Workplace flexibility and turnover intentions in hospitality: Sequential role of work-family conflict,well-being,and commitment

Abstract

Background

Employees in the hotel industry often experience high turnover intentions due to the demanding nature of their work. Since these intentions can lead to actual employee turnover, which may impact the industry's growth, literature still encourages scholars to explore the reasons behind them and identify ways to prevent them.

Objective

This study develops a theoretical framework to enhance management's understanding of the processes explaining how workplace flexibility impacts employee turnover intentions. Sequential pathways were developed and empirically investigated, underpinning the role of work-family conflict, employee psychological well-being, and organizational commitment. Furthermore, the moderating role of perceived organizational support was also examined.

Methods

Utilizing a structured questionnaire, we collected data from 382 respondents from the hotel industry of Pakistan, an Asian developing country experiencing high tourism growth. The PLS-SEM 4.0 was employed for data analysis.

Results

The results support the proposed framework, revealing significant sequential mediation of work-family conflict, psychological well-being, and organizational commitment. Perceived organizational support also moderates the relationships in the framework.

Conclusion

Preserving employee psychological resources, e.g., flexibility at work, lowers their work-family conflict, enhances psychological well-being, and improves commitment. This pathway significantly lowers employee turnover intentions. Furthermore, perceived organizational support plays a crucial moderating role. The management could conform to the study's sequential framework for a deeper understanding of links between the constructs that shape employee outcomes, particularly commitment, and turnover intentions.