Predicting hotel managers’ turnover cognitions

By Ronan Carbery, Thomas N. Garavan, Fergal O'Brien, J. McDonnell. 2003

228 citations recorded by the source corpus.

This paper reports the findings of a study which tested a model that predicts the turnover cognitions of hotel managers. Several predictor variables of turnover intentions were identified: perceived psychological contract breach and felt violation; organisational commitment; career expectations; perceived managerial competencies; job satisfaction, career identity and career satisfaction; demographic and human capital characteristics; and organisational characteristics. A total of 14 hypotheses were tested. The study findings (based on a sample of 89 hotel managers), reveal that a number of variables significantly predict turnover cognitions. These findings do not correspond with the normative predictions found in the hospitality literature. The findings reveal that it is the more psychological, perceptual and affective variables that are most significant in explaining turnover intentions. The findings highlight the types of variables that are important in managing the expectations of hotel managers and from the perspective of the hotel as employer, the types of issues that should be considered to enable better retention of high performing managers.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/df1bc7ec27cfa4885c7e8ae0704fb6079b111918

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Citations in the corpus

Psychological contract breach and job attitudes: A meta-analysis of age as a moderator (2008, unknown): “83 3 Carbery et al. (2003) Irish hotel managers 30 — 89 .94 .60 .80 .48 .59 4 Carvalho et al. (2007) Portuguese police officers 32 8.”
Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus (2014, background): “Furthermore, echoing the work of Gunlu et al. (2010), and similar to other hospitality industry studies (see for example, Carbery et al., 2003; Culpepper, 2011), our findings could not support a negative association between normative organizational commitment and an individual’s turnover intention.”
Investigating relationships between internal marketing practices and employee organizational commitment in the foodservice industry (2015, background): “Specifically, high turnover is generally acknowledged as one of the distinctive features of the hospitality industry (Carbery et al., 2003).”
Antecedents and consequences of job satisfaction in the hotel industry (2010, methodology): “Carbery et al. (2003) applied a hierarchical regression analysis to a sample of 89 hoteliers and showed that individual affective A R T I C L E I N F O Keywords: Job satisfaction Organizational commitment Turnover intention A B S T R A C T The purpose of this study is to investigate the antecedents…”
An investigation of the role of justice in turnover intentions, job satisfaction, and organizational citizenship behavior in hospitality industry. (2010, background): “High turnover is generally acknowledged as one of the distinguishing features of the hotel and hospitality industry (Carbery et al., 2003).”
The Impact of Occupational Stress on Employee's Turnover Intention in the Luxury Hotel Segment (2014, background): “According to Carbery et al. (2003), turnover carries with it some considerable expenses, including the hiring and training of new employees.”
Internal Relationship Marketing: Korean Casino Employees’ Job Satisfaction and Organizational Commitment (2011, background): “Employees with high organization-based self-esteem perceive themselves as important, meaningful, and worthwhile within their organizations (Carbery et al. 2003).”
Effects of Individual and Organizational Factors on Job Satisfaction and Intent to Stay in the Hotel and Restaurant Industry (2010, background): “The study samples have included full-time management information system workers ( Igharia & Greenhaus, 1992 ), managers working at food-service properties ( Ghiselli et al, 2001 ), restaurant managers ( Lam, Baum, & Pine, 2001 ), hotel managers ( Carbery, Garavan, O’Brien, & McDonnell, 2003 ), and h”