Understanding quondam commitments to retain employees: insights from the case of flight attendants and pilots

Abstract

PurposeThis study aims to examine the process model of quondam commitments (commitments employees used to have, but no longer have). It is part of a new perspective aimed at understanding better the concept of commitment, a powerful determinant of employee retention, by looking at gone commitments.Design/methodology/approachDrawing on a qualitative methodology recommended in the most recent commitment literature, life story interviews (Study 1 – flight attendants) and non-directive interviews (Study 2 – pilots) were conducted.FindingsThe authors propose a revised process model of quondam commitments, including the possible transformation of a commitment bond into a different type of psychological bond over time.Research limitations/implicationsThe sample sizes are limited because of the qualitative nature of both studies, and the quondam commitment outcomes could only be studied at the individual level. However, the innovative nature of the work offers important contributions and avenues for research.Practical implicationsThis study provides concrete perspectives for hospitality professionals to retain employees who question their relationship with work. Its relevance goes beyond the airline sector and can be applied to the hotel or restaurant industry, looking for solutions to deal with massive attrition.Originality/valueThis research contributes to filling three gaps identified in the commitment literature. It is one of the very rare studies considering closely both multiple targets and multiple types of psychological bonds. Moreover, it incorporates their dynamics, beyond the commitment bond, and suggests a refined model.