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This study aims to investigate the factors influencing service employee work and personal well-being affecting their intention to leave the organization. This research explored the effects of service climate, resilience and workplace well-being (WWB) on service employee perceptions of subjective well-being and turnover intention. PERMA framework of individual flourishing and well-being (Seligman, 2011) was used to measure employee WWB and reflected their positive emotions, engagement, relationships, meaning and accomplishment.

Service employees (n = 250) completed an online self-administered survey. partial least squares structural equation (PLS-SEM) modeling and multi-group analysis (PLS-MGA) were utilized to test how gender differences influenced personal and organizational factors, and their impacts on PERMA dimensions and outcomes.

Results revealed a significant effect of service climate and resilience on PERMA. Only service employee work-meaning positively influenced SWB and negatively turnover intention. Examining each dimension of employee engagement showed similar impacts of service climate and resilience for both men and women, while absorption increased turnover intention for men.

To the best of the authors’ knowledge, this study is one of the first to test the PERMA framework as service employee WWB. The study advances the employee well-being line of research by exploring the impacts of service climate and resilience on PERMA dimensions. The PERMA framework was extended to examine three sub-dimensions of employee engagement as unique PERMA dimensions. This study advances the limited knowledge of how work and personal factors affect service employees’ work and subjective well-being from a gender perspective.

This study leverages the frameworks of the conservation of resources theory frameworks and Person-Organization Person-Job Fit Theory to scrutinize the direct effects of employee STARA (smart technologies, artificial intelligence, robotics and algorithms) competencies on turnover intentions. Concurrently, this study aims to investigate the mediating influence of the intention to use technologies in the aforementioned relationship.

Data were amassed from 547 employees in the US hotel industry and subjected to structural equation modeling for analysis.

The results reveal that there is no significant correlation between employee technology competencies and turnover intentions. However, mediation analysis elucidates that technology competencies among employees are positively and significantly correlated with turnover intentions via the intention to use technology. Moderation analysis further substantiates that this positive correlation is augmented when employees perceive a high level of alternative job opportunities.

This research suggests that hotel businesses should not only focus on technological adoption but also consider how employees’ techno-competencies and their perceptions of fit within the organization can impact their willingness to stay or leave, thereby offering a more comprehensive approach to employee retention strategies.

Unlike previous research that primarily viewed STARA technologies as job replacers and threats, this study reframes them as complements to employees’ roles.

本研究基于资源保存理论和人与组织/人与岗位匹配理论框架, 探讨员工的STARA能力（智能技术、人工智能、机器人和算法）对离职意向的直接影响。同时, 研究考察了技术使用意图在上述关系中的中介作用。

本研究收集了来自美国酒店行业的547名员工数据, 并通过结构方程模型（SEM）进行分析。

研究结果显示, 员工的技术能力与离职意向之间没有显著的直接关联。然而, 中介分析表明, 员工的技术能力通过技术使用意图与离职意向呈显著正相关。调节分析进一步证实, 当员工感知到较高的其他工作机会时, 这种正相关关系会加强。

本研究建议酒店企业在关注技术应用的同时, 还应考虑员工的技术能力以及他们对组织匹配度的感知如何影响其留任意愿。这为制定更全面的员工留任策略提供了新思路。

与以往将STARA技术主要视为工作替代者和威胁的研究不同, 本研究将其重新定义为员工角色的补充。

This paper examines the interplay between organizational justice, turnover intentions and resilience among employees in family and non-family businesses in the Portuguese hotel industry. Specifically, it seeks to (1) compare employees’ perceptions of these constructs across family and non-family businesses, (2) investigate the link between organizational justice and turnover intentions in family businesses and (3) determine whether resilience mediates this relationship.

Grounded in the socioemotional wealth paradigm, this paper adopts a cross-sectional design using a sample of 205 employees from small and medium-sized hotels in Portugal. Data were collected using an online questionnaire incorporating validated measures of organizational justice, turnover intentions and resilience. Statistical analyses, including t-tests, regression models and mediation analysis, were performed to test the study's hypotheses.

The results reveal that employees in family firms exhibit significantly lower turnover intentions and higher resilience levels compared to their counterparts in non-family firms. Organizational justice perceptions negatively correlate with turnover intentions in family firms, with resilience acting as a partial mediator in this relationship. However, organizational justice perceptions do not significantly differ between family and non-family firms.

This paper contributes to the limited body of literature on family businesses in the hospitality sector by elucidating the mediating role of resilience in the justice-turnover dynamic. It challenges assumptions of inherent fairness advantages in family businesses and highlights the importance of fostering justice and resilience to improve employee retention in the hospitality sector.

