Nghiên cứu về ý định nghỉ việc của nhân viên ngành khách sạn sau đợt dịch Covid19. Trường hợp nghiên cứu tại khách sạn ở Đà Nẵng.During the COVID19 crisis, many hospitality businesses have staff cutbacks to minimize organizational costs (Hope, 2020). However, they are likely to face the risk of lacking a qualified workforce which is vital for them to quickly bounce back and develop after the crisis (Shira Associates, 2020) . Indeed, due to the challenges of the hospitality sector, employees have high intentions to look for better career opportunities in other organizations or even other industries. Thus, the understanding of factors affecting employees’ turnover intentions in this crisis has increasingly drawn attention from researchers in the hospitality industry (Anvaria, JianFub, Chermahini, 2014; Lee, Huang, Zhao, 2005).
Research objectives
The main objective of this research is to investigate the factors impacting employee‟s turnover intention at the hotel in Da Nang after the COVID-19 crisis
This study focuses on assessing employee trust in the organization and employee satisfaction at a hotel in Da Nang during the COVID-19 crisis Additionally, it aims to develop and validate a model that examines employees' intentions to leave the hotel.
Post-COVID-19, Da Nang's hotel industry faces critical challenges related to employee dynamics This study investigates the connections between employee trust in the organization, overall job satisfaction, and the intention to leave among hotel staff in Da Nang Understanding these relationships is essential for enhancing workforce stability and improving operational efficiency in the hospitality sector.
Object and scope of research
Da Nang, located in central Vietnam, serves as a vital socio-economic hub connecting the northern capital of Hanoi with the southern city of Ho Chi Minh The research area encompasses 1,285 km² and includes hotels across seven districts: Cam Le, Hai Chau, Thanh Khe, Hoa Vang, Lien Chieu, Ngu Hanh Son, and Son Tra, as well as Hoang Sa Island.
This research focuses on hotel staff in Da Nang, Vietnam, who hold official labor contracts It specifically examines how various dimensions of organizational trust influence employee satisfaction and turnover intentions in the hospitality sector following the COVID-19 crisis.
Research contributions
This study offers significant theoretical and practical contributions by being the first to explore employee turnover during a crisis, specifically in the context of COVID-19 It highlights the critical role of organizational trust among employees during challenging times.
This research aims to develop a conceptual model that elucidates how organizational trust dimensions impact employee satisfaction and turnover intentions within the hotel industry during the COVID-19 crisis It significantly contributes to the literature on human resource management in the hospitality and tourism sectors.
This study explores the significant impact of organizational trust dimensions on employee turnover intentions, emphasizing the role of employee satisfaction within the hotel industry in Da Nang The findings aim to offer valuable recommendations for hotel operators to enhance service quality, thereby increasing employee satisfaction and reducing turnover rates Additionally, the study addresses strategies for retaining employees in the aftermath of the COVID-19 crisis.
Structure of the study
The research will be divided into five chapters, including:
Chapter 1: Introduction This chapter outlines the research background and motivation behind selecting this topic, providing readers with insight into the study's objectives, research methods, and anticipated contributions to the field.
Chapter 2: Literature Review provides a comprehensive analysis of existing literature on hotel employee behavior in crisis situations It establishes a theoretical foundation by exploring five key constructs: integrity, commitment, dependability, employee satisfaction, and turnover intention Additionally, this chapter outlines a conceptual framework and presents arguments to support the formation of research hypotheses.
In Chapter 3, I outline the research methodology employed in this study, detailing the approaches taken to engage participants, gather data, and develop research instruments Additionally, this chapter presents the methods used for data analysis.
Chapter 4: Result This chapter presents finding research, including the results of measurement models and structural models with explanations for the data analysis
Chapter 5 discusses the significant findings of the research and their implications, particularly focusing on strategies to reduce turnover intentions among hotel employees in Da Nang following the COVID-19 crisis Additionally, this chapter outlines the study's limitations and offers suggestions for future research directions.
LITTERATURE REVIEW Page 1.1 Overview of COVID-19 crisis
COVID-19 pandemic
Coronaviruses (CoVs) significantly impact human health, causing a range of illnesses from mild colds to severe diseases These viruses can be transmitted from animals such as cats, dogs, bats, and mice to humans In December 2019, a novel strain known as SARS-CoV-2 was identified in Wuhan, China Following the outbreak of pneumonia linked to this virus, the World Health Organization (WHO) declared a global emergency, and on February 11, 2020, officially named the disease COVID-19 (Coronavirus Disease 2019).
The virus has an incubation period ranging from 2 to 14 days, during which patients may experience symptoms like fever, dry cough, and shortness of breath In severe cases, complications can arise, including acute respiratory failure and pneumonia that necessitates ventilation Vulnerable groups, such as the elderly and individuals with a history of cancer or diabetes, are at a heightened risk for serious complications (Osama and Amer, 2020).
As of September 5, 2020, COVID-19 has spread to more than 200 countries and territories, resulting in nearly 30 million confirmed cases and close to 1 million deaths globally, according to the World Health Organization This widespread impact has instilled fear across the world.
Crisis
A crisis is defined as a disruptive event that can originate from within or outside a system, impacting essential business activities and potentially diminishing the company's value (Vardarlıer, 2016) It poses a significant threat to the system's existence, allowing little time for response (Hermann, 1963) and often relates to dire situations that may arise (Turner, 1976) Additionally, a crisis occurs when the system's resources are insufficient to manage or control the circumstances (Mishra, 1996).
While crises can significantly threaten the survival of organizations, they can also lead to positive outcomes for those that endure them Research by Mishra (1996) and Marcus and Goodman (1991) suggests that the trauma associated with a crisis can foster development within the system, offering individuals the opportunity to learn, gain experience, and seek more fulfilling roles.
Turnover intention of employees
Turnover intention is defined as the intention of employees to quit the organization endlessly in the near future (Ali, 2007; Long et al., 2012) A study by Firth et al
Employee turnover intention refers to the consideration and contemplation of leaving a current job, which plays a crucial role in the decision-making process regarding actual job departure This tendency to leave an organization has been highlighted in various studies (Dess and Shaw, 2001; Hallajy et al., 2011) as a significant factor influencing employee behavior.
Turnover is categorized into two primary types: voluntary and involuntary, each affecting organizations differently (Lund, 2003; Shaw and Delery, 1998) Voluntary turnover occurs when employees actively decide to leave, often leading to significant challenges for organizations due to the departure of skilled and talented individuals (Shaw and Delery, 1998; Anvaria et al., 2014) This type of turnover can severely impact business performance, as it results in the loss of experienced employees (Dess and Shaw, 2001) In contrast, involuntary turnover is characterized by the organization's control over employee retention, determining who remains or is let go (Dess and Shaw, 2001; Long et al.).
2012) This helps the organization eliminate inappropriate or inefficient staff in many situations (Barrick et al., 1994).
Employee trust in the organization
Trust serves as a crucial social exchange intermediary across various fields, including organizational behavior, marketing, and social psychology It can manifest at multiple levels, such as individual, group, or organizational trust While trust is often examined in personal relationships, it remains significant in business contexts, particularly regarding employees' trust in their organizations Recent research has increasingly focused on organizational trust, underscoring its importance in fostering positive workplace dynamics and relationships.
Trust is a vital element that enhances information sharing and communication among team members, organizational levels, and between organizations (Zand, 1972; O'Reilly and Roberts, 1974; Smith and Barclay, 1997) It plays a crucial role in minimizing conflicts, lowering transaction costs, and improving responses during crises (Rousseau et al., 1998) A study by Dreu et al (1998) highlights that trust among negotiators significantly contributes to conflict reduction in business settings.
