How do job-related constructs determine employee turnover? Serbian hotels example

Abstract

In the hospitality industry, employee turnover is extremely high. It is often caused by minimal growth opportunities, intensive work, lack of flexibility, limited opportunities for promotion, lack of recognition, etc. Investment in human resources, strategies that maintain an adequate workforce and improve employee engagement is quite justified cost with multiple returns. The specific issue is that hospitality leaders often do not know the relationships between employee satisfaction, employee motivation and employee engagement, which may be the basis for understanding their intention to leave the job. The purpose of this study was to examine the relationship between the three job-related constructs: motivation, job satisfaction, and work engagement, as well as to examine their impact on employee turnover. The results confirmed a positive relationship between job satisfaction and motivation, satisfaction and work engagement, as well as the relationship between motivation and engagement. On the other side, the results showed that job satisfaction, dedication, and vigor negatively predict employee turnover. The findings may provide hotel managers with a foundation to understand this issue and assume where to direct their research and how to improve job conditions.

Enhancing employee performance through motivation: the mediating roles of green work environments and engagement in Jakarta’s logistics sector

“…This increase in employee involvement often occurs subtly, but it significantly contributes to organizational sustainability and growth ( Sharma and Singh, 2016 ). External motivational factors also exhibit a positive relationship with work engagement, encompassing both positive motivations (such as rewards and incentives) and negative motivations (like sanctions and punishments) ( Nusraningrum and Dwi, 2018 ; Cimbaljević et al, 2020 ). This bifurcation of motivation into positive and negative external factors highlights the complexity of motivational dynamics in influencing employee engagement ( Christian et al, 2011 ; Masvaure and Maharaj, 2014 ).…”

“…The role of human resource management in motivation and work engagement is becoming increasingly important ( Cimbaljević et al, 2020 ). There is a clear influence of motivation on employee performance; higher motivation correlates with higher performance ( Yousaf et al, 2015 ; Paais and Pattiruhu, 2020 ; Qomariah et al, 2022 ; Royani et al, 2022 ; Taryana et al, 2023 ).…”

Significance of the Work Environment and Personal Resources for Employees’ Well-Being at Work in the Hospitality Sector

“…Increasing the level of personal resources can be achieved through different types of training (e.g., emotion regulation and stress-management). Providing support by increasing the level of employees’ personal resources and attracting new employees high in self-efficacy, hope, optimism, and resilience can indirectly impact their work engagement (in a positive direction) and turnover intention (by reducing the intention to leave the current organization) [ 72 ]. Finally, employees will see that the organization cares about their well-being at work only if the management initiates a good relationship between employees, their colleagues, and supervisors if they communicate regularly with employees and enable them to express their opinions and value and respect their efforts at the workplace.…”

Motivational Hypnosis as a Tool to Eliminate the Effects of Covid-19 Perception on Employee Motivation

“…Randa Diab-Bahman said based on Ekerman's idea, (Ekerman, 2006) that motivation also increases worker productivity and performance (Diab-Bahman, 2020; Kamery, 2004) and positively correlates with organisational effectiveness (Malik et al, 2011). When employees have the chance to be inspired by their work, they look forward to accomplishing corporate goals; those who perceive their work as a source of learning and progress and are motivated to perform their duties are negatively associated with turnover intentions (Cimbaljević et al, 2020;Mijatov et al, 2018).…”