A Theoretical Framework Development for Hotel Employee Turnover: Linking Trust in Supports, Emotional Exhaustion, Depersonalization, and Reduced Personal Accomplishment at Workplace

Alejandro Vega-Muñoz,Antonio Ariza-Montes,Abdul Hafaz Ngah,Heesup Han,Amr Al-Ansi,Wei Quan,Hyunah Chung

doi:10.3390/su12198065

Abstract

The present research was an empirical endeavor to build a sturdy theorization linking trust in supervisor and co-worker supports, emotional exhaustion, depersonalization, reduced personal accomplishment, and hotel employee turnover at workplace. A quantitative approach and survey methodology were utilized. This research successfully explored the intricate associations between trust-in-support factors and burnout dimensions and uncovered the possible influence of such relationships on employee turnover in the hotel context. In addition, emotional exhaustion and reduced personal accomplishment among burnout constituents significantly affected turnover. These variables also strengthened the influence of trust in supervisor support on hotel employee turnover, acting as significant mediators. A salient role of emotional exhaustion in escalating employee turnover was unearthed. Overall, this research demonstrated the importance of trust in support and its role in reducing the burnout phenomenon among hotel employees and explaining their voluntary turnover decision formation in a satisfactory manner.

Highlights

Severe competition is unavoidable in the hospitality and tourism sector due to the growing numbers of firms across the globe [1,2,3]
The findings revealed that both emotional exhaustion (β = 0.579, p < 0.01) and reduced personal accomplishment (β = 0.252, p < 0.01) exerted a significant effect on hotel employee turnover
Our result showed that trust in supervisor support significantly affected hotel employee turnover indirectly through employee burnout factors (β = −0.383, p < 0.01)

Summary

Introduction

Severe competition is unavoidable in the hospitality and tourism sector due to the growing numbers of firms (e.g., hotels, restaurants, resorts, tourism-related companies) across the globe [1,2,3]. Hotels often tend to make it obligatory for employees to deliver superb and extra services to guests in order to meet/exceed guest expectations [1,3]. This tendency is a common and major cause of employees’ work-related psychological stress and burnout phenomenon [5,6], which results in a high turnover rate [7]. Employee turnover is undoubtedly a focal concern for hotel companies [8,9]. Retaining employees by minimizing turnover rates is one of the top priorities for every hotel company

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Discussion

Conclusion