دانلود رایگان مقاله انگلیسی حفظ کارکنان هتل به عنوان مشتریان داخلی: تأثیر تعهد سازمانی بر رفتار وفاداری کارکنان - الزویر 2019

ABSTRACT

High employee turnover has been a concern of the hotel practitioners and academics. Previous research more focused on reducing employee turnover by improving economic incentives. However, psychological incentives are getting more concerned now. This study aims to analyze the psychological mechanism affecting the attitudinal and behavioral loyalty of employees in hotel sector. This study uses organizational commitment theory and regards the hotel employee as an internal customer to construct and verify a conceptual framework. Several important findings are observed. First, affective, normative, and continuance commitment have apparent and varying effects on the attitudinal and behavioral loyalty of employees. Second, the attitudinal loyalty of employees significantly promotes behavioral loyalty. Third, employee trust and satisfaction in hotel sector are vital antecedents of the three dimensions of organizational commitment. These findings have important implications for managing hotel employee turnover and improving the psychological achievements of employees to consequently enhance attitudinal and behavioral loyalty.

6. Discussions and conclusions

6.1. Discussions

High staff turnover rate and poor employee loyalty have been apparent trends in the hotel sector in recent years and are prevalent in China. The service-oriented behaviors of employees play an increasingly critical role in the success of the said sector; thus, the mechanism of employee loyalty retention must be explored. This research develops and tests an integrated model that examines the antecedents and consequences of hotel employee organizational commitment to investigate the paths of maintaining the attitudinal and behavioral loyalty of employees. Organizational commitment and employee turnover have attracted considerable attention among hotel researchers. However, few hotel-related studies have identified and distinguished between the attitudinal and behavioral loyalty of employees or explored the effect of organizational commitment on attitudinal and behavioral loyalty.

Our study contributes to the literature of employee turnover in the hotel sector by proposing a framework that integrates and verifies the constructs of hotel employee trust, employee satisfaction, organizational commitment, and, especially, attitudinal loyalty and behavioral loyalty of employees. Many extant studies have examined organizational commitment and its relationship with antecedents and consequences. However, to our knowledge, few investigations on hotel employee turnover have integrated the two relations and verified the impact of organizational commitment on attitudinal and behavioral loyalty of employees within a single model. The findings of this study are as follows.