Error management culture: impact on cohesion, stress, and turnover intentions

Abstract

An error management culture involves organizational practices related to communicating about errors, sharing error knowledge, quickly detecting and handling errors, and helping in error situations. Building on error management research, this study examined the influence of organizational error management culture on the turnover intentions of frontline service employees. The study also investigated the underlying mechanism that links this culture with turnover intentions. Data were collected from 345 frontline employees of hotels in Turkey. Structural Equation Modeling results revealed that employee perceptions of organizational error management culture have a direct and significantly negative impact on their turnover intentions. Furthermore, results showed that this relationship is mediated through perceived group cohesion and work stress. Using the job demands-resources model as a theoretical framework, this study revealed that organizational error management culture leads to increased group cohesion; increased group cohesion lowers work stress; and lower work stress lowers turnover intentions. This study contributes to the services management literature by demonstrating how organizational error management culture impacts employee turnover intentions

Error management in service security breaches

“…Error management refers to a strategy that focuses on early detection, timely correction, and inhibition of errors by analyzing and learning from errors (Van Dyck et al , 2013). A review of prior research on error management reveals that existing research efforts are dominated by a focus on the impacts of error management on increasing organizational performance, promoting creativity (Hofmann and Frese, 2011), and reducing employees’ turnover intentions through influencing perceived group cohesion and work stress (Guchait et al , 2016b), leaving consumer-related outcomes relatively less understood (Van Dyck et al , 2005; Wei et al , 2017). The present research was thus aimed at filling in this gap in prior error management literature by studying the impacts of error management on consumer attitudes and behavioral intentions.…”

Impact of error management culture on organizational performance, management-team performance and creativity in the hospitality industry

“…First, there is scarcity of research that has empirically tested the influence of error management culture on organizational outcomes (Guchait, Pasamehmetoglu, & Madera, 2016a).…”

“…Second, researchers have examined individual perceptions of organizational culture and climate (e.g., Hu, Horng, and Sun (2009) examined employee perceptions of team culture in organizations; Madera, Dawson, and Neal (2013) examined manager perceptions of diversity climate in organizations). Previous studies have examined the individual perceptions of error management culture from employees' perspective (Guchait et al, 2016a;Van Dyck et al, 2013).…”

“…Specifically, they suggested that error management culture is likely to improve group work procedures and creativity, which ultimately would impact organizational performance. Along these lines, recently, Guchait et al (2016a) linked error management culture with group cohesion (a proximal outcome). Thus, the current study fills another gap in the error management research by incorporating team variables (management-team performance, management-team creativity, and management-team learning behavior).…”

“…Fourth, recent research has highlighted the need to test the underlying processes linking error management culture and organizational and employee outcomes (Guchait et al, 2016a;Keith and Frese, 2009). Recently, Guchait et al (2016a) found that error management culture affected employees' intent to leave through group cohesion and work stress. No studies to date have empirically tested the underlying processes that link organizational error management culture and organizational performance.…”