Turnover intention and commitment as part of organizational social capital in the hotel industry

Abstract

The purpose of this research was to understand how the variables of organizational social capital, that is, communication, influence, and trust, impact organizational commitment (employee turnover) in the hotel industry. Exploratory, qualitative research is used to highlight how various organizational social capital factors impact employee turnover intention. The authors measured several variables and sought to identify their relationships; the objective to predict impacts using generalized structured component analysis to analyze the data and test hypotheses. This article validates that commitment can be positively impacted by communication and influence, but much less by trust. Additionally, given that communication flows through several layers of management (senior and operational), ensuring management is equipped with the right tools and strategies that enable trust and the ability to be influential, is essential. Attention to the commitment of managers is an area for general managers to focus on, as they have the power to increase or decrease the power-of-impact. The research provides managers with the dimensions that impact employee turnover intention, enabling them to concentrate on factors to positively impact organizational commitment with the aim of reducing turnover.