Employees intent to leave: A comparison of determinants of intent to leave versus intent to stay

Staff turnover in hotels: Exploring the quadratic and linear relationships

“…It could differ from hotel to hotel as an individual case. These authors and others such as Yang et al (2012), Peachey (2011), Yang (2010), Cho et al (2009) and Ghiselli et al (2001), suggest in their findings that enthusiasm at work helps build loyalty towards the organisation and influences any intentions staff might have to quit. Senior hotel managers in India in a personal discussion as part of the current research project favour a view that employees are more likely to remain with the hotel if it provides a professional working environment which increases their organisational enthusiasm.…”

“…The relationship is represented by an inverted U-shaped curve reflecting that employee's intention to leave the job reaches its highest point when he/she develops average level of professional and organisational enthusiasm (see Figure 3). This notion is supported by Yang et al (2012), Peachey (2011), Yang (2010) and Cho et al (2009), who suggest in their findings that enthusiasm at work helps build loyalty towards the organisation and influences any intentions staff might have to quit.…”

“…Measures for this construct were adapted from the studies done by Denvir and McMahon (1992), Kim (1998), Yang, (2010, Cho et al (2009).  Stimulating work.…”

“…Mohsin et al, 2013;Yang, et al 2012, Zhou, et al 2012, Wells and Peachey 2011, Slatten, et al 2011, Blomme et al 2010, Yang, 2010Cho et al 2009), the alternative relationships between those antecedents and intention to leave the job are still scant. The rationale behind our argument is that increasing investments on beneficial antecedents would be harmful for employee's intention to leave the job.…”

The Effect of Organizational Justice on Employees' Turnover Intention and Customer-Oriented Behavior in Chinese Full-Service Restaurants: The Mediating Role of Organizational Affective Commitment

“…In the hospitality industry, Nadiri and Tanova (2009) [30] have investigated the relationship between justice perception and hotel employees' turnover intention and find that the fairness of personal outcomes that employees receive may have more impact on turnover intentions than the perceived fairness of a firm's procedures. Cho, Johanson, and Guchait (2009) [42] argued that in hospitality sector in the US positive employee attitudes such as organizational commitment and perceived organizational support help to reduce the intention to leave.…”