Employees intent to leave: A comparison of determinants of intent to leave versus intent to stay

The purpose of the study is to examine whether the predictors that decrease employee intention to leave will also increase employees’ intention to stay. Therefore, the objective of the study is twofold: (1) to examine the influence of perceived organizational support, perceived supervisors’ support, and organizational commitment regarding intent to leave and (2) to investigate the influence of the same variables on intent to stay. A total of 416 hospitality employees in the U.S. participated. The results suggest that perceived organizational support and organizational commitment decreased intent to leave while only perceived organizational support had a positive impact on intention to stay. Implications detail ways that hospitality organizations can focus on increasing their employees’ commitment through perceived organizational support as a critical component of turnover culture.     

Three country study: impact of support on employee attitudes

This study examined the mediating effects of perceived organizational support and affective commitment in the relationships among perceived supervisor support, organizational citizenship behavior (OCB) (individual and organizational), and turnover intentions. The proposed relationships were tested by conducting the same study involving restaurant employees in three different countries – India, USA, and South Korea. The mediating effects of perceived organizational support and affective commitment between perceived supervisor support and turnover intentions were found to be consistent across the three countries. However, the relationships among OCBs differed. While affective commitment was significantly related to both OCBs in the South Korean sample, affective commitment was significantly related only to OCBs towards organization in the US sample, and neither relationship was found to be significant in the Indian sample. This study helps to explain how contextual factors influence responses to each study variable and the proposed relationships.     

Can error management culture increase work engagement in hotels? The moderating role of gender

This study examines (1) the influence of error management culture on employees’ work engagement; (2) how gender affects the proposed relationship; and (3) the mediating effect of work engagement between error management culture and organizational citizenship behaviors. Data were collected from frontline hotel employees in China (Study 1) and hotel managers in the United States (Study 2). The results support the overall moderated mediation model. Results indicated that organizational error management culture has a stronger effect on work engagement for the male group and that increased work engagement resulted in increased organizational citizenship behaviors.     

When customers want to become frontline employees: an exploratory study of decision factors and motivation types

Labor shortages have long been an issue in the service industry. One pool of potential dedicated and skilled employees that has remained untapped is customers. This study explores the customer to frontline employee (CtFE) phenomenon: customers becoming frontline employees after consumption experience. Through one-on-one, in-depth interviews, we identify factors related to job choice and service experience influencing customers’ CtFE decisions. We also develop propositions and a conceptual framework to describe CtFE choices. Finally, we categorize potential CtFEs as idealist, dream-catcher, approval-seeker, and pragmatist. Our findings suggest that CtFEs can be a critical labor source in the service sector.     

Error management at different organizational levels - Frontline, manager, and company

The influence of service recovery efforts in the form of apology (error management) at three organizational levels - frontline, manager, and company - on consumer satisfaction and behavioral intentions was examined with a 2 × 2 × 2 experimental study. Results support the main effects of all three apology levels on consumer satisfaction with the service exchange (recovery) process. The results also indicate that frontline apology has greater influence on consumers’ satisfaction when a manager's apology is also present. Moreover, the study identifies perceived control and fairness as mediators of the relationships between apology levels and consumer satisfaction indicating potential theoretical and managerial implications.     

The impact of human resource management practices on intention to leave of employees in the service industry in India: the mediating role of organizational commitment

The purpose of this study was to investigate the impact of a bundle of eight human resource management practices on intention to leave, and to examine the mediating effect of organizational commitment on the relationship between the HRM practices and intention to leave of employees of a service organization in India. Most of the prior HRM practices–employee turnover studies have been from the HR manager's point of view. This study took a different approach and studied this relationship from an employee's point of view. Internet survey questionnaires were used to collect the data from 183 employees working in a service company in India. Multiple linear regression and hierarchical linear regression analysis were conducted to test the hypotheses. The study found not only that the HRM practices lower employee intentions to leave, but also that this relationship is partially mediated by organizational commitment. The results of the study not only supported that organizations should focus on employee perceptions of the organizations' HRM practices but also indicated that human resources should go beyond establishing policies and procedures to providing an employee-friendly work environment (Biswas and Varma 2007).     

Error management culture: impact on cohesion,stress, and turnover intentions

An error management culture involves organizational practices related to communicating about errors, sharing error knowledge, quickly detecting and handling errors, and helping in error situations. Building on error management research, this study examined the influence of organizational error management culture on the turnover intentions of frontline service employees. The study also investigated the underlying mechanism that links this culture with turnover intentions. Data were collected from 345 frontline employees of hotels in Turkey. Structural Equation Modeling results revealed that employee perceptions of organizational error management culture have a direct and significantly negative impact on their turnover intentions. Furthermore, results showed that this relationship is mediated through perceived group cohesion and work stress. Using the job demands-resources model as a theoretical framework, this study revealed that organizational error management culture leads to increased group cohesion; increased group cohesion lowers work stress; and lower work stress lowers turnover intentions. This study contributes to the services management literature by demonstrating how organizational error management culture impacts employee turnover intentions.