Retaining young employees in the hospitality and tourism sector: the role of workplace context and management practices

Abstract

PurposeThis research study investigates the relationship between management practices and young employee retention in the hospitality and tourism industry in Lebanon. Besides, it examines the moderating role of the workplace context in the relationship between management practices and employment retention in the industry.Design/methodology/approachNon-probability purposive sampling method was used to collect 421 questionnaires through a survey of young employees. Exploratory factor analysis (EFA) and Cronbach's alpha test are conducted to test the construct validity, reliability, and internal consistency of collected data. Descriptive statistics are used to interpret the data. Zero-order correlations, multiple regression analysis and Fisher's Z-test are applied to assess the interrelations of the various groups of variables and the determinants of young employee retention.FindingsThe findings show that management practices tested in this study have significant relationships with young employee retention in the hospitality and tourism industry in Lebanon. Further, the findings reveal that the workplace context moderates the relationship between three management practices (participation in decision-making, training, and performance recognition) and young employee retention.Practical implicationsThe findings suggest that managers in hospitality and tourism businesses must improve their management practices and promote a positive workplace context to retain young employees.Originality/valueFinally, this study is the only one that tests the moderating role of the workplace context in the relationship between five selected management practices (participation in decision-making, training, performance recognition, remuneration and job continuity) and young employee retention. Previous studies used fewer variables.