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This paper presents empirical research analyzing the relationship between work-family climate (operationalized in terms of three work-family climate sub-scales), organizational leadership (i.e., senior manager) characteristics, organizational commitment and turnover intent among 526 employees from 37 different hotels across the US. Using multilevel modeling, we found significant associations between work-family climate, and both organizational commitment and turnover intent, both within and between hotels. Findings underscored the importance of managerial support for employee work-family balance, the relevance of senior managers' own work-family circumstances in relation to employees' work outcomes, and the existence of possible contagion effects of leaders in relation to work-family climate.

With smaller, more efficient workforces, hotel organizations are competing to retain highly valued managers. Work stress and burnout are often cited as precursors to work and family stress, and together these factors influence employee intentions to leave an organization. However, work and family issues have received little attention in the hospitality and tourism literature. Using focus groups and semistructured interviews with three groups of participants (new entrants into the hotel industry, hotel managers, and their spouses), the authors explore the connections among work characteristics, work stress, and the work—family interface. Results of the multisource qualitative research suggest that long, unpredictable hours create individual and family-related stress. Furthermore, there is agreement among the three sources regarding the stressors and benefits associated with working in the hotel industry. Discussion of future research and practice is presented.

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