Predicting TUrnover Intentions of Hotel Employees: The Influence of Employee Development Human Resource Management Practices and Trust in Organization
By M. Hemdi, A. Nasurdin. 2006
89 citations recorded by the source corpus.
This study investigates the variables that may be predictive of hotel employees’ turnover intentions. The influence of trust in organization as a mediator in the proposed relationship is also examined. A total of 380 operational employees from 5-star rated hotels completed the questionnaires. Hierarchical regression analysis was used to test the relationships hypothesized in the model. Most of the hypotheses were supported. It is suggested that to enhance employees’ trust in organization and subsequently to reduce turnover intentions, hotels need to continue to provide training and development programs to their employees, conduct fair and formal appraisal system, and provide ample and clear career advancement to their employees. Limitations and suggestions for future studies are forwarded.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/ada7bad5e071fc15e8450d84aae38ff340da53e2
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In Organizational Behavior and Human Resource Management
- Vimala Kadiresan
- S. C. Sanli
- Hyunjin Song
- Sugumaran Selladurai
- C. R. Spr
- Ramesh Kumar Moona Haji Mohamed
- Aideed Bashir
- Mehwish Jawaad
In Strategy and Management
Citations in the corpus
- Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention (2015, background): “…1995), whereas not much research had been conducted with the aim to determine how would an individual perceive and act upon the HRM practices with regards to his/her behavior and commitment towards the achievement of the goals of the organization (Batt & Valcour, 2003; Hemdi & Nasurdin, 2006).”
- MECHANISMS LINKING REALISTIC JOB PREVIEWS WITH TURNOVER: A META‐ANALYTIC PATH ANALYSIS (2011, result): “…& Summers, 1994), the relationship between perceptions of organizational honesty and voluntary turnover was based on results from two studies (Hemdi & Nasurdin, 2006; Hicks & Klimoski, 1987), and the relationship between attractiveness and role clarity was based on a single study (Harris,…”
- Determinants of Turnover Intention of Social Workers (2017, background): “With the enhancement of those positive outcomes, organizational trust contributes to reducing turnover intention (Dirks & Ferrin, 2002; Hemdi & Nasurdin, 2006).”
- The effect of employee advocacy and perceived organizational support on job embeddedness and turnover intention in hotels (2017, background): “For this reason, the turnover intentions of the employees should be addressed at early stages, and the effective human resources management is extremely important in this process (Hemdi and Nasurdin, 2006; Huselid, 1995).”
- Human resource practices and organizational commitment: The mediating role of job satisfaction in emerging economy (2019, background): “…level and their results were depicted as revenue, turnover and profitability (Guchait & Cho, 2010; Huselid, 1995), while few researches have concentrated on the impact of HR practices on single employee’s state of mind such as OC (Edgar & Geare, 2005; Guchait & Cho, 2010; Hemdi & Nasurdin, 2006).”