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Leadership Strategies for Employee R...

Raz, Adi.

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Leadership Strategies for Employee Retention in Small Lodging Establishments.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Leadership Strategies for Employee Retention in Small Lodging Establishments./
Author:	Raz, Adi.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2017,
Description:	209 p.
Notes:	Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
Contained By:	Dissertation Abstracts International79-03A(E).
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10635284
ISBN:	9780355314946

Leadership Strategies for Employee Retention in Small Lodging Establishments.
Raz, Adi.

Leadership Strategies for Employee Retention in Small Lodging Establishments. - Ann Arbor : ProQuest Dissertations & Theses, 2017 - 209 p.

Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.

Thesis (D.B.A.)--Walden University, 2017.

In 2015, turnover in the lodging accommodations and food services industry was 72.1%, accounting for 6.5 million incidents of voluntary quits. The purpose of this correlational study was to examine the relationship between antecedent independent variables and employee turnover in bed and breakfasts (B&B) and inns. The independent variables were ethical leadership, organizational support, coworker support, work--family conflict, employee empowerment, employee voice, and work schedule. Organizational support theory provided the theoretical framework for the study. Survey data were collected from 105 B&B and inn managers in California, Arizona, Oregon, and Washington. Data analysis included descriptive statistics, a correlation matrix, chi-square tests, and logistic regression. Correlational analysis and chi-square tests indicated significant positive relationships between organizational support and retention, between coworker support and retention, between reduced work--family conflict and retention, between empowerment and retention, and between work hours and retention. The logistic regression was statistically significant, chi 2(7, N = 583) = 32.507, p < .001, and the independent variables of organizational support, coworker support, work--family conflict, and work schedule significantly predicted employee turnover. The study has implications for social change: when turnover will drop, B&B managers and employees achieve an improved standard of living gained through stability in the workplace, unemployment will drop, and the U.S. economy will see growth.

ISBN: 9780355314946Subjects--Topical Terms:

3168311
Business administration.

Leadership Strategies for Employee Retention in Small Lodging Establishments.
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245 1 0 $a Leadership Strategies for Employee Retention in Small Lodging Establishments.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2017
300 $a 209 p.
500 $a Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
500 $a Adviser: Diane Dusick.
502 $a Thesis (D.B.A.)--Walden University, 2017.
520 $a In 2015, turnover in the lodging accommodations and food services industry was 72.1%, accounting for 6.5 million incidents of voluntary quits. The purpose of this correlational study was to examine the relationship between antecedent independent variables and employee turnover in bed and breakfasts (B&B) and inns. The independent variables were ethical leadership, organizational support, coworker support, work--family conflict, employee empowerment, employee voice, and work schedule. Organizational support theory provided the theoretical framework for the study. Survey data were collected from 105 B&B and inn managers in California, Arizona, Oregon, and Washington. Data analysis included descriptive statistics, a correlation matrix, chi-square tests, and logistic regression. Correlational analysis and chi-square tests indicated significant positive relationships between organizational support and retention, between coworker support and retention, between reduced work--family conflict and retention, between empowerment and retention, and between work hours and retention. The logistic regression was statistically significant, chi 2(7, N = 583) = 32.507, p < .001, and the independent variables of organizational support, coworker support, work--family conflict, and work schedule significantly predicted employee turnover. The study has implications for social change: when turnover will drop, B&B managers and employees achieve an improved standard of living gained through stability in the workplace, unemployment will drop, and the U.S. economy will see growth.
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