Mitigating Effect of Psychological Capital on Employees' Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia.

Zhen Yan,Abdul R Abdullah,Zuraina D Mansor,Wei C Choo

doi:10.3389/fpsyg.2021.617023

Abstract

High turnover rate is one of the striking features of the hotel industry and one of the most significant challenges. High turnover rate causes substantial costs for recruitment, selection and training in hotels, on the other hand, it also leads to negative consequences such as the decline of organizational performance and service quality. Thus, it is necessary to search for the root causes of turnover and put forward solutions. This study was designed to examine the impact of psychological capital (PsyCap), organizational commitment (OC), and job satisfaction (JS) on turnover intention among hotel employees. Additionally, it aimed to test the mediating roles of job satisfaction (JS) and organizational commitment (OC). The data were obtained from 228 hotel customer-contact employees with a time lag of two weeks in three waves in Kuala Lumpur based on convenience sampling. A series of structural equation modeling analyses were utilized to investigate hypothesized relationships. The results reveal that there exists a significant and negative impact of PsyCap on employees’ turnover intention and this correlation is partially mediated through two job attitudes. That is to say, to retain hotel talents, five-star hotel management should take proper measures to help employees obtain and maintain positive psychological resources such as PsyCap, on the other hand, how to cultivate positive job attitudes and strengthen their sense of identification and belonging for their organizations is supposed to be more focused on.

Highlights

Hotel employees’ turnover intention leads to many tangible and intangible negative outcomes
This study aims to examine the joint effects of four indicators of psychological capital (PsyCap) on customer-contact employees’ TI through the mediating role of job attitudes in hotel sector in Malaysia
Our findings regarding the effect of PsyCap are similar to the results of some previous studies (e.g., Da et al, 2020; Hua, 2020; Junaid et al, 2020; Sepeng et al, 2020), we provide a new insight in this study that organizational commitment (OC) and job satisfaction (JS) exert mediating effects simultaneously

Summary

Introduction

Hotel employees’ turnover intention leads to many tangible and intangible negative outcomes. This study draws from both positive psychology and positive organizational behavior to examine whether the core construct of psychological capital (Luthans et al, 2007b) may be a key factor in better understanding how to make employees are more satisfied with and committed to their organizations, and the direct and indirect causes for employees’ turnover. PsyCap has been found to be beneficial to both organizations and employees in facilitating desirable work-related outcomes, such as job satisfaction (Olaniyan and Hystad, 2016), work engagement (Guido et al, 2018) and organizational citizenship behavior (Pradhan et al, 2016). PsyCap mitigates undesirable outcomes such as workplace bullying (Spence Laschinger and Nosko, 2015), counter-productive behaviors (Avey et al, 2011) and turnover intention (Karatepe and Avci, 2017)

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