Modeling Workload, Job Satisfaction, Work Stress and Organizational Commitment on Turnover Intention: Evidence from Hospitality Management Educators

Abstract

This study was conducted to describe and measure the factors influencing faculty members' workload, job satisfaction, work stress, organizational commitment, and turnover intentions in hospitality education. To achieve this goal, 400 hospitality management educators of both public and private tertiary educational systems in NCR were selected through purposive-quota sampling. A semi-structured questionnaire and focus group discussion were used to collect data from the participants. Descriptive statistics including mean, standard deviation and rank and Inferential statistics including independent t-test, One Way Analysis of Variance and Pearson-r were employed to analyze quantitative data, while qualitative data was analyzed according to themes. Generally, women are independently capable of sharing their reliable and professional assessments. It was also shown that the faculty members are presently contented with their teaching jobs and did not express agreement on whatever reason to leave. They find their workloads in school manageable and are willing to provide engaging instruction to meet their students' needs through various modalities and instructional materials as they are contented with their jobs. Adversely, they differ in consensus on the five-stated variables when grouped in the length of stay and tenure status. New and old faculty members and regular full-time instructors and lecturers, together with the regular part-time instructors and lecturers, share a similar degree of unanimity regarding workload, job satisfaction, work stress, organizational commitment, and turnover intent. The Structural Equation Modeling (SEM) analysis includes the path directions and relationship between descriptive statistics, structural model evaluation, and the five variables. As a result, it was proven in this study that Organizational Commitment and Job Satisfaction, having significant covariance, have a significant direct effect on turnover intention.

Job Satisfaction and Intention to Stay among Selected Private School Teachers: Implication to Educational Policy

“…It is influenced by job satisfaction, including fulfillment in teaching, positive relationships, and supportive leadership, as well as the work environment, growth opportunities, and recognition (Lantican, 2021).…”

The Impact Mechanism of University Graduates’ Organisational Commitment on Turnover Intention in Early Career Stage: The Moderating Role of Career Resilience

“…Organizational commitment is about the work-related attitude, which is quite crucial to the study of career or work behavior such as withdrawal (Greenhaus and Parasuraman, 1986). It was proven that organizational commitment and job satisfaction, have a significant direct effect on turnover intention (Lantican, 2021). There are varying classifications of organizational commitment dimensions in the relevant studies.…”

Turnover Intention in the Hotel Industry: The Employees' Perceptions

“…Employee turnover has been a significant managerial problem in Indonesia (Karinadewi & Martdianty, 2020). Several studies have described the relationship between job stress (Lantican, 2021;Park & Min, 2020;Rehman & Mubashar, 2017), job insecurity (Brahmannanda & Dewi, 2020;Bajrami et al, 2021), and compensation (Brahmannanda & Dewi, 2020;Saputra & Suwandana, 2021;Vizano et al, 2021) on turnover intention. A high turnover intention can result in financial losses for the company because it takes time for new employees to get to know the company's culture and environment and the costs for training (Saputra & Suwandana, 2021).…”

“…Finding the primary causes of hospitality workers leaving their jobs in large numbers is challenging. Previous studies indicated that the reason for hotel employee turnover is poor pay and advantages (Che Ahmat et al, 2019;Jolly et al, 2021), job stress (Chen et al, 2022;Rehman & Mubashar, 2017), job insecurity (Asimah, 2018;Bajrami et al, 2021;Dusek et al, 2016), compensation (Atongdem & Combert, 2019;Okae, 2018;Santhanam et al, 2017), and several things such as working hours, workload, work pressure, training and development, leadership, career plans, and family factors (Aynalem et al, 2016;Blomme et al, 2010;Gom et al, 2021;Lantican, 2021;Mensah et al, 2021;Mooney, 2019;Wang et al, 2017). Dwesini (2019) conducted a literature review in 2019 which found that researchers have empirically studied the issue of industrial labor turnover in several countries, including South Africa, Australia, Greece, and the United States.…”