Interpersonal trust within organizations refers to one party's readiness to be vulnerable to another's actions, relying on the expectation that the latter will fulfill important commitments to the trustor, regardless of the trustor's ability to oversee or control those actions (Mayer et al., 1995).
(1984) pointed out that trust was thought to be related to the willingness to cooperate and the benefits that can be gained from such cooperation of the parties
1.3.1 Key dimensions of employee trust in the organization
Organizational trust is a complex, multidimensional construct that encompasses various dimensions such as competence, integrity, reliability, and vulnerability (Mishra, 1996; Shockley-Zalabak et al., 2000; Vlachos et al., 2010) Previous studies have identified overlapping terms within these dimensions, with honesty and openness often reflecting the integrity aspect of trust (Chathoth et al., 2007; Morgan and Hunt, 1994; Paine, 2003; Shockley-Zalabak et al., 2000) Understanding these dimensions is crucial for fostering trust within organizations.
Research by Chathoth et al (2007) and Paine (2003) identified three essential dimensions of organizational trust—integrity, commitment, and dependability—highlighting their significance in establishing a positive service climate within the hotel industry.
Integrity is essential for fostering trust within an organization It embodies fairness and justice in all internal and external business dealings (Albrecht, 2002; Butler, 1991) Research by Paine (2003) indicates that an organization's commitment to equity is crucial for enhancing trust and promoting growth.
Integrity encompasses guiding employees in all situations, fostering openness and honesty in organizational relationships (Albrecht, 2002; Paine, 2003) It is closely tied to an individual's reputation for honesty (Butler and Cantrell, 1984) and is reflected in the consistency of one's behavior with core values (Kirkpatrick and Locke, 1991).
This dimension gives the employee a sense of belonging to the organization, and their actions will be relevant to the organization over the long term (Chathoth et al.,
In the realm of organizational trustworthiness, commitment reflects the connections individuals share as members of an organization (Cullen et al., 2000) Research indicates that commitment encompasses both actions, such as a dedication to continuity, and emotions, known as emotional commitment, highlighting the interplay between these elements (Paine, 2003).
Commitment involves an organization's proactive efforts to foster long-term relationships with employees by investing in their development and valuing their expertise This approach cultivates loyalty among employees, facilitating a deeper connection with the organization Ultimately, a strong commitment enhances employees' sense of belonging, which in turn increases their trust in the organization.
Dependability refers to the loyalty an organization shows to its employees, shaped by how employees perceive this loyalty and their reliance on the organization's actions (Chathoth et al., 2011) According to Paine (2003), reliability is rooted in the belief that the organization will fulfill its commitments to employees This dependability is further reinforced by the support and guidance organizations provide to help employees navigate crises, enhance their skills, and manage their work effectively (Paine, 2003).
Dependability in an organizational context highlights the susceptibility of one party to the influence of another According to Mayer et al (1995), Mishra (1996), and Chathoth et al (2011), employee dependability becomes particularly crucial during organizational crises, underscoring its importance in maintaining stability and trust.
Employee satisfaction
Employee satisfaction is a positive emotional state that contributes to employees' happiness and comfort, influenced by their job evaluations (Ilies & Judge, 2002) This satisfaction arises from a psychological comparison process, where individuals assess their current work experiences against personal standards (Neumann, 1978) Research by Lévy-Garboua and Montmarquette (2004) emphasizes that employee satisfaction serves as a crucial indicator when evaluating current job experiences in relation to other opportunities and external conditions Additionally, it involves comparing personal expectations for the future with potential external prospects (Lévy-Garboua et al., 2007).
Employee satisfaction is a crucial indicator of how employees perceive various aspects of their jobs and work environment It encompasses their expectations and attitudes towards their roles, reflecting the extent to which their needs are met in the workplace Understanding employee satisfaction helps organizations gauge the overall contentment of their workforce.
Herzberg's study (1968) identified motivators, such as recognition, performance, and promotion, as key factors contributing to employee satisfaction at work Conversely, hygiene factors, including wages, interpersonal relations, and working conditions, are essential in preventing dissatisfaction among employees (Petty et al., 2005).
Conceptual framework and hypotheses
1.5.1.1 The model of the relationships between trust, service climate, and employee satisfaction
Chathoth et al (2007) investigated the influence of organizational trust and service climate on employee satisfaction within the hotel industry Their findings indicate that enhancing employee satisfaction can be achieved by fostering both trust in the organization and a positive service climate as perceived by employees The study highlights the multidimensional nature of organizational trust, encompassing employees' perceptions of integrity, commitment, and dependability To boost organizational trust and, consequently, employee satisfaction, hotels must focus on improving how employees view these trust-related dimensions Furthermore, employee trust is crucial for cultivating a positive service climate in hotel organizations.
1.5.1.2 The model of the relationship between job satisfaction, organizational commitment, and turnover intention
Yücel's (2012) research model reveals significant relationships between job satisfaction, organizational commitment, and employees' intention to quit in a Turkish manufacturing company The study expands on the connections between various dimensions of organizational commitment, including affective, continuance, and normative commitment Findings indicate that job satisfaction positively influences work outcomes and is directly related to higher levels of organizational commitment Consequently, increased job satisfaction correlates with lower turnover intention among employees.
1.5.1.3 The proposed conceptual framework of the study
My research develops based on two models of Chathoth et al (2007) and Yücel
Research indicates that job satisfaction significantly impacts turnover intention, with higher satisfaction leading to lower turnover rates (Yücel, 2012) Additionally, a positive service climate fosters organizational trust, which in turn enhances employee satisfaction, demonstrating a reciprocal relationship between these dimensions (Chathoth et al.).
Research from two models indicates that organizations prioritize employee retention and satisfaction to achieve long-term goals The advantages of these models have been widely applied across various research fields globally, serving as a foundational theory for developing my own model Additionally, to enhance the study's focus, I propose substituting the variable of job satisfaction in Yücel's (2012) model with employee satisfaction for greater homogeneity.
Based on the above discussion, this study proposed a conceptual framework presenting the relationships between five primary constructs: Integrity, commitment, dependability, employee satisfaction, and turnover intention
1.5.2.1 The relationships between organizational trust dimensions and employee satisfaction
As cited in Driscoll (1978), Shockley-Zalabak et al (2000), and Chathoth et al
Research has shown a significant relationship between organizational trust and employee satisfaction, with studies by Shockley-Zalabak et al (2000) utilizing a multidimensional trust framework to develop a path model that highlights the dimensions of trust influencing job satisfaction Similarly, Chathoth et al (2007) identified a direct correlation between organizational trust and employee job satisfaction, focusing on three critical trust dimensions: integrity, commitment, and dependability These findings underscore the importance of fostering trust within organizations to enhance employee satisfaction.
(1996) pointed out similar results when using employee job satisfaction as the dependent variable
Figure 1 1: Propose construction in the model
Based on the above rationales, the current study offered the following hypotheses:
H1a: Integrity has a direct positive influence on employee satisfaction
H1b: Commitment has a direct positive influence on employee satisfaction
H1c: Dependability has a direct positive influence on employee satisfaction
1.5.2.2 The relationship between dimensions of organizational trust and turnover intention
Research by Abubakar et al (2014) highlights the crucial role of organizational trust in enhancing employee productivity, fostering work engagement, and reducing turnover intentions Specifically, a strong sense of trust within an organization can diminish the likelihood of employees quitting, particularly during challenging times Both Abubakar et al (2014) and Cho and Song (2017) emphasize that higher levels of trust among employees correlate with a significant decrease in their intention to leave the company.
