Why do hotel interns stay in the hospitality and tourism industry? An interactionist perspective of organizational socialization

Purpose The COVID-19 pandemic intensifies the high turnover rate in the restaurant industry. Applying the conservation of resources (COR) theory, this study aims to examine the factors influencing US restaurant frontline employees’ organizational and occupational turnover intention with an emphasis on the three-way interactions between job stress, fear of COVID-19 (FC) and resilience. Design/methodology/approach A sample of 243 US restaurant frontline employees participated in this study. PROCESS macro was used for hypothesis testing. Findings Organizational turnover intention fully mediated the relationship between job stress and restaurant employees’ occupational turnover intention. FC intensified the positive relationship between job stress and organizational turnover intentions. Job stress, FC and resilience interacted to affect restaurant frontline employees’ organizational turnover intention such that when resilience is high, FC strengthened the positive relationship between job stress and organizational turnover intention, and the indirect effect of job stress on occupational turnover intention via organizational turnover intention. Practical implications Restaurants should take measures to reduce frontline employees’ fear and continue implementing practices to alleviate job stress during a crisis to reduce employees’ turnover intentions. Training on building employee resilience could also be provided by restaurant operators. Originality/value This study added to the limited knowledge of factors that are associated with restaurant employees’ organizational and occupational turnover intentions in the context of a global crisis and expanded the current knowledge of how fear and resilience may impact restaurant employees’ behavioral intentions.

Section: Discussionsupporting

confidence: 86%

Restaurant frontline employees’ turnover intentions: three-way interactions between job stress, fear of COVID-19, and resilience

Chen

2022

“…job responsibility and role conflict, ambiguity and overload). Job security, insecurity, psychological safety, job burnout and career plan are also important (Zhou et al , 2021), Studies have further identified various job profile variables as moderators and/or control factors including experience, job position, tenure, type of contract and working hours.…”

Section: Resultsmentioning

confidence: 99%

Mind the gap: a critical reflection on hotel employee turnover

Mohsin

Brochado

Rodrigues

2022

Purpose This study aims to provide a critical reflection research that was carried out to understand more fully how employee turnover has been critical to hotel management’s strategies for constructing a better workplace. Human resources decisions need to be made carefully based on a clear grasp of their effects on hotels and their staff. Design/methodology/approach A critical review was conducted with a sample of 160 academic papers that reported findings on staff turnover intentions in hotels. Findings The results include a concept map that highlights the two main dimensions found by researchers: hotel staff turnover consequences (i.e. customer satisfaction and financial performance) and antecedents (i.e. individual, job-related, relationship, organisational and opportunities). Research limitations/implications The findings underline that staff retention strategies need to focus on managing job-related, organisational and relationship variables as hotel managers have little influence on individual and job opportunity factors. Originality/value This study examined 20 years of research summarised in an up-to-date conceptual map. The findings have cross-disciplinary implications.

“…In particular, negative experiences in early interactions with veterans can drive newcomers to quit (Josefowitz and Gadon, 1989). Newcomers in the hospitality sector have to quickly adjust and understand their roles to smoothly deliver services (Zhou et al, 2021a) and may experience workplace bullying from veterans for failing to do so. Bullying further leads to newcomers' job dissatisfaction and causes burnout (Alexander et al, 2012), thereby increasing TIs.…”

Section: Reported Workplace Bullying and Newcomer Turnover Intentionsmentioning

confidence: 99%

How maladjustment and workplace bullying affect newcomers’ turnover intentions: roles of cognitive diversity and perceived inclusive practices

Song

Huang

2023

Purpose This study aims to examine newcomers experiencing maladjustment due to cognitive diversity, specifically, how maladjustment affects their turnover intentions; the mediating role of reported workplace bullying; and the buffering effect of perceived inclusive practices in the hospitality sector. Design/methodology/approach The authors collected time-lagged data from 403 respondents and analyzed the data through hierarchical regression analyses using statistical package for the social sciences (SPSS) 25.0. Findings Role ambiguity, low self-efficacy and social exclusion could each lead to newcomers’ reported workplace bullying (NRB). Perceived inclusive practices buffered the impacts of role ambiguity and social exclusion. NRB negatively mediated the relationships between role ambiguity and NRB; and social exclusion and NRB. Practical implications Hospitality practitioners should specify work procedures to minimize role ambiguities and record service processes to correct mistakes, reward veterans who help newcomers improve self-efficacy, invite newcomers to develop inclusive practices and review employee comments on third-party platforms to understand factors responsible for turnover intention. Originality/value This study contextualized cognitive diversity into newcomers’ maladjustment-bullying-turnover model in China’s hospitality industry. It highlighted the buffering effect of perceived inclusive practices in the relationships between maladjustment and reported bullying and turnover intentions among newcomers and confirmed the important role of self-efficacy in addressing adverse work events.