Abstract
Building and maintaining a sustainable workforce in the hospitality sector, where demand for talent consistently exceeds supply across the globe, has only been exacerbated by COVID-19. The need to sustain this workforce behooves the industry to unpack core drivers of employee commitment in order to retain top talent. This paper explores how dimensions of employee empowerment increase organizational commitment and, in turn, reduce turnover intention—leading to a more sustained workforce. Drawing on the results of 346 surveys within the Canadian lodging industry, structural equation modeling was undertaken to examine the influence of empowerment on organizational commitment and organizational commitments influence on turnover intention. Findings suggest that the development of meaning through employee empowerment, particularly when the ideals and standards between workers and their organization are aligned, creates a strong emotional commitment which appears to strongly reduce an employee’s intention to leave. Feelings of emotional connection or duty towards an organization show clear positive relationships with reduced intentions to leave. For an industry struggling with higher-than-average turnover intention and labour costs, focusing on creating work with meaning, and instilling a sense of belonging in the workforce will enable organizations to reduce their employee’s turnover intentions.
Highlights
In the hospitality field, one of the key resources for the success of an operation is human talent
structural equation modelling (SEM) was used as it allows for examination of the relationships that can be defined between constructs, as well it has been used previously to examine relationships between employee empowerment and organizational commitment [66,70]
As all latent constructs and measurement items had been derived from previous studies and documented as both valid and reliable, confirmatory factor analysis (CFA) was employed over exploratory factor analysis (EFA)
Summary
One of the key resources for the success of an operation is human talent. A massive challenge for operators remains attracting and retaining a sustainable workforce. Prior to the dramatic challenges of COVID-19 on the hospitality industry, maintaining a sufficient talent pool situated retention and turnover issues among the top ongoing challenges in the industry, as expressed by hospitality operators [1,2], and without a doubt, the extraordinary task of attracting and retaining quality personnel into the hospitality field will remain as the industry moves beyond the current pandemic pressures. The study of talent management has grown dramatically over the last decade, often being undertaken at a strategic human resource level, focused on maximizing the output of high performing individuals positioned within key organizational positions [4,5]. Recent research has explored various aspects of sustainable workforces, including empowerment and customer
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