Abstract
The Impacts of Quality Work Life and Occupational Commitment on Job-Hopping Behavior of Chefs in 4 and 5 Star Rated Hotels in Malaysia
Highlights
Tourism industry in Malaysia has contribute significantly to the economy before the spread of Covid-19 as it accounted for 15.9 percent of Gross Domestic Product and 23.6 percent of total employment in 2019 (Department of Statistics Malaysia, 2019)
It can be identified that the position of the respondents with 46% being to the Chef de Partie, followed by 13% who are Junior Sous Chef. 37% are Sous Chefs and Executive Chefs is the smallest group at 5%
The aim of this study is achieved through the analyses conducted and the findings derived in the fulfilment of both research hypotheses, which entails on the impacts of quality work life (QWL) and occupational commitment (OC) on the job-hopping behavior among the chefs in Malaysia
Summary
Tourism industry in Malaysia has contribute significantly to the economy before the spread of Covid-19 as it accounted for 15.9 percent of Gross Domestic Product and 23.6 percent of total employment in 2019 (Department of Statistics Malaysia, 2019). This reflects the growth of the hospitality industry in meeting the tourism market demand in Malaysia where the requirement for sufficient workforce is heightened to ensure a competitive delivery of products and services Despite these positive growths, the significant problem of high level of turnover still plays a substantial role in hindering the development of the tourism industry as a whole and Malaysian hotel industry (Abdullah et al, 2010; Yan et al, 2021). The significant problem of high level of turnover still plays a substantial role in hindering the development of the tourism industry as a whole and Malaysian hotel industry (Abdullah et al, 2010; Yan et al, 2021) This situation is in line with the issues encountered by the travel and tourism worldwide, as this problem is felt intensely in the profession of cooking (Iomare, Afifi & Healy, 2020; Young & Corsun, 2010). This is because the process of replacement will diminish the resource, decrease the efficiency and effectiveness of daily operations for the continuing staff and risking the capability of hotel organizations to achieve their range of business objectives (Rowley & Purcell, 2001)
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