مقاله انگلیسی رایگان در مورد حفظ کارکنان هتل به عنوان مشتریان داخلی – الزویر 2019

The hotel sector in the tourism industry has experienced unprecedented development in the past decades and now plays an increasingly important role in emerging markets. Specifically, hotel service is considered a comprehensive economic activity that aims to earn foreign currency for the Chinese economy (Zhang, 1995). However, the literature on the Chinese hotel sector remains lacking in systematic investigations, thereby raising several critical issues, for example hotel human capital and human resources (Tsang and Hsu, 2011). Specifically, high employee turnover is a challenging issue among hotels in China and its cause has not yet been effectively explained (Xu and Li, 2014). Statistics collected by the Tourism Association Human Resources Development and Training Center reveals that the average employee turnover rate of Chinese hotels in 2016 was as high as 3.34% per month (Hotel Vision of China, 2016). High employee turnover not only leads to weakened credit and reduced staff loyalty and cohesion in Chinese hotels but also threatens the survival and development of such enterprises. Moreover, high employee turnover negatively affects the quality of services and customer satisfaction (Chi and Gursoy, 2009; Davidson et al., 2010), thereby leading to decreased customer loyalty and tarnished brand image (Dusek et al., 2014). Despite ample practical research indicating the significance of hotel employee turnover, theoretical emphasis on turnover remains insufficient (Line and Runyan, 2012). Previous studies on the hotel sector regarded employees as an operant human resource (Ineson et al., 2013; Wu and Xu, 2005), and the core issue for enterprises was the reduction of employee turnover by improving the salaries, fringe benefits, and work conditions of employees (Guan et al., 2014). However, such focus disregards the importance of the internal demand of employees as social persons. Employees are more focused on various motivating factors, such as recognition for their achievement, responsibility, and sense of importance to an organization, than enhanced economic returns (Mowday et al., 2013). More importantly, employees strongly expect their jobs to provide self-actualization and self-development (Rafiq and Ahmed, 2000). Hence, to improve employee satisfaction and loyalty and thus reduce employee turnover, it is worth further studying from the perspective of psychology, sociology and other disciplines (Xu and Li, 2014), specifically the nexus between the psychological needs and work performance of employees must be explored. In response to the suggestion for exploring methods to retain hotel employee loyalty, studies in different disciplines have been done to find various causes of employee turnover. In human resource discipline, many extant studies referring to employee retention and employee loyalty have examined organizational commitment and its relationship with antecedents and consequences. Meanwhile, traditional human resources research considers loyalty to be a simple concept (Bloemer and Odekerken-Schröder, 2006), comparing to the composite view of loyalty in marketing research, i.e. the concept of loyalty includes attitudinal and behavioral aspects (Zhang et al., 2014). To our best knowledge, few investigations on hotel employee turnover have integrated the two constructs and verified the impact of organizational commitment on attitudinal and behavioral loyalty of employees within a single model. Hence, following the logic that employees could be viewed as internal customers and loyalty should be treated as a composite concept including two dimensions of attitudinal and behavioral aspects in marketing research, this study aims to investigate the relationship between organizational commitment and hotel employee loyalty (attitudinal vs. behavioral) and provide practical solutions to effectively resolve the high employee turnover in this sector.