A Theoretical Framework Development for Hotel Employee Turnover: Linking Trust in Supports, Emotional Exhaustion, Depersonalization, and Reduced Personal Accomplishment at Workplace

Abstract

The present research was an empirical endeavor to build a sturdy theorization linking trust in supervisor and co-worker supports, emotional exhaustion, depersonalization, reduced personal accomplishment, and hotel employee turnover at workplace. A quantitative approach and survey methodology were utilized. This research successfully explored the intricate associations between trust-in-support factors and burnout dimensions and uncovered the possible influence of such relationships on employee turnover in the hotel context. In addition, emotional exhaustion and reduced personal accomplishment among burnout constituents significantly affected turnover. These variables also strengthened the influence of trust in supervisor support on hotel employee turnover, acting as significant mediators. A salient role of emotional exhaustion in escalating employee turnover was unearthed. Overall, this research demonstrated the importance of trust in support and its role in reducing the burnout phenomenon among hotel employees and explaining their voluntary turnover decision formation in a satisfactory manner.

The effects of customer incivility and employee incivility on depersonalization: The mediation effect of forgiveness

“…Employee incivility also affects third parties who witness rudeness between co-workers, which damages both routine and creative tasks (Porath & Erez, 2009). Thus, managers have a responsibility to take action (Han et al, 2020).…”

“…Thus, hotels can reduce the negative effects of incivility if their employees have a high tendency to forgive despite constantly encountering it (Bennett & Cox, 2014). Given that forgiveness is only a partial mediator, there may be other mediating factors, such as the organizational forgiveness climate (Cox, 2011), cooperation (Balaji et al, 2020), and manager and employee support (Han et al, 2020).…”

Dysfunctional Customer Behavior, Employee Service Sabotage, and Sustainability: Can Social Support Make a Difference?

“…Although burnout is comprised of emotional exhaustion, depersonalization, which is described as “interpersonal distancing and lack of connectedness with one’s coworkers and clients,” and diminished personal accomplishment, which was described as “a negative evaluation of the self” in Maslach’s model ([ 54 ], p. 160), emotional exhaustion is considered the core component of burnout [ 55 ]. Historically, emotional exhaustion has been the focus of workplace-burnout studies because it leads to lower job satisfaction [ 56 ], higher turnover [ 57 , 58 , 59 ], less organizational citizenship behavior [ 60 , 61 ], and poorer job performance [ 62 ]. In particular, the emotional exhaustion of service employees is a fundamental component in generating employees’ disruptive behaviors toward their customers and organization [ 6 , 55 ].…”

Predicting Job Burnout and Its Antecedents: Evidence from Financial Information Technology Firms

“…Job engagement (JE) can be seen as a key source of organizational sustainability [1] because JE can positively increase performance, competitive advantage, and employee retainment rate [2,3]. On the other hand, JB is also an important factor in influencing organizational sustainability because JB can negatively affect performance, competitive advantage, and employee retainment rate [4,5]. JB has long been recognized as an occupational hazard for people-oriented professions [6,7].…”