Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention

Robinson, Robinson; Kralj, Anna; Solnet, David; Goh, Edmund; Callan, Victor J.

doi:10.1016/j.ijhm.2013.08.008

Cited by 142 publications

(137 citation statements)

References 60 publications

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“…A relationship exists between job embeddedness and worker intention in the Australian hospitality industry (Robinson et al, 2014). Robinson et al (2014) gathered data from 327 frontline employees from varying hotels and found that several dimensions of job embeddedness could explain turnover and retention.…”

Section: Engagement and Embeddednessmentioning

confidence: 99%

“…Robinson et al (2014) gathered data from 327 frontline employees from varying hotels and found that several dimensions of job embeddedness could explain turnover and retention. In particular, dimensions of organizational sacrifice and community positively shaped organizational commitment.…”

Section: Engagement and Embeddednessmentioning

confidence: 99%

“…Findings from the Robinson et al study suggested that if the cost of leaving was high, employees in the hospitality industry might find it less appealing to leave. Managers increased the perception of a high cost of leaving because this would improve the job embeddedness of employees (Robinson et al, 2014). Positive internal work events and constituent attachment could also shape turnover (Tews, Stafford, & Michel, 2014).…”

Section: Engagement and Embeddednessmentioning

confidence: 99%

“…Employee empowerment that can stem from leader effectiveness can result in positive behaviors and individual satisfaction (Hassan, Mahsud, Yukl, & Prussia, 2013). A dynamic and interactive environment, the higher the satisfaction of the employee who is always in direct contact with the clients, the higher employee retention and customer satisfaction for the hospitality industry are uniquely important (Robinson et al, 2014).…”

Section: Employee Motivationmentioning

confidence: 99%

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The Effect of Employee Turnover in the Hospitality Industry: Quantitative Correlational Study

Okae

2018

IJLD

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The purpose of this quantitative correlational study was to examine the relationship between employee turnover intention and job satisfaction, employee compensation, employee engagement, employee motivation, and work environment. A convenience sample of 156-services related employees from the hospitality industry in Western Georgia; Central Mississippi; and North Central Texas participants in the online surveys. The results from multiple linear regression models were significant in predicating employee turnover in the hospitality industry. In the final model, the five predictors accounted for approximately 36% of the variance in turnover intention, and the result was statistically significant, (R² =. 36, F (5, 105) = 11.57, p < .001). Motivation was not a significant predictor of employee's turnover intentions. The introduction of others organizational related variables by future researchers might enhance the effectiveness of the model. The practical implications for change include the ability of hospitality leaders' to implemented strategies and policies into their business practice to reduce employee turnover with industry, which is vital for organizational to retain skilled worker while maintaining profitability.

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Section: Engagement and Embeddednessmentioning

confidence: 99%

Section: Engagement and Embeddednessmentioning

confidence: 99%

Section: Engagement and Embeddednessmentioning

confidence: 99%

Section: Employee Motivationmentioning

confidence: 99%

See 2 more Smart Citations

The Effect of Employee Turnover in the Hospitality Industry: Quantitative Correlational Study

Okae

2018

IJLD

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“…I did not consider these measures suitable due to their length and potential for overlap with other constructs that are also the subject of the current study. Accordingly, I measured job satisfaction using a three-item global measure adapted from Cammann, Fichman, Jenkins and Klesh (1983) that has been extensively used in organisational research (e.g., Andrews & Kacmar, 2001;Ashforth & Saks, 1996;Gregory, Albritton & Osmonbekov, 2010;Robinson et al, 2014;Saks, 2006;Valentine & Fleischman, 2008). A sample item is "All in all, I am satisfied with my job".…”

Section: Job Satisfaction and Affective Organisational Commitmentmentioning

confidence: 99%

The “why” of HR practices: employee attributions regarding HR practices and resulting effects on service climate and employee attitudes in casinos

Kralj¹

Self Cite

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For service businesses, a key goal is the consistent delivery of exceptionally high levels of service quality. A hospitality organisation that emphasises service in everything it says and does is more likely to achieve high levels of service quality, customer satisfaction and competitive advantage. This thesis applies a services management framework to the study of casinos. The research contributes to knowledge by examining the differential effects of employee interpretations of human resources (HR) practices on service climate and job-related attitudes.The research problem has three aspects. First, academics and practitioners need to better understand the internal dynamics that affect the development of an organisational climate for service. A positive service climate encourages desirable service-related behaviours. Second, although it is widely understood why human resource management (HRM) can contribute to positive organisational outcomes, it is not well understood exactly how HRM is connected with such desirable outcomes.In particular, this thesis explores the effect of the differential attributions that employees make regarding why their organisation has implemented its chosen set of HR practices. Third, research that addresses HR and service-related variables in the casino industry is lacking. Some evidence suggests that the casino industry has specific contextual characteristics that may set it apart from other industries in terms of organisational dynamics.The purpose of this thesis is to examine the impact of employee attributions regarding HR practices on perceptions of service climate and important work-related employee attitudes in the context of the casino industry. Further aims are to provide insight into the specific working conditions in the casino industry that have an impact on employee perceptions and attitudes, and to examine what causes these employees to make particular attributions regarding HR practices. The research questions to be addressed are: The study is premised on a post-positivist perspective, with a realist approach to knowledge. The research design included a mix of methods in a sequential explanatory design involving two stages. The study organisations were two Australian casino hotels, "Casino Ace" and "Casino Baccarat". Both participating casino hotels are located in regional and remote locations. Employees of these two casino hotels were participants for each data collection stage.The first stage was quantitative and explored the first two research questions. The data collection instrument was a self-report questionnaire designed to measure each of the variables of interest: employee attributions of HR practices, perceptions of service climate, job satisfaction and organisational commitment. A total of 443 usable surveys were collected across the two data collection sites: 139 completed questionnaires at Casino Ace and 304 at Casino Baccarat (representing a response rate from the sample of 87% and 95% respectively). Data analysis techniques adopted to explore the r...

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Job Embeddedness and the Psychological Contract of the Future

Holtom

Sekiguchi

Kiazad³

et al. 2021

Redefining the Psychological Contract in the Digital Era

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Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention

Cited by 142 publications

References 60 publications

The Effect of Employee Turnover in the Hospitality Industry: Quantitative Correlational Study

The Effect of Employee Turnover in the Hospitality Industry: Quantitative Correlational Study

The “why” of HR practices: employee attributions regarding HR practices and resulting effects on service climate and employee attitudes in casinos

Job Embeddedness and the Psychological Contract of the Future

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