Turnover intentions of hotel employees
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Date
2006
Authors
Hemdi, Mohamad Abdullah
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Abstract
In today’s global and competitive business environment, hotels aim to create and
retain a pool of loyal and profitable customers. To accomplish this aim, the
satisfaction, commitment, and retention of quality operational employees is of
great importance to hotel firms. Operational employees play a pivotal role in
delivering superior service quality to customers or converting aggrieved
customers into satisfied and loyal ones. However, high workforce turnover rate,
especially on operational level employees has been one of the most pressing
issues of the global hotel industry. Excessive employee turnover rate is
detrimental to organizations. While actual quitting behavior is the primary focus
of interest to employers and researchers, intention to quit is argued to be a strong
surrogate indicator for such behavior. Grounded by the social exchange theory
(Blau, 1964) and beliefs-attitudes-behavioral intentions model (Fishbein & Ajzen,
1967), this study proposed a framework linking HRM practices, trust in
organization, affective commitment, and turnover intentions. A total of 380
operational employees from large hotels (5-star rated hotels), representing a
response rate of 60.3%, participated in this study. Data for all the study variables
were collected through self-administered survey questionnaires. Hierarchical
multiple regression analyses were conducted to test the hypotheses posited in
this study. The regression results indicated that: (1) HRM practices were
significantly related to both trust in organization and affective commitment, (2)
trust in organization had a significant positive relationship with affective
commitment, (3) both trust in organization and affective commitment were
negatively related to turnover intentions, (4) both trust in organization and
affective commitment were found to mediate the relationship between HRM
practices and turnover intentions, and (5) affective commitment mediates the
relationship between trust in organization and turnover intentions. Theoretical
and practical implications of the study as well as suggestions for future studies
were discussed.
Description
PhD
Keywords
Management , Hotel employees , Human resource