Full metadata record
|dc.contributor||Department of Hotel and Tourism Management||en_US|
|dc.creator||Chan, Chor-shing Jimmy||-|
|dc.publisher||Hong Kong Polytechnic University||-|
|dc.rights||All rights reserved||en_US|
|dc.title||A study of the impact of job factors on newcomers' turnover intentions and organizational commitment : a case in the Hong Kong hotel industry||en_US|
|dcterms.abstract||Hotels in Hong Kong are able to attract enough talented and highly motivated people; however, they differ in their capacity to arouse these people's commitment and retain them. This results in traditional high staff turnover in Hong Kong's hotels. In the past thirteen years 1985-1997, the average staff turnover rate below one year service had gone up to 56.53% of the hotel turnover. This demonstrated the fact that hotels in Hong Kong were rather weak in retaining these "NEWCOMERS" within one year service. This traditional high staff turnover rate of newcomers will definitely be worsen by the new hotel projects in the next couple of years. As staff turnover is very costly and time-consuming, it is more than appropriate to start now to look for ways to control and reduce it. As suggested by the met-expectations hypothesis that the level of employees' satisfaction after organizational entry will affect their organizational commitment and turnover intention, thus by measuring the impact of job factors on organizational commitment and turnover intention, it can help to have a better overall picture of newcomers' turnover. This research aims at studying the impact of these job factors on newcomers' organizational commitment and turnover intention. A sample size of 300 newcomers from 15 hotels, who are within 9 months service with their hotels, were selected to fill out the questionnaire. With the results, various tests and analyses (Frequencies, Descriptives, ANOVA and Regression) are used to identify which job factors are significant and how are they affecting the Turnover Intention and Organizational Commitment of newcomers. Detail discussions are made with recommendations on management implications for hotel human resources professionals to consider as a reference for building up a more committed work team.||en_US|
|dcterms.extent||ix, 96,  leaves : ill. ; 30 cm||en_US|
|dcterms.LCSH||Hotels -- China -- Hong Kong -- Employees||en_US|
|dcterms.LCSH||Labor turnover -- China -- Hong Kong||en_US|
|dcterms.LCSH||Organizational commitment -- China -- Hong Kong||en_US|
|dcterms.LCSH||Hong Kong Polytechnic University -- Dissertations||en_US|
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