Abubakar et al (2014) demonstrated that dimensions of organizational trust significantly influence turnover intention, suggesting that employees' intentions to leave are affected by three key aspects of trust: dependability, commitment, and integrity The findings indicate that higher levels of these trust dimensions correlate with lower turnover intentions, as employees who trust their organization are more likely to enjoy their work and pursue long-term careers within the company (Balkan et al., 2014; Shahnawaz and Goswami, 2011) This leads to the establishment of the hypothesis.
H2a: Integrity has a negative direct impact on turnover intention
H2b: Commitment has a negative direct impact on turnover intention
H2c: Dependability has a negative direct impact on turnover intention
1.5.2.3 The mediation between dimensions of organizational trust and turnover intention
The proposed structural model highlights that employee satisfaction serves as a crucial intermediary in the relationship between organizational trust and turnover intention Previous studies have established employee satisfaction as a fundamental element for long-term success in organizations and a significant predictor of turnover intention Moreover, job satisfaction profoundly impacts various organizational behaviors and outcomes, including trust, turnover intentions, and actual turnover rates.
Research indicates a significant relationship between organizational trust, employee satisfaction, and turnover intention, with employee satisfaction acting as a mediator in this dynamic (Kuo et al., 2013; Libres, 2014; Meeusen et al., 2011) Libres (2014) highlights that higher levels of organizational trust correlate with increased employee satisfaction and reduced job change intentions Additionally, employee job satisfaction serves as a crucial mediator between various work context factors and turnover intention, further emphasizing its importance in organizational settings (Kuo et al., 2013; Meeusen et al., 2011).
Based on a review of the literature, this study proposed:
H3a: Employee satisfaction mediates the effect of integrity on turnover intention H3b: Employee satisfaction mediates the effect of commitment on turnover intention
H3c: Employee satisfaction mediates the effect of dependability on turnover intention
1.5.2.4 The relationship between employee satisfaction and turnover intention
Numerous studies have shown that employee satisfaction is a significant predictor of turnover intention (Brough and Frame, 2004; Egan et al., 2004; Wright and Bonett, 2007) According to Mobley et al (1979), when employees experience low psychological satisfaction in their jobs, they are more likely to consider leaving, as quitting may provide them with opportunities to pursue more fulfilling employment (Joo and Park, 2010; Wright and Bonett, 2007).
Numerous studies have established a strong negative correlation between turnover intention and employee satisfaction (Ali, 2007; Joo and Park, 2010; Poon, 2002) Specifically, Rahman et al (2008) found that employee satisfaction adversely affects the turnover intentions of Information Technology specialists Additionally, Konrunka et al (2005) and Samad (2006) noted a significantly passive relationship between job satisfaction and turnover intention This study builds upon these findings to explore the underlying theories.
H4: Employee satisfaction is negatively related to the turnover intention of the employee
METHODOLOGY Page 2.1 Measurement scale development
Questionnaire design
A preliminary questionnaire was created to gather survey-related information, measurement scales, and socio-demographic data, as detailed in the Appendix The study's survey consists of four key sections: an introduction, scanning questions, the main questionnaire, and personal information.
The questionnaire begins with an introductory paragraph outlining the project overview, the purpose of the survey, anticipated benefits, and assurances regarding privacy and participant confidentiality for those who respond 'Yes' to the screening question.
The second part of the survey includes a scanning question: "Have you ever officially worked at any hotels in Da Nang, Vietnam?" This question aims to screen individuals regarding their experience in the hospitality industry within Da Nang.
Construct Item codes Measurement Items Reference
ES1 I am happy with all the decisions made by my hotel during the crisis
ES2 I feel that I am fulfilling an important role in my hotel during the crisis
ES3 I have been recognized in my efforts to help my hotel deal with the crisis
I feel that my hotel cares about employees more than anything during the crisis
I am satisfied with measures implemented by my hotel during the crisis
TI1 After the crisis, I intend to leave my hotel
TI2 After the crisis, I intend to search for a job in another hotels
After the crisis, I plan to shift my career focus and evaluate the suitability of respondents for the survey By the conclusion of the second part, participants will be categorized into two distinct groups: those with experience working in hotels in Da Nang and those without such experience.
After a scanning question, participants who have worked officially at the hotel in
In the third section of the study, titled "Evaluation of Employee on Organizational Trust, Employee Satisfaction, and Turnover Intention," specific data is gathered to assess constructs such as integrity, commitment, dependability, employee satisfaction, and turnover intention A total of twenty-four items were selected for data collection, requiring respondents to rank their experiences related to the COVID-19 crisis at their hotels in Da Nang using a 5-point Likert scale, ranging from strongly disagree to strongly agree The data collected will be instrumental in validating the proposed conceptual framework and hypotheses.
Finally, the end of the survey is to collect participants‟ demographic information.
The "Personal Information" section includes inquiries about gender, age, highest level of education, and monthly personal income This data was utilized to perform descriptive analyses of respondents' profiles and comparative analyses of behavioral intentions concerning hotel employee turnover during the COVID-19 crisis.
The questionnaire was crafted in both English and Vietnamese to ensure clarity and accessibility, minimizing the use of vague terminology and academic jargon This bilingual approach facilitates effective communication with the study's target audience, as English and Vietnamese are the primary languages used by professionals in this industry.
Sampling design
2.3.1 Target population and sampling frame
The target population refers to the specific group of individuals or elements from which researchers seek information and draw conclusions (Malhotra et al., 2007) In this study, the focus is on individuals who hold official labor contracts with hotels To optimize time and resources, it is essential to establish a selected sampling frame rather than attempting to gather data from the entire population (Sproull).
Sampling frames, as defined by Sekaran and Bougie (2010), represent all elements in a population from which a sample is drawn A sample, as noted by Cooper and Schindler (2005), is a selected segment of the population that allows for generalization of conclusions to the overall target population In this study, the sample consists of individuals with official labor contracts in hotels located in Da Nang city, Vietnam This choice is justified by the significant annual increase in hotel industry employees in Da Nang, a region that has faced considerable economic challenges due to the COVID-19 crisis Additionally, the accessibility of this target group is enhanced by the researcher's residency in the area, and the languages spoken within this group include both Vietnamese and English.
Sample sizes can vary based on the statistical needs of researchers, but for most surveys, an ideal range is between 30 and 500 participants (Cooper and Schindler, 2005) According to Hair et al (2014), it is recommended that the sample size be at least five times larger than the number of variables involved in factor analysis.
In research, the recommended sample size typically ranges from 200 to 400 (2014), although a minimum of 150 observations is necessary for effective factor analysis in scale development (Hensley, 1999) Given that this study involves 24 variables in exploratory factor analysis, the minimum sample size required is 120 Larger sample sizes are widely acknowledged to enhance the accuracy of research findings (Delice, 2010).
Data collection
The survey utilized a convenient sampling method, primarily conducted through online platforms using Google Forms due to the restrictions imposed by the COVID-19 pandemic, which limited in-person interactions Given the circumstances, traditional paper questionnaires were impractical, making digital surveys via social media, including Facebook, Gmail, and Instagram, an effective alternative The survey targeted alumni from the University of Da Nang's tourism faculties, allowing for easy access to participants in the hospitality industry Initially developed in English, the questionnaire was translated into Vietnamese to cater to the target demographic, ensuring consistency in meaning through a back-translation process conducted by an English lecturer.
