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Perceived Work Status Congruence and...

Watts, Johngella.

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Perceived Work Status Congruence and Voluntary Turnover Intentions of Tipped Hourly Casual-Dining Restaurant Employees.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Perceived Work Status Congruence and Voluntary Turnover Intentions of Tipped Hourly Casual-Dining Restaurant Employees./
Author:	Watts, Johngella.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2018,
Description:	123 p.
Notes:	Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.
Contained By:	Dissertation Abstracts International79-08A(E).
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10751776
ISBN:	9780355811476

Perceived Work Status Congruence and Voluntary Turnover Intentions of Tipped Hourly Casual-Dining Restaurant Employees.
Watts, Johngella.

Perceived Work Status Congruence and Voluntary Turnover Intentions of Tipped Hourly Casual-Dining Restaurant Employees. - Ann Arbor : ProQuest Dissertations & Theses, 2018 - 123 p.

Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.

Thesis (D.B.A.)--Capella University, 2018.

The problem of retaining tipped hourly workers in the casual-dining restaurant industry is a significant issue for managers. The purpose of this study was to identify the tipped hourly casual-dining restaurant employees' perceptions of their work status congruence and their affective organizational commitment. The exploration of the perceived experiences of tipped hourly employees answered the following research questions: (a) What are the perceived experiences of tipped hourly casual-dining restaurant employees of their work status congruence? (b) What are the perceived experiences of tipped hourly casual-dining restaurant employees of their affective organizational commitment? The conceptual framework for this study was work status congruence. The participants for this phenomenological qualitative study consisted of tipped hourly casual-dining restaurant employees. Nine participants answered eight semistructured questions during face-to-face interviews. The findings of this study consisted of three primary themes and six subthemes. The first primary theme of work status congruence includes the subtheme accommodation. The second primary theme affective organizational commitment includes the subthemes self-management, team, contentment, and multitasking; and the final primary theme earnings include the subtheme pay, which demonstrated the participants shared perceived experiences of their work status congruence and affective organizational commitment and the importance of retaining tipped hourly workers in the casual-dining restaurant industry. The findings of this exploratory research contributed to the business literature for practitioners, academia, business owners, and managers by supporting previous research on the value of work status congruence and the employees' affective organizational commitment. The contribution of the study to business practice is the study showed fulfillment of the employees' preferences created positive views of work status congruence that produced affective organizational commitment. Based on the analysis of data collection earnings and pay did not influence the participants' perceptions of work status congruence or affective organizational commitment. Furthermore, work status congruence influenced positive outcomes and behaviors out of less desirable situations from the participants, which also influenced affective organizational commitment in the organization. Organizational leaders can implement strategies to promote work status congruence, accommodation, affective organizational commitment, self-management, team, contentment, multitasking, better earnings, and pay to reduce voluntary turnover.

ISBN: 9780355811476Subjects--Topical Terms:

3168311
Business administration.

Perceived Work Status Congruence and Voluntary Turnover Intentions of Tipped Hourly Casual-Dining Restaurant Employees.
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520 $a The problem of retaining tipped hourly workers in the casual-dining restaurant industry is a significant issue for managers. The purpose of this study was to identify the tipped hourly casual-dining restaurant employees' perceptions of their work status congruence and their affective organizational commitment. The exploration of the perceived experiences of tipped hourly employees answered the following research questions: (a) What are the perceived experiences of tipped hourly casual-dining restaurant employees of their work status congruence? (b) What are the perceived experiences of tipped hourly casual-dining restaurant employees of their affective organizational commitment? The conceptual framework for this study was work status congruence. The participants for this phenomenological qualitative study consisted of tipped hourly casual-dining restaurant employees. Nine participants answered eight semistructured questions during face-to-face interviews. The findings of this study consisted of three primary themes and six subthemes. The first primary theme of work status congruence includes the subtheme accommodation. The second primary theme affective organizational commitment includes the subthemes self-management, team, contentment, and multitasking; and the final primary theme earnings include the subtheme pay, which demonstrated the participants shared perceived experiences of their work status congruence and affective organizational commitment and the importance of retaining tipped hourly workers in the casual-dining restaurant industry. The findings of this exploratory research contributed to the business literature for practitioners, academia, business owners, and managers by supporting previous research on the value of work status congruence and the employees' affective organizational commitment. The contribution of the study to business practice is the study showed fulfillment of the employees' preferences created positive views of work status congruence that produced affective organizational commitment. Based on the analysis of data collection earnings and pay did not influence the participants' perceptions of work status congruence or affective organizational commitment. Furthermore, work status congruence influenced positive outcomes and behaviors out of less desirable situations from the participants, which also influenced affective organizational commitment in the organization. Organizational leaders can implement strategies to promote work status congruence, accommodation, affective organizational commitment, self-management, team, contentment, multitasking, better earnings, and pay to reduce voluntary turnover.
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