Abstract
ABSTRACT This study aims to investigate and compare the congruent and incongruent perceptions of managers and frontline employees toward employee retention in Hong Kong travel agencies. An integrated model was developed using data from 32 interviews with 16 manager–employee dyads. Findings categorized stabilizing and destabilizing factors of job change into four themes: job nature, industry factors, organizational factors, and personal factors. Key factors influencing employee turnover include high customer contact, anti-social working hours, working environment, office location, supervisor and co-worker relations, remuneration, and career prospect. We conclude by reviewing the theoretical and practical implications for travel trade industry management with regard to formulating staff retention policies and closing the perceptual gaps to reduce frontline staff turnover intention.
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