I will publish an engaging article featuring my online survey link on social media to encourage participation The article will be shared within the next few days until I achieve my target response rate Rest assured, all personal information collected will be used solely for data analysis and will not be shared with any third parties The survey attracted a total of 480 participants, with 293 respondents deemed satisfactory for analysis, resulting in a 61% inclusion rate All participants are employees with official labor contracts at hotels in Da Nang city.
Data analysis method
In this study, the structural equation modeling using partial least squares (PLS-SEM) was employed as the primary data analysis approach, following a systematic procedure based on Hair et al (2014) The analysis process consists of five distinct steps, illustrated in Figure 2.1 After data collection, the information was coded and processed using IBM SPSS 26.0 and Smart PLS 3.0 for statistical analysis Each stage of the data analysis will be discussed in the subsequent sections.
In the context of PLS-SEM, the data examination process is crucial, addressing four key challenges: assessing missing data, identifying unrelated responses, checking for outliers, and verifying data distribution To facilitate a swift and accurate data analysis, it is essential to thoroughly evaluate these aspects.
Missing data can pose significant challenges during analysis, as highlighted by Hair et al (2010) This issue often arises when values are unavailable or left blank, typically due to difficulties in data collection or respondents opting not to answer certain questions In this study, however, all questions in the online survey were designated as mandatory, indicated by an asterisk (*) This requirement ensured that respondents had to provide answers to all questions before proceeding, resulting in a complete dataset of 293 cases.
It is essential to analyze straight-lining or unrelated responses in survey data Hair et al (2014) described an unrelated response as one where a respondent selects the same answer for a significant number of questions According to Field (2013), any case exhibiting a standard deviation of zero across all scores will be excluded from the dataset.
Figure 2 1: Procedure of data analysis
In this study, outliers were identified based on differing data values, and multivariate outliers were quickly detected using a boxplot The analysis confirmed that multivariate normality was maintained, as all variables fell within the acceptable skewness and kurtosis range of -2.58 to +2.58 (Hair et al., 2014) This approach facilitated the examination of the normal distribution of responses on the Likert scale (Tabachnick and Fidel, 2013).
The second step involves assessing the dimensionality of the primary constructs within the model, utilizing Exploratory Factor Analysis (EFA) to pinpoint the dimensions influencing employee turnover intention As noted by Hair et al (2014), EFA is a complex procedure that necessitates careful consideration of optimal options, extraction methods, and factor rotation techniques.
(2013) also said that factor extraction was the processing of selection which determined how many factors were retained In this study, the main component analysis method was chosen for EFA
The Eigenvalue criterion is widely used to determine the number of factors in Exploratory Factor Analysis (EFA), with Kaiser (1960) recommending the retention of factors that have an Eigenvalue of 1 or higher In this study, Kaiser also introduced the varimax rotation method, which is recognized as a leading technique for identifying key factors and enhancing interpretability in EFA procedures.
To effectively utilize exploratory factor analysis (EFA), certain criteria must be satisfied, including the Kaiser-Meyer-Olkin (KMO) coefficient, which assesses the suitability of factor analysis A KMO value between 0.5 and 1 is deemed appropriate for EFA Additionally, the model is considered valid when the total variance explained is 50% or higher, indicating that the EFA model is suitable (Hair et al., 2010; Kaiser and Rice, 1974).
The factor loading coefficient is crucial for assessing the practical significance of Exploratory Factor Analysis (EFA) According to Field (2013), items with loading factors greater than 0.3 are the minimum threshold, while those exceeding 0.4 are deemed important Furthermore, loading factors of 0.5 or higher are considered to hold practical significance (Hoàng Trọng, 2008; Nguyễn Đình Thọ, 2011) Consequently, this study focuses on loading factor items greater than 0.5.
The reliability of the scale is assessed using Cronbach's Alpha coefficient, processed through SPSS 26.0 software According to studies by Hoàng Trọng (2008), Nguyễn Đình Thọ (2011), and Kaiser (1960), Cronbach's Alpha values range from 0 to 1, with higher values indicating greater reliability A scale is considered to have good reliability when its Cronbach's Alpha falls between 0.75 and 0.95, while a value of 0.6 or higher is deemed acceptable (Field, 2013) It's important to note that if the correlation coefficient (r) equals 1, the measurement item should be removed to avoid duplication.
SPSS software employs the corrected item-total correlation to assess the relationship between a specific item and the sum of the remaining items in a scale, excluding the item under review If an item's corrected item-total correlation is less than 0.30 or if its deletion results in a higher Cronbach's alpha than the current coefficient, the item should be removed (Field, 2013) Ultimately, Cronbach's alpha serves as a crucial metric for evaluating the internal consistency of measurement items.
In measurement models, two types are identified: "formative" and "reflective." The key distinction lies in the relationship between a construct and its indicators A reflective model features arrows pointing from the construct to the indicators, whereas a formative model has arrows directing from the indicators to the construct (Hair et al., 2014) This research hypothesizes that all first-order constructs are reflective, leading to an evaluation grounded in the reflective measurement model procedure.
The reliability and validity of internal consistency are essential for assessing the reflection measurement model Reliability reflects the consistency and stability of a measurement scale over time, while validity measures how accurately the construct defined in the study is represented by a set of measures (Hair et al., 2010).
Therefore, the evaluation in reflective measurement models should be based on three key criteria: internal consistency reliability, convergent validity, and discriminant validity (Hair et al., 2014)
After calculating the first-order measurement models, the next step is to validate the proposed path model using empirical data, which helps identify the relationships between the constructs This process also aids in predicting the proposed model (Hair et al., 2014) The evaluation of structural models involves five stages, with path coefficient analysis based on regressions of each endogenous variable against its corresponding exogenous constructs It is crucial to estimate the structural model for collinearity, as high levels of collinearity among predictor constructs can lead to inaccurate estimations of path coefficients (Hair et al., 2010).
Multicollinearity is assessed using the Variance Inflation Factor (VIF), where a VIF value of less than 5.0 indicates the absence of multicollinearity (Hair et al., 2014) It is essential to evaluate the collinearity levels of each predictor construct in relation to the endogenous variable within the structural model This study proposes that employee satisfaction (ES) is influenced by integrity (IN), commitment (CO), and dependability (DE).
Sample profile
Table 3.1 outlines the demographic profile of the study sample, which includes 293 valid responses Among these, 74 participants were male, representing 25.3% of the sample, while 219 were female, making up 74.7% This significant gender imbalance is attributed to the predominantly female job characteristics within the hotel organization.
Table 3 1: Description of the Respondents (N)3)
The survey revealed that a significant majority of respondents, 92.8%, were aged between 18 and 29 years, while only 7.2% were between 30 and 39 years old, with no participants over the age of 40 This trend highlights the dominance of young individuals in the labor force, particularly in part-time and full-time positions within hotel organizations.
Most participants had a university education level with the largest proportion is 89.1%, 2.0% of the respondents had intermediate and college, followed by high school (accounting for 2.4%), followed by postgraduate (accounting for 6.5%)
In addition, the number of people who have income under 5 million/month is the highest (accounting for 74.7%), followed by people who have revenue from 5 to under
10 million/month (accounting for 17.4%), followed by people who have income from
In the hotel industry, the income distribution reveals that 10 to 15 million VND per month is earned by 6.1% of employees, while those earning over 15 million VND monthly represent a mere 1.7% This distribution is reflective of the reality, as most hotel employees earn around 5 million VND per month, particularly part-time workers Notably, the small percentage of individuals earning over 10 million VND mainly consists of employees in specialized departments such as sales, marketing, finance, and human resources, as well as supervisors and managers.
