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The purpose of this research was to understand how the variables of organizational social capital, that is, communication, influence, and trust, impact organizational commitment (employee turnover) in the hotel industry. Exploratory, qualitative research is used to highlight how various organizational social capital factors impact employee turnover intention. The authors measured several variables and sought to identify their relationships; the objective to predict impacts using generalized structured component analysis to analyze the data and test hypotheses. This article validates that commitment can be positively impacted by communication and influence, but much less by trust. Additionally, given that communication flows through several layers of management (senior and operational), ensuring management is equipped with the right tools and strategies that enable trust and the ability to be influential, is essential. Attention to the commitment of managers is an area for general managers to focus on, as they have the power to increase or decrease the power-of-impact. The research provides managers with the dimensions that impact employee turnover intention, enabling them to concentrate on factors to positively impact organizational commitment with the aim of reducing turnover.

Purpose This study aims to examine a creative attraction loyalty model which includes experience quality, satisfaction and motivation and to assess the model’s applicability in terms of customer attraction, namely, tourists and residents. Design/methodology/approach The data collection was conducted at four culture-based attractions in Bandung, Indonesia. Self-administrated questionnaires were distributed to visitors after they experienced the attraction. In total, 415 useful questionnaires were collected. The hypotheses developed were examined using partial least square structural equation modelling. Findings This study reveals a significant effect of experience quality on both satisfaction and attraction loyalty. Moreover, the effect of motivations on satisfaction and loyalty is partially supported, as only the pull motivation factor has a significant effect on satisfaction. Finally, this study reveals that the proposed attraction loyalty model is insignificant in terms of difference between tourists and residents. Originality/value Past studies have examined many of the drivers of loyalty both independently and separately. This study examines simultaneously three important loyalty drivers: experience quality, satisfaction and motivation in the context of a creative tourism attraction. To create visitor loyalty, this study suggests that attraction managers need to deliver high experience quality and develop customer pulling strategies through promotion efforts.

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Purpose The purpose of this paper is to examine the effect of multidimensional engagement (job engagement and organization engagement) on retail stores’ performance directly and indirectly through job performance and job satisfaction. Design/methodology/approach Data were collected from frontline retail store employees. A variance-based structural equation modeling (PLS) is used to examine the relationships between multidimensional engagement, job performance, job satisfaction, and store performance. The bootstrap method was applied to examine the mediation role of job performance and job satisfaction. Findings This study supports the existence of a multi-dimension engagement consisting of job engagement and organization engagement and the relationship between these engagements. Further, this study reveals that job engagement and organization engagement are important determinants of store performance. Practical implications This study provides an avenue for retail store managers to increase their store performance through the development of employee engagement. To improve the store performance, this study suggests that store managers provide a challenging job and encourage employees to use their creativity in serving customers. It is also important to store managers to support employees in performing their jobs, including procedural fairness in stores. Originality/value This study is one of the first attempts to examine the effect of multidimensional engagement on organization performance at a business unit level (retail store).

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