Internal Marketing

Topics: Human resource management, Organizational studies and human resource management, Management Pages: 20 (6006 words) Published: August 31, 2013
International Journal of Business and Management; Vol. 8, No. 5; 2013 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education

Employee Dissatisfaction and Turnover Crises in the Malaysian Hospitality Industry Ahmad Rasmi Suleiman AlBattat1 & Ahmad Puad Mat Som1, 2
1 2

School of Housing, Building and Planning, Universiti Sains Malaysia, Malaysia Sustainable Tourism Research Cluster (STRC), Universiti Sains Malaysia, Malaysia

Correspondence: Ahmad Rasmi Suleiman AlBattat, School of Housing, Building and Planning, Universiti Sains Malaysia, Penang, Malaysia. Tel: 60-19-595-4499. E-mail: [email protected] Received: November 28, 2012 doi:10.5539/ijbm.v8n5p62 Abstract

Accepted: December 18, 2012

Online Published: February 16, 2013


Turnover crises have had great impacts on the hospitality industry. Many studies have been done on employee turnover, but further investigation is needed as labor intensive employees are part of the hospitality product. This study reviews the literature relevant to turn over crises and provides a theoretical review of the Mobley model (1977). The purpose of this study is to give an overview of the causes of job dissatisfaction which force an employee to quit from their current job and consider other job opportunities. This is to clarify the steps of the Mobley model from the feeling of job dissatisfaction to an actual turnover crisis. This study highlights the turnover crises not only on an international level but also the national crises in Malaysia which may not be far away. Furthermore, the findings from the literature review indicates that an international perspective on a turnover crisis begins when an employee faces the case of dissatisfaction from a poor working environment and considers leaving his current job. The Mobley model could be used to predict the case of dissatisfaction and better understand how to retain the employee. Further studies could be useful to shed light on turnover crises. Keywords: Mobley model, Malaysia, turnover, crisis, hospitality 1. Introduction

Hospitality organizations need to constantly ensure the satisfaction of their employees (Berry, 1997). Organizations tend to be more effective when they satisfy their employees (Robbins & Judge, 2007). Satisfied employees are deemed to be an effective labor force and become an important asset for the organization's effectiveness (Masri, 2009). Many Practitioners have examined organizational performance and the willingness of employees to have free work conditions (Organ, 1990; Tepper et al., 2001). According to Bharwani and Butt (2012), Human resources are one of the main parts of the product performing the difficult role of enhancing the organizational image. As in other industries, hospitality highly depends on humans having direct contact with their customers. In terms of the service model, there must be heterogeneity between the customers and their suppliers (Kusluvan et al., 2010). With the help of human resources, an organization will be able to enhance their business but due to employees various needs it becomes difficult to retain their employment, therefore, the focus on understanding their needs to achieve their satisfaction is essential (Masri, 2009). According to Vroom (1964), job satisfaction is a positive direction an employee moves toward in his presently occupied working roles. Many studies have signaled that among the determinants of job satisfaction and organizational behavior (Cheng & Yang, 1977; Darwish, 2000; Euske & Jackson, 1980), comprehensive management encouragement (Burke, 2003; Burke & Greenglass, 2001) is mentioned as a significant foreteller. (Rude, 2004) asserted that organizational support is highly linked to commanding behavior, hence, defined support from a manager is a significant factor in labor turnover (Maslach et al., 2001; Rude, 2004). The employee's dissatisfaction will affect their...
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