Table 3 2 Items and their standard deviations
IN1 My hotel treats me fairly despite the crisis 3.66 0.671 IN2 My hotel takes significant measures to help employees overcome the crisis 3.56 0.980
IN3 My hotel has sound policies to overcome the crisis 3.49 1.026 IN4 My hotel encourages openness to share our difficulties during the crisis 3.61 1.017
IN5 My hotel tells me the truth about the crisis whether it is pleasant or not 3.63 1.013
IN6 My hotel tells me anything I need to know during the crisis 3.58 1.056
CO1 My hotel tries to maintain a long-term commitment with me despite the crisis 3.53 1.074
CO2 My hotel shows confidence in my capacity to overcome the crisis 3.54 1.005
My hotel has established a strong, enduring relationship with me, reflected in a rating of 3.57 Despite challenging circumstances, the hotel demonstrates its commitment by investing in my growth, which received a rating of 2.45 Additionally, my dedication and work commitment during the crisis are highly valued, as indicated by a rating of 3.54.
DE1 I can rely on my hotel‟ management to keep its promises after the crisis 3.54 0.967
DE2 I am willing to let my hotel make decisions for me during the crisis 3.61 0.985
Variable Mean SD DE3 My hotel helps me to deal with all my difficulties during the crisis 3.59 1.022
During times of crisis, my hotel provides essential guidance to help me navigate challenging situations, reflecting a supportive environment Additionally, the establishment has implemented a comprehensive program designed to assist employees in managing difficulties effectively, ensuring that everyone is equipped to cope during tough times.
ES1 I am happy with all the decisions made by my hotel during the crisis 3.44 0.868
ES2 I feel that I am fulfilling an important role in my hotel during the crisis 3.53 0.738
ES3 I have been recognized in my efforts to help my hotel deal with the crisis 3.49 0.838
ES4 I feel that my hotel cares about employees more than anything during the crisis 3.60 0.983
ES5 I am satisfied with the measures implemented by my hotel during the crisis 3.48 0.783
TI1 After the crisis, I intend to leave my hotel 2.47 0.765 TI2 After the crisis, I intend to search for a job in another hotel 2.37 0.745
TI3 After the crisis, I intend to change my field of working 2.43 0.731
Table 3.2 displays the average values and standard deviations for integrity, commitment, dependability, employee satisfaction, and turnover intention among hotel employees in Da Nang post-COVID-19 Utilizing a 5-point Likert scale, the findings indicate that despite the challenges faced during the pandemic, hotel employees maintain a high level of satisfaction and trust in their workplace Consequently, the intention to leave their jobs is low, reflecting a desire for long-term employment stability.
Exploratory factor analysis
An exploratory factor analysis (EFA) was performed to uncover the data structure and clarify the construct dimensions within the study model, focusing on three key factors: organizational trust, employee satisfaction, and turnover intention.
3.2.1 Exploratory factor analysis of organizational trust
The exploratory factor analysis (EFA) included 16 observed items across three dimensions of organizational trust: integrity, commitment, and dependability Utilizing the Promax rotation method of principal axis factoring, three distinct factors were identified The analysis adhered to established EFA criteria, with a Kaiser-Meyer-Olkin (KMO) coefficient of 0.850, which meets the acceptable range of 0.5 to 1, confirming the appropriateness of the EFA (Kaiser and Rice, 1974) (Table 3.3).
The test results revealed that item IN1, which stated "my hotel treats me fairly despite the crisis," was removed due to its factor loading being present in both variables (Hair et al., 2010) Additionally, the Exploratory Factor Analysis (EFA) showed that all other factor loadings exceeded the minimum threshold of 0.5, as recommended by Nguyễn Đình Thọ (2011) Consequently, item CO4 was also deleted for having a factor loading below this minimum value.
A total of three variables were identified from the initial analysis, with an Eigenvalue of 1.995, indicating that they collectively explain 52.486% of the variance in the observed data, surpassing the 50% threshold set by Kaiser (1960) These three dimensions, named integrity, commitment, and dependability, are distinct from the items of other variables.
The reliability of the scale is evaluated by Cronbach‟s Alpha coefficient and processed on SPSS 26.0 software Cronbach‟s alpha of factors “Integrity”,
The factors of "Commitment" and "Dependability" have Cronbach's alpha coefficients of 0.828, 0.846, and 0.836, all exceeding the acceptable threshold of 0.6 Additionally, the corrected item-total correlation coefficients for these factors are all above 0.3, indicating strong reliability (Field, 2013; Nguyễn Đình Thọ, 2011) Notably, no individual item's Cronbach's Alpha surpasses that of the overall scale, reinforcing the consistency of the measurement.
Table 3 3: EFA results of organizational trust
Cronbach’s alpha α if item deleted ORGANIZATIONAL TRUST
IN2 My hotel takes significant measures to help employees overcome the crisis
IN3 My hotel has sound policies to overcome the crisis 0.730 0.656 0.784
IN4 My hotel encourages openness to share our difficulties during the crisis 0.670 0.588 0.804
IN5 My hotel tells me the truth about the crisis whether it is pleasant or not 0.725 0.639 0.789
IN6 My hotel tells me anything I need to know during the crisis 0.738 0.648 0.787
CO1 My hotel tries to maintain a long- term commitment with me despite the crisis
CO2 My hotel shows confidence in my capacity to overcome the crisis 0.749 0.652 0.817
CO3 My hotel has built a long-lasting relationship with me 0.774 0.702 0.796
CO5 My hotel values my work commitment during the crisis 0.789 0.713 0.791
Cronbach’s alpha α if item deleted
DE1 I can rely on my hotel‟ management to keep its promises after the crisis
DE2 I am willing to let my hotel make decisions for me during the crisis 0.741 0.664 0.795
DE3 My hotel helps me to deal with all my difficulties during the crisis 0.723 0.649 0.800
DE4 My hotel guides me when I am struggling with handling the situation during the crisis
DE5 My hotel has a well-established program to help employees deal with difficulties during the crisis
3.2.2 Exploratory factor analysis of employee satisfaction and turnover intention
In a study analyzing employee satisfaction and turnover intention, five items related to employee satisfaction and three items concerning turnover intention were evaluated using Exploratory Factor Analysis (EFA) with the Principal Component method and Varimax rotation The KMO value for employee satisfaction was found to be 0.751, while turnover intention recorded a KMO of 0.678 Both values meet the acceptable range of 0.5 to 1, indicating that EFA is appropriate for these variables, as established by Kaiser and Rice (1974).
The Eigenvalues for employee satisfaction and turnover intention are 2.676 and 2.086, respectively Since both coefficients exceed 1, these variables are retained in the analysis model, in accordance with Kaiser’s criterion (1960).
The employee satisfaction variable accounts for 53.526% of the total variance, surpassing the 50% threshold Furthermore, all items related to this variable exhibit a factor loading greater than 0.5, indicating strong relevance Employee satisfaction is assessed through five key items: ES1, ES2, ES3, ES4, and ES5.
The turnover intention variable accounts for 69.539% of the total variance, indicating that it effectively explains a significant portion of data variation, surpassing the required threshold of 50% Additionally, all factor loadings for the items are above 0.5, confirming their relevance Consequently, turnover intention is assessed using three specific items: TI1, TI2, and TI3.
The Cronbach's alpha values for the factors "Employee Satisfaction" and "Turnover Intention" are 0.781 and 0.779, respectively, indicating strong internal consistency as both coefficients exceed the acceptable threshold of 0.6 Additionally, all corrected item-total correlation coefficients for the items within these factors are above 0.3, and no individual item's Cronbach's Alpha surpasses the overall scale's alpha (Field, 2013) Consequently, all items related to these factors are deemed acceptable and will be included in subsequent factor analysis.
