37. STRATEGIES TO IMPROVE EMPLOYEE RETENTION IN THE MOROCCAN HOTEL INDUSTRY

This article examines strategies to improve employee retention in the Moroccan hotel industry, in a context of structurally high staff turnover. Demanding working conditions, limited career-advancement prospects and compensation perceived as unsatisfactory are the main factors explaining this turnover, which in turn leads to a loss of organizational skills and knowledge, substantial recruitment and training costs, and a deterioration in service quality. Drawing on a literature review based on the founding theories of strategic human resource management, namely social exchange theory, self-determination theory and the Resource-Based View, the article proposes a set of retention levers adapted to the Moroccan hotel context: improving compensation and benefits, broadening professional-development prospects, improving working conditions, conducting staff satisfaction surveys, implementing talent-management plans and strengthening employer branding. International human resource management best practices can provide useful benchmarks for Moroccan hotels seeking to improve their retention rates durably. The findings suggest that making talent retention a strategic priority, rather than a mere operational concern, is crucial to reducing turnover and strengthening the competitiveness of the Moroccan hotel sector in the medium and long term.