The impact of transactional and transformational leadership on employee intention to stay in deluxe hotels: Mediating role of organisational commitment

Alyahya

et al. 2022

IJERPH

Self Cite

Drawn on Social Exchange Theory and Conservation of Resources Theory, this study developed a research model to examine the direct influence of job insecurity and distributive injustice, which were common in many hotels amid COVID-19, on unethical pro-organisation behaviour (UPoB) among hotel employees. The study also examines the mediating role of turnover intention in the relationship between job insecurity, and distributive injustice, which was result of the COVID-19 pandemic on UPoB. For this purpose, a questionnaire survey was self-dropped and collected through personal network to hotel employees in Eastern Province of Saudi Arabia. The results of structural equation modelling using AMOS (version 23) supported all the study hypotheses. The results showed a significant positive influence of distributive injustice and job insecurity on UPoB among hotel employees. Moreover, turnover intention was found to have a partial mediation role in the relationship between job insecurity, distributive injustice and UPoB. The results extend our understanding of Social Exchange Theory and Conservation of Resources Theory that employees in hotels are more likely to protect themselves and their job by engaging in UPoB if they perceived their job at threat due to a crisis, i.e., the COVID-19 pandemic. The major conclusion of current research is that when hotels employees perceived job insecurity and distributive injustice because of the pandemic, they responded with high turnover intention and as a last choice engaging in UPoB to save their resources, in this case their jobs, since they have no other alternatives outside the organisations. However, this inappropriate antisocial behaviour could have a negative influence on both employees and organisation at the long term. The results of current research have several theoretical implications for tourism scholars and managerial implication for hoteliers.

Section: Hypothesis Development and Conceptual Frameworkmentioning

confidence: 99%

Influences of Distributive Injustice and Job Insecurity Amid COVID-19 on Unethical Pro-Organisational Behaviour: Mediating Role of Employee Turnover Intention

Aliedan

Alyahya

et al. 2022

IJERPH

Self Cite

“…Hospitality is among the top industries that suffers from high turnover due to the low image of the industry with poor compensation [ 36 , 37 ]. Studies on employee turnover in the hospitality industry have shown several predictors for employee turnover intention, such as organizational support [ 38 ]; organizational citizenship behavior [ 39 ]; organizational justice [ 40 ]; job satisfaction and organizational commitment [ 41 ]; coworkers and job security [ 27 ]; and leadership style and organisztional commitment [ 42 ].…”

Section: Literature Review and Hypothesis Buildingmentioning

confidence: 99%

The Impact of Job Insecurity and Distributive Injustice Post COVID-19 on Social Loafing Behavior among Hotel Workers: Mediating Role of Turnover Intention

Alyahya

Elshaer

2021

IJERPH

Self Cite

The COVID-19 pandemic has severe psychological and psychosocial impacts on hotel workers. This study examines the causal direct impact of both job insecurity and distributive injustice, which were common in hotels post COVID-19, on social loafing behavior among hotel workers, and the indirect impact through turnover intention. Data were collected from 850 hotels workers in the Kingdom of Saudi Arabia. Using results obtained through structural equation modeling (SEM), the spread of both job insecurity and distributive injustice positively and significantly influences turnover intention among hotel workers post the COVID-19 pandemic. The results also found that turnover intention fully mediates the influence of both distributive injustices on social loafing behavior. On the other side, it partially mediates job insecurity on social loafing behavior among hotel workers. Implications for scholars and practitioners as well as limitations of current research are discussed.

“…Previous research (see for example, Deery and Jago 2015; Gui et al 2020;Sobaih et al 2022) have shown that leaders with transformational leadership characteristics have a significant influence on worker attitudes and behaviors. Therefore, the relationship between transformational leadership with other organizational attributes have drawn the attention of researchers in last few decades.…”

Section: Introductionmentioning

confidence: 99%

“…Therefore, the relationship between transformational leadership with other organizational attributes have drawn the attention of researchers in last few decades. Earlier studies indicated a positive influence of transformational leadership on different job outcomes such as job satisfaction (Medley and Larochelle 1995); workers' motivation (Masi and Cooke 2000); organization effectiveness (Lowe et al 1996); organizational learning (Zagoršek et al 2009); psychological capital (Gom et al 2021); and intention to stay (Sobaih et al 2022). However, there is limited published research, to the best of the research team's knowledge, examining the relationship between transformational leadership and turnover intention amid COVID-19 on hotel workers through the effect of psychological safety.…”

Section: Introductionmentioning

confidence: 99%

Do You Feel Safe Here? The Role of Psychological Safety in the Relationship between Transformational Leadership and Turnover Intention Amid COVID-19 Pandemic

Gharbi

Elnasr

2022

JRFM

Self Cite

Despite their significant role in the performance of hotel industry, hotel workers are suffering from high rates of turnover, due to several reasons, particularly amid the COVID-19 pandemic. The pandemic has had numerous negative consequences on hotel workers, including their intention to leave the job or/and career. This study is an attempt to investigate the impact of transformational leadership on turnover intention amid COVID-19 and how psychological safety can intermediate this relationship. The study used a quantitative research approach via a pre-test instrument, self-distributed and collected from hotel workers at different regions in the Kingdom of Saudi Arabia (KSA). Valid responses from 1228 workers, analyzed through a structural equation modeling (SEM) of AMOS version 23, showed that transformational leadership has a significant negative impact on turnover intention as hypothesized. Nevertheless, it has a significant positive impact on psychological safety, whereas psychological safety has a significant negative impact on turnover intention. The most important finding of this study was the perfect mediating effect of psychological safety in the link between transformational leadership and workers’ turnover intention. This finding confirms that psychological safety has the ability to change the above-mentioned link. In other words, the presence of psychological safety ensures negative turnover intention, even if transformational leadership practices do not exist. The findings have implications for scholars and practitioners, especially in tourism and hotel context, in relation to the role of psychological safety and transformational leadership in creating a sustainable working environment to maintain a lower turnover intention.