Turnover culture in the hospitality industry

Abstract

Although turnover culture is considered to be a major problem in the hospitality industry, there is little to no research examining its influence on an employee's decision to stay or leave. This study attempts to address this deficiency by testing a causal model of employee intent to leave using a sample of 246 employees from six five‐star accommodation hotels in Australia. The results indicated that turnover culture was the most important determinant of intent to leave, followed by the variables of job search behaviour, job opportunity, organisational commitment, union loyalty, job satisfaction, career development, routinisation, promotional opportunity, role conflict, and negative affectivity. Based on these findings various HR strategies are formulated, which have wider implications for the management of turnover in other work settings.