Table 3 4: EFA results of employee satisfaction
Cronbach’s alpha α if item deleted
ES1 I am happy with all the decisions made by my hotel during the crisis 0.795 0.635 0.713
ES2 I feel that I am fulfilling an important role in my hotel during the crisis
ES3 I have been recognized in my efforts to help my hotel deal with the crisis
ES4 I feel that my hotel cares about employees more than anything during the crisis
ES5 I am satisfied with the measures implemented by my hotel during the crisis
Table 3 5: EFA results of turnover intention
Cronbach’s alpha α if item deleted
TI1 After the crisis, I intend to leave my hotel 0.858 0.649 0.665
TI2 After the crisis, I intend to search for a job in another hotel 0.773 0.535 0.788
TI3 After the crisis, I intend to change my field of working 0.868 0.670 0.644
Finalizing measurement scales after EFA
In summary, the research findings indicate that the model remains unchanged, as evidenced by the Cronbach’s Alpha reliability coefficient and EFA factor analysis Organizational trust is defined as a multi-dimensional construct comprising integrity, commitment, and dependability Additionally, employee satisfaction and turnover intention are recognized as first-order constructs.
All constructs were confirmed to be reliable, valid, and acceptable for further analysis, with two items (IN1 and CO4) removed from the scale The study will describe the adjusted scale accordingly.
Table 3.6: Adjust the measurement scale
IN2 My hotel takes significant measures to help employees overcome the crisis IN3 My hotel has sound policies to overcome the crisis
IN4 My hotel encourages openness to share our difficulties during the crisis
IN5 My hotel tells me the truth about the crisis whether it is pleasant or not IN6 My hotel tells me anything I need to know during the crisis
Despite the ongoing crisis, my hotel demonstrates a strong commitment to our long-term relationship, showcasing their confidence in my ability to navigate these challenging times This enduring partnership reflects the trust and support we have built together, reinforcing the foundation of our lasting connection.
CO5 My hotel values my work commitment during the crisis
During the crisis, I trust my hotel's management to uphold its commitments, allowing them to make decisions on my behalf Their support has been invaluable in helping me navigate the challenges I face during this difficult time.
During times of crisis, my hotel provides essential guidance to help me navigate challenging situations Additionally, it has implemented a robust program designed to support employees in managing difficulties effectively.
ES1 I am happy with all the decisions made by my hotel during the crisis
ES2 I feel that I am fulfilling an important role in my hotel during the crisis
ES3 I have been recognized in my efforts to help my hotel deal with the crisis
ES4 I feel that my hotel cares about employees more than anything during the crisis
ES5 I am satisfied with the measures implemented by my hotel during the crisis
TI1 After the crisis, I intend to leave my hotel
TI2 After the crisis, I intend to search for a job in another hotel
TI3 After the crisis, I intend to change my field of working
The evaluation of measurement model
The results of the Exploratory Factor Analysis (EFA) indicate that the model operates on a single level, comprising a first-order construct that includes integrity (IN), commitment (CO), dependability (DE), employee satisfaction (ES), and turnover intention (TI) The EFA has effectively assessed the variables identified within this first-order measurement model.
After conducting an Exploratory Factor Analysis (EFA), 22 items across five factors were incorporated into the first-order measurement model The evaluation of the reflective measurement model was based on three key criteria: internal consistency reliability, convergent validity, and discriminant validity, which collectively facilitated accurate conclusions.
The internal consistency reliability was assessed using composite reliability, with a recommended threshold of greater than 0.7 (Henseler and Ringle, 2009) As presented in Table 3.7, the composite reliability values for the constructs ranged from 0.869 to 0.896, indicating that they were statistically acceptable.
To assess convergent validity, outer loadings and average variance extracted (AVE) values are utilized (Hair et al., 2014) The results indicate that most outer loadings of the measurement items surpassed the acceptable threshold of 0.7.
The factor loadings for items ES2 and ES5, which pertain to the perceived role and satisfaction with crisis measures in hotels, were below the acceptable threshold of 0.7, necessitating their removal to improve the composite reliability (CR) and average variance extracted (AVE) values of the constructs Following the deletion of these items, the remaining indicators for all five constructs achieved acceptable outer load levels, fulfilling the first criterion for convergent validity As per Hair et al (2014), the AVE should exceed 0.5, and after eliminating the underperforming items, all constructs demonstrated AVE values greater than 0.5, indicating stable convergent validity rates across the five first-order structures.
Table 3 7: Results of measurement model evaluation
Reflective construct Indicator Loading Composite
The square root of the Average Variance Extracted (AVE) has been utilized to assess discriminant validity through the Fornell-Larcker criteria According to this method, the square root of AVE for each construct in the model should exceed the correlation values with other constructs, as illustrated in Table 3.8.
Table 3 8: Fornell- Larcker Criterion of the first-order factor model
Construct CO DE ES IN TI
Note: The square root of the AVEs measures the bold diagonal elements, and the non- bold off-diagonal elements are latent variable correlations
The evaluation of the measurement model confirms that all criteria, including internal consistency reliability, convergent validity, and discriminant validity, have been satisfactorily met Furthermore, two items, ES2 and ES5, were removed during this assessment phase.
The evaluation of structural model
The phenomenon of multicollinearity is assessed using the Variance Inflation Factor (VIF), where a VIF value of less than 5.0 indicates the absence of multicollinearity (Hair et al., 2014) In the proposed model, two sets of predictor constructs were evaluated: (i) IN, CO, and DE serving as predictors for ES.
IN, CO, DE, and ES as predictors of TI
Table 3.9 presents the variance inflation factor (VIF) values for the predictor constructs, all of which are below the threshold of 5.0 This indicates that the model does not exhibit any multicollinearity issues, as confirmed in Table 4.9.
The first set ( ES) The second set (TI)
Predictor construct VIF Predictor construct VIF
3.5.2 Step 2: Evaluation of structural model path coefficients
The Bootstrapping routine is implemented at a significance level of 5 per cent of
5000 subsamples The findings of hypothesis-related path coefficients are explained in detail as follows:
Table 3 10: Results of path significance of the structural model
Path relation (Hypothesis) Path coefficient t- value p-value Result
H2b: Commitment => Turnover intention -0.085 1.351 ns 0.177 Rejected
H1c: Dependability => Employee satisfaction -0.065 1.747 ns 0.081 Rejected
Table 3.10 presents estimates of direction coefficients, t-values, p-values, and corresponding results The empirical t-value exceeded the critical t-values of 1.65 at a 10% significance level, 1.96 at a 5% significance level, and 2.57 at a 1% significance level, indicating the significance of the path coefficient (Hair et al., 2014) Notably, two out of seven hypotheses were confirmed, as their t-values surpassed the critical t-value of 1.96 at a 5% significance level.
A study conducted in Da Nang revealed that integrity and commitment significantly influence employee satisfaction in the hotel industry Specifically, commitment emerged as a crucial factor, with a strong positive correlation to employee satisfaction (β CO=>ES = +0.686; t= 15.333, p= 0.000) Conversely, the analysis indicated that the direct relationship between dependability and employee satisfaction was not statistically significant (β DE=>ES = -0.065; t= 1.747, p= 0.081).
Integrity, dependability, and employee satisfaction significantly negatively impacted turnover intention in the proposed model Among these factors, employee satisfaction had the strongest influence on turnover intention (β ES=>TI = -0.629; t = 9.718, p = 0.000) In contrast, commitment did not significantly affect turnover intention (β CO=>TI = -0.085; t = 1.351, p = 0.177).
