over several levels, the casino’s top management should try to intensify the organizational support provided by employees through the various levels of management within the company in order to achieve the company’s goals. The most common degree for casino gaming employees is a bachelor’s degree, which 50% of casino gaming employees earn. A survey collected valid answers from 336 casino employees at industry level, representing 112 working groups from 39 departments in 17 casinos. The most common race among casino players is white, which accounts for 63.3% of all
casino gaming workers.
The average age of casino gaming workers is over 40 years, representing 61% of the population of casino gaming workers.
