Job turnover in the lodging industry: A dual-method case study



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Satisfied employees in the lodging industry are essential to the success of their respective firms. Employees who are dissatisfied can result in high fiscal, physical, and/or psychological costs to a company. This study examined employee’s satisfaction with the type of work, pay, coworkers, and personal relationships at their workplace. Employee’s organizational commitment and their perceived relationship with their supervisor were also examined. The researcher used both quantitative and qualitative research methods to test four hypotheses. A questionnaire and interview were developed using scales that measured hotel employee’s attitudes and perceptions of job satisfaction, leader-member exchange (LMX), organizational commitment, and intent to leave. Three departments were studied: housekeeping, foodservice, and front desk. The research study took place between October 2009 and January 2011. The results of this case study suggested that hotel employees were satisfied with their job, but there was room for improvement. The degree of satisfaction varied according to department or type of work and age. There was no direct link found between job satisfaction and ethnicity. The pay scale and incentives among hotel employees engendered higher levels of job satisfaction and organizational commitment. Organizational commitment among hotel employees was inversely related to turnover intentions among department, age, and ethnicity. The findings imply that the LMX relationship was more developed among employees who had been with the hotel longer. These employees differed according to age and department. There was no direct link found between LMX and ethnicity. Turnover intentions among hotel employees varied according to department position and age group. The younger employees were more likely to think about leaving than older employees regardless of which department they work in. The findings also indicated that certain age groups tend to gravitate towards specific positions within the hotel.



Lodging industry, Case study, Turnover intentions