> 0.05) Therefore, the hypothesis as H1a, H1b, H2a, H2c, and H4 were supported
3.5.3 Step 3: Coefficient of determination ( R 2 value)
To assess the appropriateness of the research model, the determination coefficient
The R-squared (R²) value is frequently utilized to assess model fit, with adjusted R-squared coefficients providing insights into the explained variance of endogenous latent variables In the proposed model, the determination coefficient (R²) for employee satisfaction and turnover intention—both classified as endogenous latent variables—was examined to evaluate their relationship.
Table 3 11: Results of the coefficient of determination R 2
Table 3.11 reveals that the adjusted R-squared for employee satisfaction is 0.630, indicating that 63.0% of the total variance is explained In parallel, the model accounts for 61.0% of the total variance regarding the turnover intention of hotel employees These findings validate the proposed model, effectively illustrating the relationship between employee satisfaction and turnover intentions during the COVID-19 crisis.
3.5.4 Step 4: Evaluation of effect size f 2 Table 3 12: Results of effect size f 2 analysis
Endogenous construct Endogenous construct Effect size
In the subsequent analysis, I explored how the removal of specific exogenous variables impacted endogenous variables, specifically focusing on effect size f² The findings, presented in Table 3.12, detail the influence of independent variables on dependent variables, namely employee satisfaction and turnover intention.
According to Cohen (1988), effect sizes of 0.02, 0.15, and 0.35 indicate low, medium, and high impacts of exogenous constructs on endogenous constructs In the context of employee satisfaction, integrity demonstrated a medium effect with an f² value of 0.222, exceeding the threshold of 0.15 In contrast, commitment showed a large effect on employee satisfaction with an f² value above 0.35, while dependability exhibited no effect at all.
The study identified integrity as a significant predictor of hotel employee turnover intention, with a large effect size (f² > 0.35) Conversely, both dependability and employee satisfaction had minimal impact on turnover intention, with effect sizes of 0.046 and 0.015, respectively Additionally, there was no observed effect of employee commitment on turnover intention.
3.5.5 Step 5: Evaluation of predictive relevance Q 2 and the q 2 effect sizes
Table 3 13: Results of predictive relevance (Q 2 ) and q 2 effect size
Table 3.13 presents the Q² findings from the statistical validity evaluation of the endogenous variables in the theoretical model, utilizing the blindfolding procedure in SmartPLS 3.0 According to Hair et al (2014), the Q² values exceeding 0 indicate the model's predictive validity The Q² values for employee satisfaction and turnover intention were recorded at 0.428 and 0.417, respectively, both surpassing the threshold value of 0, demonstrating sufficient predicted relevance for the proposed model.
The effect size of q² assesses how exogenous variables influence the predictive relevance of a model In this context, integrity showed a small predictive relevance for employee satisfaction with a q² value of 0.096 Conversely, commitment demonstrated a substantial impact, with a q² value of 0.476, indicating a large effect on employee satisfaction, as it exceeds the threshold of 0.35.
Integrity and dependability exhibited minimal influence on turnover intention, reflected by their q² values of 0.007 and 0.019, both falling slightly below 0.02 In contrast, employee satisfaction demonstrated a medium effect on turnover intention, with a q² value of 0.172, indicating a more significant predictive relevance.
Analysis of indirect effects
Zhao et al (2010) introduced a bootstrapping method to evaluate the mediating role of employee satisfaction (ES) in the relationship between integrity (IN), commitment (CO), and dependability (DE) on hotel employees' turnover intention (TI) Their research emphasized the significance of indirect relationships among these variables, confirming that mediation is supported when bootstrapped indirect effects yield a t-value exceeding 1.96 at a 5% significance level, with a confidence interval that does not include zero.
Table 3 14: Results of indirect effects
Indirect paths Path coefficient t-value p-value Result
IN= Integrity; CO=Commitment; DE= Dependability
ES= Employee satisfaction; TI: Turnover intention
Table 3.14 reveals two significant indirect effects: the relationship between integrity and turnover intention, and the relationship between commitment and turnover intention, both mediated by employee satisfaction.
Integrity significantly impacts turnover intention and employee satisfaction, with a notable negative influence on turnover intention mediated by employee satisfaction The analysis revealed t-values exceeding 1.96 at a 5% significance level, indicating that while integrity directly affects both turnover intention and employee satisfaction, the latter serves as a partial mediator in this relationship.
The study found that employee commitment negatively influences turnover intention through employee satisfaction, with a significant indirect effect (βCO→ ES →TI = -0.439, t = 9.787, p < 0.05) While commitment directly affects employee satisfaction, it does not have a direct impact on turnover intention, indicating that employee satisfaction serves as a full mediator in this relationship.
Dependability does not significantly influence turnover intention through employee satisfaction, as indicated by a p-value greater than 0.05 Additionally, there is no established relationship between dependability and employee satisfaction, meaning that employee satisfaction cannot serve as an intermediary in the connection between dependability and turnover intention.
In conclusion, the hypothesis H3a and H3b were supported in the proposed model
This study proposes an integrated model to explore the relationships among organizational trust elements—integrity, commitment, and dependability—employee satisfaction, and turnover intention in Da Nang hotels post-COVID-19 Findings indicate that enhancing employee satisfaction, alongside trust elements, can significantly reduce turnover intention Specifically, lower employee satisfaction correlates with higher turnover intention, and integrity and commitment negatively influence turnover intention indirectly through employee satisfaction Thus, fostering employee satisfaction is crucial in these dynamics The study emphasizes the importance of developing integrity, commitment, and dependability from both employee and organizational perspectives To reduce turnover, Da Nang hotels should focus on building employee trust, as integrity and commitment are key predictors of employee satisfaction, while integrity and dependability directly impact turnover intention These insights are vital for improving trust in the crisis context within Da Nang hotels.
A recent analysis of survey data from nearly 300 hotel employees in Da Nang revealed that, despite the adverse effects of the COVID-19 crisis on both human life and hotel operations, employee intention to leave their organizations remains low This stability is attributed to effective responses from the government and hotel management, which focused on maintaining their workforce The survey indicated a high level of employee satisfaction with how their hotels managed challenges during the crisis, leading to increased confidence in the organization This growing trust has significantly contributed to employee satisfaction and reduced the likelihood of turnover during these challenging times.
Human resources are crucial for the success of organizations, especially for hotels navigating the recovery from the COVID-19 pandemic As the economy reopens and integration trends emerge, hotels must equip themselves to stabilize operations and attract tourists This presents a unique opportunity for hotel organizations to strengthen their market position Consequently, addressing staffing challenges and understanding employee turnover has become essential Hotel managers need to actively monitor and support their staff at various stages to implement timely corrective measures, ensuring stability and efficient use of labor resources.
Implications
This study reinforces previous research, highlighting the vital role of organizational trust in shaping a hotel’s internal environment (Paine, 2003) Chathoth et al (2007) explored the connections between three dimensions of organizational trust—integrity, commitment, and dependability—and employee satisfaction, finding a positive impact in the hotel industry Consistent with these findings, this study also demonstrates that both integrity and commitment significantly enhance employee satisfaction.
On the other hand, the results in this study empirically supported that employee satisfaction has a direct negative effect on turnover intention A study by Joo and Park
Research by Rahman et al (2008) and others indicates that lower employee turnover intentions correlate with higher levels of satisfaction within an organization This suggests that hotel employee turnover should be assessed in relation to their satisfaction, regardless of the hotel's location The studies primarily focus on exploring the connections between organizational commitment, employee satisfaction, and turnover intentions.
