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there are ample job opportunities in the country, there is a relatively high staff turnover
in the hospitality sector. The government believes that 30 % of New Zealand’s
hospitality industry workforce is comprised of part-time workers who are predicted to
move to other full time careers in the future (Kiwi Careers, 2011). Finally, Poulston
(2008), in a study of hospitality employees in Auckland, New Zealand, found
employees, on average, stayed with an organisation only for one year. The study
further revealed a turnover rate of 50% among the organisations. Therefore, from the
foregoing studies, it is evident that employee turnover is an important issue in the
hospitality industry that requires attention of the management.
Within the context of employee turnover is turnover intent, which can be defined as
“the probability that an individual will change his or her job within a certain time
period” (Sousa-Poza & Henneberger, 2002, p. 1). Turnover intent is understood as an
intention to leave an organisation, which may arise from dissatisfaction with company
policies, individual perceptions of the employee, or even the general labour market
(Kim et al., 2010a; Trett & Meyer, 1993). It is found to be an immediate precursor of
the actual turnover and it captures the employee’s perception of job alternatives (Perez,
2008). Further, Kim et al (2010) state that employees find it more manageable to
express a desire to quit than actually to quit the job. Empirical evidence has been found
to support that view; that the turnover intent is a significant precursor of the actual
turnover (Sousa-Poza & Henneberger, 2002). As a result employee turnover intent is
used as a dependent variable (Kim et al., 2010a).
Turnover in the hospitality industry has resulted from various factors. The reasons
primarily cited were the dissatisfaction with the current job rather than attraction to
other job opportunities (Kiwi Careers, 2011). Studies in employee turnover have found
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