The incidence of high turnover rates in the hotel industry has been the subject of a substantial number of studies. Much of the research has focused on isolating the causes of employee turnover and devising strategies for employee retention. Little attention, however, has been given to the impact of high turnover rates on the culture of an organization. This study attempts to address the deficiency of research in this area by exploring the existence of a turnover culture in the hotel industry. Data collected from nonsupervisory staff at the four Melbourne-based properties of a hotel chain were analyzed using cluster analysis. The analysis yielded seven clusters, two of which were subsequently defined as a turnover culture and a work culture. The seven clusters are examined, with particular attention given to the culture groups. Finally, the implications for management are discussed.
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