An Examination of Mississippi Gulf Coast Casino Management Styles with Implications for Employee Turnover

Abstract

The purpose of this study was to investigate the perceptions of casino employees on management styles and the relationship of these perceptions on the employee turnover rate. The sample consisted of a balanced representation of supervisory and nonsupervisory employees. Supervisors tended to perceive themselves and their managerial style in a much move favorable light than did their employees. Future research should continue to address issues of employee retention in the casino industry and adopt strategies that can retain valuable employees while reducing employee turnover costs. Human resource development processes should support managerial styles that facilitate collaborative decision making and participative learning opportunities throughout the organization.

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