Abstract
The turnover crisis has been one of the major problems in the hospitality industry. Regardless of the considerable amount of studies on employee turnover, it is still ambiguous and requires further investigation because of its dependency on human resource in the hospitality industry as part of a service product. This paper provides a theoretical overview of Mobley’s model on employees’ retention or turnover. The primary purpose of this study is to explain that the applications of the Mobley model can either determine job dissatisfaction leading to job turnover or job satisfaction leading to job retention. This application is an attempt to reduce the effects of such a crisis in local hospitality industry; and findings from literature review indicate that deprived working conditions will lead to dissatisfied employees and they eventually quit employment. The practical implications of Mobley’s model guide various organizations in the industry to mitigate the effects of employee turnover and increase employee retention.
Highlights
Hospitality is a successful industry due to its remarkable contribution to the economy, in Malaysia and in global generally
Employee satisfaction and retention are very important challenges that face the success of the industry and, labor turnover crises have been emerging globally in the face of many businesses, including hospitality
This study briefly describes the existing literature on job stress, job stressors, job satisfaction, work environments, and cultural characteristics, and the turnover with the intention to quit from a current job which leads to actual turnover using the Mobley model (1977)
Summary
Hospitality is a successful industry due to its remarkable contribution to the economy, in Malaysia and in global generally. As a human based industry, hospitality depends on humans as part of the product, in which, cannot be separated from the service process (Ghazali, 2010). Employee satisfaction and retention are very important challenges that face the success of the industry and, labor turnover crises have been emerging globally in the face of many businesses, including hospitality. According to Lashley (2000), turnover can be realized as an employee movement within an organization regardless of the reasons. Though AKSU (2004) found that turnover rates have considerable passive effects on hospitality performance. The existing literature reviews the job stressors, job stress, job satisfaction, and the work environment as factors which can dissatisfy people and possibly force them to quit their current
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