Recent graduates are an important source of talent among hired employees as they bring up-to-date knowledge into the organisation. Yet, organisations have difficulties retaining them and recognizing factors influencing their voluntary turnover, which may differ from those influencing voluntary turnover among tenured employees. For example, graduate employees need to adjust to a completely new context and develop their identity as professionals. Therefore, the current study presents a review of the factors influencing newcomers’ voluntary turnover and turnover intentions.

To explore the factors influencing the turnover intentions and behaviour of recently hired employees, we conducted a literature review of 57 articles from several databases for different disciplines.

Our review identifies factors that influence turnover intentions and behaviour among recently hired employees and presents them in a model. The model identifies five categories of factors influencing turnover intentions and behaviour: pre-joining expectations, person-environment fit, the role of the supervisor, human resource (HR) practices and person-related factors.

The model enhances the understanding of why new employees leave an organisation and shows how supervisors and HR practices play an important role in reducing voluntary turnover among newly hired employees. The article concludes with practical suggestions on how to retain these employees.

While employee turnover has been studied extensively, this review focuses specifically on factors that influence the turnover intentions and behaviour of newcomers. We present these factors in a model that can be used to inform managerial practices to reduce turnover among newcomers.

The main objective of this study is to assess kinship employee engagement as a mediating variable in the relationship between person–organization–fit (P-O Fit) and person–job–fit with turnover intention.

This research was conducted at creative industry micro, small and medium enterprises (MSME) in Yogyakarta, Indonesia. The number of respondents was 331 MSME employees. The distribution of questionnaires was carried out using offline and online systems through direct questions and Google forms. The data analysis tool used was structural equation modelling.

The findings of this study revealed that kinship employee engagement is proven to mediate the relationship between P-O-fit and P-J-fit on turnover intention.

This research provides a new perspective on social exchanges, namely, exchanges that are intangible based on the relationship between employees, leaders and owners of micro and small medium enterprises (MSMEs) in the form of kinship employee engagement. Employees who feel P-O Fit and P-J fit with their organizations will exhibit positive behavior in the form of kinship employee engagement.

The first practical implication is that MSME superiors/owners must pay more attention to P-O fit; one way to do this is to assess P-O fit at the recruitment and selection stage. This may be useful for organizations that hire and retain employees whose goals and values closely match those of the organization. With regard to the P-J fit relationship, and turnover intention, which turns out to have a negative relationship, this finding has implications for the formulation of policies that should not only focus on increasing the knowledge, skills and abilities of employees but also on fulfilling their wishes. For example, providing employees with training, self-development opportunities, flexible working hours and competitive salaries will strengthen their level of compatibility with their jobs, which in turn will reduce the willingness of employees to leave their jobs.

In social practice, kinship employee engagement can be applied to MSMEs. When MSME owners have limited funds, facilities, etc., to bind employees, they can apply kinship to employees so that they are more attached to MSMEs.

This study is among the first to introduce a new construct (kinship employee engagement) which is an extension of the engagement construct that is more specific and follows the MSME context, and is the first study to propose kinship employee engagement as a mediating variable in the relationship between P-O-fit and P-J-fit on turnover intention.

This study aims to examine the role of employee experience in influencing employee well-being and turnover intentions within organizations. The mediating role of well-being will also be investigated, along with an exploration of whether these relationships differ across genders, specifically in the Indian corporate context.

A descriptive, quantitative study was conducted using structured questionnaires to gather data from 111 employees in the Indian corporate sector. The study used a non-probability judgment sampling method. Data was analyzed through SPSS for descriptive and inferential statistics, and partial least squares was used to explore mediation and model fit.

The study found a significant impact of employee experience on well-being, as well as a negative correlation between both employee experience and turnover intention and well-being and turnover intention. Well-being was found to partially mediate the relationship between employee experience and turnover intention. Gender-based analysis revealed no significant differences in the relationships between these variables for men and women.

This research highlights the universal applicability of employee experience as a predictor of well-being and turnover intention, irrespective of gender. By establishing that gender does not moderate these relationships, this study provides new insights challenging traditional assumptions about gender disparities in workplace outcomes.

Previous studies have indicated that career variety offers numerous benefits in the work environment; however, knowledge regarding the mechanisms that retain employees with diverse career experiences is scant. Drawing on person–environment (P–E) fit theory and the job crafting perspective, this study aims to explore the relationship between career variety and turnover intention, and the roles of job crafting and HR innovators and integrators in this relationship.

