Hospitality business is a labor-intense industry which it relies on extensive man forces to serve millions of global wide travelers. Manpower is the foundation and often prioritized when running a hotel business. This research based on the conducted surveys will serve as an indicator on how different style of leadership may profoundly influence a worker’s decision to stay on job and secondly how a company’s human resource policy and management has its impact on employee’s retention. 600 questionnaires were distributed and 459 among them were valid sample. The percentage of validity is high as 76.5%. We drew out some correlated relationships from the surveys and regression analysis. In our sample hotel, the junior subordinates believed their direct authority mirrors two types of leadership in general, transactional leadership and transformational leadership. Both have positive influence in inducing employees’high willingness to stay in post.When we compare those two, transactional leadership scores higher than transformational leadership, a foreseeable higher employee retention rate. Employees whom under the supervision of transactional leadership recognized their direct superior has absolute authority to assign responsibilities. Those leaders preset their goals and reward those who strive to reach. Reward motivates people works harder. What we have discovered in our survey is that there is a positive link between job characteristics , compensation & benefit , performance management, training, and harmony in between staff with comparison to employee retention rate compensation & benefit shows greater involvement among all the factors. Employees are not likely to leave their job if they felt their work has pay off whenever the reward equals or exceeds their expectation. In regression analysis conducted, only performance management fails to show its connection. By reinforcing the reward to motivate, justifiable opaque compensation & benefit, implementing training and openness of communication can help to keep the employees on the job significantly. Lastly, our findings hope to serve as a reference and guidance to any individual hotelier in their future planning on allocation of human resource. Such enlightenment helps human resource management team innovate its strategies in dealing with constant stream of new hires problem. Key Words: transactional leadership，transformational leadership，human resource management practices，employee retention.