This study differentiates itself from previous research by focusing on the impact of organizational trust on employee satisfaction and turnover intention within hotels in Da Nang following the COVID-19 crisis While Chathoth et al (2007) explored the relationships between organizational trust, service climate, and employee satisfaction, Rahman et al (2008) and Joo and Park (2010) primarily investigated how organizational commitment and job satisfaction influence employee turnover intentions.
This study reveals that two key dimensions of organizational trust—integrity and dependability—negatively affect employees' intention to leave their jobs Additionally, integrity and commitment are significant predictors of employee satisfaction, particularly during crises Furthermore, the research highlights the mediating role of employee satisfaction in the relationship between organizational trust dimensions and turnover intention, demonstrating that integrity and commitment indirectly reduce turnover intention by enhancing employee satisfaction.
This study significantly enhances the hospitality and tourism literature by examining employee turnover intentions following a crisis Additionally, it contributes to the measurement framework for key concepts such as organizational trust, employee satisfaction, and turnover intention By providing new data and practical insights, this research equips scholars and businesses with the tools needed to address related challenges effectively.
From a managerial perspective, this study provides valuable insights for hotel managers who notice an increase in employee concerns regarding turnover post-crisis Understanding employees' turnover intentions enables administrators to effectively manage human resources and adapt to varying market conditions Additionally, this knowledge aids hotels in formulating development plans and facilitating rapid recovery after a crisis Therefore, it is essential for managers to gain a comprehensive understanding of the factors influencing employee turnover intentions to effectively control and reduce turnover rates.
This study highlights that employee satisfaction is a crucial factor influencing turnover intention in the hotel industry In the context of organizational behavior management, enhancing employee satisfaction is essential for retaining staff, especially following a crisis The effectiveness of selection, training, and crisis management policies should be evaluated based on their impact on employee satisfaction Therefore, it is imperative for managers to implement strategies that boost job satisfaction, helping employees feel more connected and committed to the hotel, ultimately aiding in recovery after periods of revenue loss.
The study highlights the importance for hotel managers to enhance employee satisfaction and decrease turnover intentions by fostering a positive perception of organizational values such as integrity, commitment, and dependability This can be achieved by equipping staff with the skills to manage crises, implementing mentoring programs, offering effective solutions, and consistently honoring commitments, ultimately creating a supportive environment where employees feel secure and valued.
Enhancing employee integrity in hotels requires effective leadership and fair treatment of staff Implementing clear policies fosters a culture of openness among employees, promoting trust and collaboration Additionally, hotels must prioritize honesty and transparency by promptly communicating essential information to their staff, ensuring everyone is informed and engaged in the organization's goals.
To foster employee commitment and maintain long-term relationships, hotel management must implement supportive policies during crises Managers should uphold their promises and demonstrate reliability to build trust among staff, which is essential for making positive decisions for the hotel Evaluating the factors that contribute to employee trust is vital for enhancing overall employee satisfaction.
In conclusion, this research offers valuable insights for hotel managers by fostering employee trust and satisfaction, which can reduce turnover intentions By implementing appropriate policies and welfare programs, hotels can strengthen their internal systems and effectively navigate crises Thus, the findings of this study hold significant potential for the advancement of the hotel industry.
Limitations and future research directions
Despite its managerial implications, this study has notable limitations due to time constraints and limited resources The data was exclusively collected from hotel employees in Da Nang city with official labor contracts, which may restrict the generalizability of the findings to employees in other industries within the region.
Utilizing a convenience sampling method may compromise external validity, particularly during the COVID-19 pandemic when survey distribution was limited to online platforms By sharing the Google form survey link on social media, researchers were unable to access individuals who do not engage with these networks, resulting in an uneven representation of different age groups in the sample.
This study acknowledges that while it explores several factors influencing employee satisfaction and turnover intentions, numerous additional elements remain unexamined Furthermore, the model does not encompass various dimensions of trust, which limits its comprehensiveness Consequently, the research does not fully leverage all potential variables and their interrelationships, indicating areas for future exploration.
The research questionnaire will be distributed in both online and offline formats to effectively reach a diverse range of participants across various age groups To enhance the study's scope, future research will target a broader audience beyond hotel employees in Da Nang, including individuals from different industries and locations such as Hoi An and potentially nationwide, addressing various crisis contexts globally.
Additional research is essential to deepen the understanding of trust by exploring various dimensions, which will lead to a more nuanced perspective Simultaneously, the study should identify other factors influencing employee turnover intention to establish a new relationship within the model.
Employee satisfaction is influenced not only by primary factors but also by objective elements, including job opportunities, the industry's unemployment rate, and the employee's engagement with the organization These factors significantly impact an employee's intention to leave the organization, suggesting a potential avenue for future research in this area.
The gap between employees' turnover intentions and their actual resignation poses a significant challenge for organizations, particularly during crises such as COVID-19 Understanding this discrepancy is crucial for businesses aiming to retain talent and maintain stability in uncertain times.
19 Studying the relationship between the intention to quit and the decision to leave or the status of leave will be the next good research direction of the topic
Danang Fantasticity (2019), Khách Quốc Tế Lưu Trú Vượt Gấp 4 Lần Dự Kiến Trong
Trong quý I/2019, Đà Nẵng ghi nhận sự gia tăng mạnh mẽ về số lượng cơ sở lưu trú, với lượng khách quốc tế lưu trú vượt gấp 4 lần so với dự kiến Thông tin chi tiết có thể tìm thấy trên fanpage Danang Fantasticity và Tổng cục du lịch.
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Tôi không biết!
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Ngân Hà (2020) thông báo rằng Đà Nẵng đã triển khai Chỉ thị số 15 của Thủ Tướng Chính Phủ và chỉ đạo của Thành Ủy nhằm tăng cường công tác phòng chống dịch COVID-19 Thông tin chi tiết có thể được tìm thấy trên fanpage của Danang Fantasticity tại địa chỉ: https://danangfantasticity.com/su-kien-noi-bat/da-nang-trien-khai-chi-thi-so-15-cua-thu-tuong-chinh-phu-va-chi-dao-cua-thanh-uy-ve-cong-tac-phong-chong-dich-covid-10.html.
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In their 2004 study published in the Human Resource Development Quarterly, Egan, Marshall, Yang, and Bartlett explore the impact of organizational learning culture and job satisfaction on employees' motivation to transfer learning and their intention to leave the organization The research highlights the critical role that a supportive learning environment and high job satisfaction play in enhancing employee motivation and reducing turnover intentions By fostering a culture of continuous learning and ensuring employee satisfaction, organizations can effectively improve knowledge transfer and retain valuable talent.
In their 2020 study, Estrada, Ruiz, Park, and Lee evaluated the final impact of the COVID-19 pandemic on key sectors in Wuhan, China, focusing on trade, tourism, transport, and electricity consumption Their findings, published in the SSRN Electronic Journal, provide valuable insights into how the pandemic has reshaped these critical areas of the Chinese economy.
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In their 2011 study published in the World Applied Sciences Journal, Hallajy, Mohsen, Hamid Janani, and Zynalabedin Fallah examined how different leadership styles of coaches impact athletes' satisfaction and commitment within the Iranian handball professional league The research highlights the significant relationship between coaching approaches and athlete engagement, providing valuable insights for enhancing team dynamics and performance.
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Kang, Hee Jung, Anthony Gatling, and Jungsun Kim (2014) conducted a study published in the Journal of Human Resources in Hospitality & Tourism, examining how supervisory support influences organizational commitment, career satisfaction, and turnover intention among frontline employees in the hospitality sector Their research highlights the critical role of effective supervisory relationships in enhancing employee engagement and reducing turnover rates within the industry.