This study examines the nonlinear effect of career variety on turnover intention using survey data collected from 509 employees (Study 1) and 346 employees and their supervisors (Study 2) in China.

Career variety and turnover intention exhibited an inverted U-shaped relationship – mediated by job crafting. Additionally, the HR innovator and integrator moderated the relationship between career variety and job crafting. When the HR innovator and integrator were strong, employees engaged in more job crafting at intermediate levels of career variety.

The findings not only deepen our understanding of the inherent capabilities and preference traits of employees with diverse career backgrounds but also enrich the body of research on career variety, reconcile inconsistencies across previous studies and offer new insights into strategic organisational interventions for retaining a workforce with varied career experiences.

Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS), union instrumentality, and employees’ turnover intention. The results obtained from a multilevel and multisource sample of more than 1,300 employees in 37 multinational corporation based in China show that, in contrast to our hypothesis, union instrumentality is not directly related to turnover intention; rather, the results from the post hoc mediation analysis show that union instrumentality is indirectly and negatively related to turnover intention through affective organizational commitment. Consistent with our hypothesis, the results of our analysis show that union instrumentality serves as an important contingent factor in the relationship between HPWS and employee turnover intention. The relationship between HPWS and turnover intention becomes positive when employee union instrumentality is low.

Introduction: Considering the facts that hospitality employees belong to the category of low paid workers, tips are an important source of their incomes. It is very important to determine the nature of the relationship between dependence on tips among hotel employees on their job satisfaction due to the possible influence on their turnover intentions. Aim: The aim of this chapter was to investigate the relationship between job satisfaction, the dependence on tips and turnover intentions among hotel employees. Method: Data were collected during spring 2020 in the hotels on the territory of the Republic of Serbia. A total of 213 employees from different departments were included in the research. Findings: Correlation analysis showed that there is a small negative correlation between job satisfaction and turnover intentions. Significant medium correlation is calculated between dependence on tips and turnover intentions. Significant negative correlation exists between job satisfaction and dependence on tips.

This study aims to examine the impact of artificial intelligence (AI) adoption on job insecurity and its subsequent effect on turnover intentions within the hotel industry. It investigated how AI-induced job insecurity affects the likelihood of employees considering leaving their current hotel jobs for other hotels or for opportunities outside the hotel sector, mediated by feelings of job stress and insecurity.

Quantitative data analysis used 259 responses from frontline hotel employees. Confirmatory factor analysis was used to explore the factor structure and assess model fit indices. Structural equation modeling was then applied to test the hypotheses.

Findings reveal that AI awareness has a positive impact on job stress and insecurity. Moreover, job insecurity is found to positively affect turnover intentions, with a notably stronger effect observed for turnover intentions toward non-hotel companies. Additionally, the influence of social capital as a moderator on the relationship between job insecurity and turnover intention varies depending on the specific dimensions of turnover intention.

This study contributes to enhancing both theoretical frameworks and empirical insights into turnover dynamics within the hotel sector. However, future research should take into account employees’ positions, roles, organizations and career levels by examining these factors in relation to technology awareness, job stress, job insecurity and turnover intention.

This study initially focuses on the phenomenon of dynamic turnover issues within the hospitality sector, offering empirical and practical perspectives on effectively integrating new technologies and managing human resources amidst the automation and AI era.

本研究探讨了人工智能（AI）应用对酒店业工作不安全感的影响, 以及其对员工流失意向的后续影响。研究调查了AI引发的工作不安全感如何通过工作压力和不安全感的感受影响员工考虑离开当前酒店工作、转投其他酒店或者寻求酒店行业外的机会。

本研究采用了259名一线酒店员工的定量数据分析。采用验证性因子分析（CFA）探索因子结构并评估模型拟合指标。随后, 应用结构方程模型（SEM）来检验假设。

研究结果显示, AI意识对工作压力和不安全感有积极影响。此外, 工作不安全感被发现对员工流失意向产生正向影响, 尤其是对转投非酒店公司的流失意向影响更为显著。此外, 社会资本作为调节变量对工作不安全感与流失意向之间的关系的影响取决于流失意向的具体维度。

本研究有助于加强酒店业人才流失动态的理论框架和实证见解。然而, 未来研究应考虑员工的职位、角色、组织和职业水平, 通过研究这些因素与技术意识、工作压力、工作不安全感和流失意向之间的关系。

本研究首次聚焦于酒店业中动态人才流失问题的现象, 提供了在自动化和人工智能时代有效整合新技术并管理人力资源的实证和实践观点。