Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Work engagement and turnover intentions

Work engagement and turnover intentions PurposeThe purpose of this study is to gauge the effects of challenge and hindrance stressors as well as three high-performance work practices (HPWPs) such as training, empowerment and rewards on work engagement (WE) and turnover intentions (TI). This study also tests customer orientation (COR) as a moderator of these relationships.Design/methodology/approachData gathered from frontline hotel employees in Northern Cyprus in two time periods with a time lag of two weeks were used to test the relationships.FindingsThe results suggest that both challenge and hindrance stressors heighten TI and empowerment fosters WE. Rewards alleviate TI. More importantly, COR acts as a moderator of the effects of challenge and hindrance stressors as well as training, empowerment and rewards on WE and TI.Practical implicationsManagement needs to hire employees high on COR and develop training programs that boost employees’ customer-oriented behaviors. Employees should also be allowed to craft the level of job demands and resources as long as the work is congruent with management expectations.Originality/valueThis study contributes to the extant hospitality knowledge by testing COR as a moderator of the effects of challenge and hindrance stressors and HPWPs on WE and TI. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

Work engagement and turnover intentions

Download PDF
19 pages

Loading next page...
 
/lp/emerald-publishing/work-engagement-and-turnover-intentions-AS52ZIMD2A
Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0959-6119
DOI
10.1108/IJCHM-11-2015-0649
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this study is to gauge the effects of challenge and hindrance stressors as well as three high-performance work practices (HPWPs) such as training, empowerment and rewards on work engagement (WE) and turnover intentions (TI). This study also tests customer orientation (COR) as a moderator of these relationships.Design/methodology/approachData gathered from frontline hotel employees in Northern Cyprus in two time periods with a time lag of two weeks were used to test the relationships.FindingsThe results suggest that both challenge and hindrance stressors heighten TI and empowerment fosters WE. Rewards alleviate TI. More importantly, COR acts as a moderator of the effects of challenge and hindrance stressors as well as training, empowerment and rewards on WE and TI.Practical implicationsManagement needs to hire employees high on COR and develop training programs that boost employees’ customer-oriented behaviors. Employees should also be allowed to craft the level of job demands and resources as long as the work is congruent with management expectations.Originality/valueThis study contributes to the extant hospitality knowledge by testing COR as a moderator of the effects of challenge and hindrance stressors and HPWPs on WE and TI.

Journal

International Journal of Contemporary Hospitality Management – Emerald Publishing

Published: Jun 12, 2017

References

  • Anticipated nurses’ turnover in public hospitals in Saudi Arabia
  • Employee engagement: 10 key questions for research and practice
  • The effects of perceived management concern for frontline employees and customer on turnover intentions: moderating role of employment status
  • Moderator variables: a clarification of conceptual, analytic, and psychometric issues
  • The role of customer orientation as a moderator of the job demand-burnout-performance relationship: a surface-level trait perspective
  • The effect of management commitment to service quality on employees’ affective and performance outcomes
  • On the evaluation of structural equation models
  • Genetic and neurological foundations of customer orientation: field and experimental evidence
  • Weekly work engagement and flourishing: the role of hindrance and challenge job demands
  • Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context
  • The influence of selected antecedents on frontline staff’s perceptions of service recovery performance
  • The customer orientation of service workers: personality trait effects on self- and supervisor performance ratings
  • An empirical examination of self-reported work stress among US managers
  • Employment modes, high-performance work practices, and organizational performance in the hospitality industry
  • Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test
  • Social exchange theory: an interdisciplinary review
  • The‘ what’ and‘ why’ of goal pursuits: human needs and the self-determination of behavior
  • Revisiting talent management work-life balance and retention strategies
  • Internal benefits of service-worker customer orientation: job satisfaction, commitment, and organizational citizenship behaviors