Article2007

Developing In-House Careers and Retaining Management Talent

Unknown author

219 citations0/0 files storedCornell Hotel and Restaurant Administration Quarterly

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Job Satisfaction and Organizational Behavior Employee Performance and Management Human Resource and Talent Management

Abstract

One of the primary challenges the hospitality industry faces continues to be high levels of turnover. In this study, the authors examine turnover intentions of one of the most critical groups of employees: management staff. Using a sample of Cornell University School of Hotel Administration graduates from 1987 through 2002, the authors identify the job features that enhance managers' commitment levels to their organizations and to the overall industry, as well as reduce their likelihood of leaving both. Results suggest that hospitality managers are taking charge of their careers. They are looking for challenging jobs that offer growth opportunities, as well as competent leadership and fair compensation. To the degree these job features are in place, hospitality managers' commitment levels will rise. Managers' commitment to performing challenging work especially reduces their likelihood of leaving their companies and the industry.

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References

1994Qualitative Data Analysis: An Expanded Sourcebook 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1979The measurement of organizational commitment 1986Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior.1997Commitment in the Workplace: Theory, Research, and Application 1997Commitment in the workplace: theory, research, and application 2002Careers in and out of Organizations 1997Human Assets and Management Dilemmas: Coping With Hazards On the Road to Resource-Based Theory

Cited by

2009An exploratory study of US lodging properties' organizational practices on employee turnover and retention 2014The Impact of Supervisory Support on Organizational Commitment, Career Satisfaction, and Turnover Intention for Hospitality Frontline Employees 2013Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention 2019What factors influence Generation Y’s employee retention in the hospitality industry?: An internal marketing approach 2017Effects of supportive work environment on employee retention

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