A Model of the Causes of Management Turnover in Hotels

Abstract

The purpose of this study was to develop and test a comprehensive model of the causes of management turnover in cases where there is a breakdown in the employee-employer relationship. To accomplish this, the research employed three methodological tools not commonly used in hospitality research: triangulation, content analysis of qualitative data, and the use of structured phone interviews as a substitute for a survey. The use of these techniques proved to be invaluable in analyzing the problem. Data were collected through three studies: a qualitative study of industry experts, a survey of 206 hotel general managers, and interviews with 90 hotel managers who had left a position in the previous year. The results strongly support the completeness of the model and give some indications of the relative importance of the various causes.

Staff turnover in hotels: Exploring the quadratic and linear relationships

“…Employees' loyalty is expected to increase if they realise that the organisation is willing to spend time and money for their cause. Such views have been supported by several studies for example Redford (2005); Birdir (2002); Stalcup and Pearson (2001) ;Choi, Woods and Murrmann (2000); Teare and O'Hern (2000); Deery and Shaw (1999) and Yang et al (2012). What is the impact of organisational loyalty on employees' intentions to quit?…”

“…Several studies have supported this view for example Redford (2005);Birdir (2002); Stalcup and Pearson (2001) ;Choi, Woods and Murrmann (2000); Teare and O'Hern (2000); Deery and Shaw (1999) and Yang et al (2012). Results of H7 and H8 indicate that at a very low level of organisational loyalty the intention to leave the job is high, hence, as organisational loyalty increases, the intention to leave the job decreases ( Figure 5).…”

A model of work-family dynamics of hotel managers

“…In large part, because of the demands of being a ''24/7'' industry, hotel companies often have norms that encourage employees, especially managers, to work as many hours as possible, including weekends and holidays. Indeed, managers in Stalcup and Pearson's (2001) study mentioned long hours and not having enough time to spend with families as a major reason for turnover. Nonstandard, irregular hours have also been well-established as a correlate of lower marital quality and divorce, less time with family, children with more problem behaviors, and increased conflict (Presser 2000(Presser , 2004.…”

“…the challenges the industry has historically faced with work-family conflict (Dermody and Holloway 1998;Stalcup and Pearson 2001), tourism companies may be able to achieve strategic advantage by effectively addressing work-family issues. Management jobs in this field are noted for having characteristics known to be detrimental to family life (including long irregular hours, emphasis on face time, and frequent relocation).…”

“…The research findings presented here provide a sound justification for hotel executives to incorporate work and family concerns in strategies to enhance their company's ability to compete in the marketplace. Although scholars have called for the industry as a whole to address work-family needs of the employees (Dermody and Holloway 1998;Stalcup and Pearson 2001), very few empirical studies have focused on this issue. This article integrates studies generated by researchers in the hospitality area with relevant studies from the wider literature on work and family.…”