Investigating the influences of employer branding attributes on turnover intentions of hospitality workforce in the COVID-19 in Vietnam

Abstract

PurposeThis study aims to develop a comprehensive understanding about employer branding dimensions as well as the dimension's possible links with turnover intentions through the lens of existing hospitality employees.Design/methodology/approachA survey was conducted based on a sample of 200 hospitality employees in order to examine relationships between employer branding dimensions and turnover intentions. Structural equation modeling (SEM) was used for data analysis and hypothesis testing.FindingsThe findings found that economic, social, development and security values had negative impacts on turnover intentions; however, the impact of application and interest values on turnover intentions were not confirmed.Practical implicationsHospitality managers can prioritize actions and strategies that influence their staff's intentions to quit, subsequently reducing employee turnover.Originality/valueGiven the lack of studies on employer branding dimensions from the perspective of current employees, especially the employees’ relationships with employee turnover intentions, this study points out employer branding factors that impact employee turnover intentions in the settings of coronavirus disease 2019 (COVID-19). The findings add to the literature on employer branding and employee turnover management and provide insights for hospitality managers in the context of the New Normal.

How the interplay of social media usage and online reviews generate intention to apply for a job vacancy: an employer branding-based agenda

“…Accordingly, the non-materialistic factors have more value in attracting potential candidates (Kashyap and Verma, 2018). This might be contradictory to the prior studies that have cited the importance of monetary value to attract and retain employees (Rana and Sharma, 2019; Yousf and Khurshid, 2021; Kar and Nguyen Thi Phuong, 2022). Second, an insignificant effect of work-life balance also contradicts previous studies connoting that though graduates have focused goals and aim to achieve work-life balance (Sharma and Prasad, 2018), they may prioritize career development, healthy working and socially responsible environment over work-family balance.…”

“…Accordingly, the non-materialistic factors have more value in attracting potential candidates (Kashyap and Verma, 2018). This might be contradictory to the prior studies that have cited the importance of monetary value to attract and retain employees (Rana and Sharma, 2019; Yousf and Khurshid, 2021; Kar and Nguyen Thi Phuong, 2022).…”

“…According to Berthon et al (2005), a competitive compensation package is advantageous for gaining a competitive position and an element that students aspire for while applying for a job in an organization. Also, a right kind of compensation policy with a mix of equity, flexibility and pecuniary and non-pecuniary benefits (Kar and Nguyen Thi Phuong, 2022) can contribute to a candidate's decision to pursue an employer (Ruchika and Prasad, 2019). Based on the above, we hypothesized that:…”

“…organizational members) and outsiders (i.e. potential employees) (Saini and Jawahar, 2019; Davern, 2021; Kar and Nguyen Thi Phuong, 2022). Edwards (2010) noted that propositions offered to potential employees might differ from what is being offered to current employees.…”

The role of sense of calling in the relationships between human resource practices, turnover intention and employee satisfaction in the hotel industry

“…The tourism literature has reported antecedents that affect TI, such as job satisfaction (Chen and Wang, 2019), organizational commitment (Yang, 2008), cynicism (Bufquin, 2020), management trainingmanagement style (Malek et al, 2018), and overworkovertime (Tan et al, 2020). Kar and Nguyen Thi Phuong (2023) also found that employer branding attributes such as economic, social, development, and security values had negative impacts on turnover intentions.…”