PurposeThe article is to review recent literature studies of employee turnover to identify antecedents of employee turnover in the hospitality sector to reduce the literature gaps and present a wider scope of turnover factor and understanding of employee motivational factors in their job decision.Design/methodology/approachThe recent literature studies published over the last two decades were reviewed and structured into the three levels of employee turnover factors, including individual, team and organizational level.FindingsThe antecedents on organizational levels were frequently studied and suggested as strong predictors to employee turnover in the hospitality sectors. The team and organizational factors also influence employee turnover, yet the factors on the team level may not have a significant direct impact but rather an indirect impact through the organizational or individual level. The factors of the individual level may not explain the fundamental reasons behind the turnover. Yet, it might be a more reliable predictor of employee turnover as factors on the other levels are often mediated by individual factors.Originality/valueThe article contributes to the knowledge base by articulating a wide range of updated employee turnover factors in the hospitality that brings an updated insight into employee motivational factors in the hospitality sector.

Purpose To understand the unique context forming organizational learning, the current study aims to investigate the antecedents of training and development (TD) practices as an indicator of effective organizational learning from the Vietnam hospitality sector, which has not been studied rigorously. Design/methodology/approach This study adopts a mixed method of quantitative and qualitative data analysis, including a path analysis partial least squares structural equation modeling (PLS-SEM) based on a sample size of 354 responses and a semi-structured interview of 32 participants to test various paths predicting training effectiveness while exploring contextual differences in the Vietnam hospitality sector. Findings The results show that among the variables investigated, extrinsic motivation, team support and job quality were found to be significant to TD, while intrinsic motivation was found to have no significant predictive power. To explore the reasons behind these findings, the interviews indicate that the motivations of employees in the hospitality sector, most of whom are young and have a limited length of service, are highly rooted in the organization’s cultural context. Originality/value This study contributes to understanding the complex context of organizational learning through an investigation of an emerging economy from Southeast Asia by adding new insights into the training and motivational theories. It has practical implications for practitioners in the hospitality sector to develop more effective learning organizations during the uncertain period of this unprecedented pandemic.

The current study aims to examine (1) the impact of green training on green experience, employee satisfaction, turnover intention, and customer satisfaction and (2) its implication on Green HRM effectiveness in the hospitality sector. A quantitative method was utilized to test a path model (PLS‐SEM). Two sets of questionnaires (for employee and customer sides) were developed for the hospitality sector to measure the causations between green training, employee turnover, and customer satisfaction. The findings suggest (1) green training creates green experience, (2) green experience influences both employee and customer satisfaction, (3) However, employee satisfaction did not affect turnover intention and customer satisfaction subsequently. The current study implies that investing in green training should be considered a tool of strategic hospitality management since the finding suggests that green training improves the overall performance of the hospitality sector with some limitations. Moreover, this paper reduced the literature gaps by constructing and empirically testing an integrated path model of green training on employee and customer experience, illustrating the impact of green training through the shared green experience forming the two stakeholders' experience and their interactions.

PurposePrevious studies on employee turnover did not explore the contextual differences of emerging markets such as Vietnam. As Vietnam is a fast-growing new tiger economy with a high inflow of foreign direct investment, contextual analysis needs to be conducted to handle rising HR issues in the region. The current study aims to analyze paths to employee turnover intention through an integrated model covering factors on individual, team, and organizational levels to understand the contextual difference in the Vietnam F&B service industry.Design/methodology/approachA mixed method was used based on quantitative and qualitative data from three organizations. For the quantitative analysis, a path model was developed and analyzed by SEM-PLS (Smart PLS) based on a sample size of 354. For the qualitative analysis, 32 semi-structured interviews were conducted to explore the contextual understanding in the regional context.FindingsAlthough the current study confirms that the paths among the three levels show the turnover factors developed in the previous study still applicable to the Vietnam context, the strengths and relationships among the team and individual levels imply that the Vietnamese context created a unique HRM environment forming different paths to reach employee turnover decisions.Originality/valueThe findings contributed to the literature on employee turnover by developing an integrated model of employee turnover encompassing the three levels, suggesting the different local contexts formed unique paths to employee turnover decisions.