Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention |
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| Affiliation: | 1. University of Queensland, Australia;2. Griffith University, Australia;3. Blue Mountains International Hotel Management School, Australia;1. University of Queensland, Australia;2. University of Central Florida, United States;3. EC3 Global, Australia;1. Hertfordshire Business School, UK;2. Massey University Albany, New Zealand;3. Edith Cowan University, Australia;4. Bournemouth University, UK;1. University of Strathclyde, Scotland, United Kingdom;2. Griffith University, Australia;3. University of Queensland, Australia;1. Department of Apparel, Events, and Hospitality Management, Iowa State University, 18B MacKay Hall, Ames, IA 50011-1121, United States;2. School of Hospitality Leadership, DePaul University, United States;3. Department of Apparel, Events, and Hospitality Management, Iowa State University, United States |
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| Abstract: | This article reports the findings of a study of 327 Australian hotel frontline employees using a survey of job embeddedness. The research provides a novel application of the job embeddedness construct to the hospitality industry, not only validating the factor structure of the job embeddedness scale, but also investigating the relationship between job embeddedness and other job-related attitudes that influence employee turnover. Findings indicated that a six factor solution is the best explanation. Testing a model of the embeddedness-commitment and embeddedness-turnover relationship, the embeddedness dimensions of organizational sacrifice and community links displayed a positive relationship with organizational commitment. A negative relationship was found between organizational sacrifice and intentions to leave, while a positive relationship was found between community links and intentions to leave. One implication for hospitality managers is that there is an opportunity for hotel organizations to increase the job embeddedness of their employees by increasing the perceived costs of leaving. |
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| Keywords: | Job embeddedness Organizational commitment Intentions to leave Turnover Hotel Workforce |
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