Exploring the Antecedents of Staff Turnover within the Fast-food Industry: The case of Hamilton, New Zealand

Mohsin, A.; Lengler, J.F.B.

doi:10.1080/15332845.2014.904169

Exploring the Antecedents of Staff Turnover within the Fast-food Industry: The case of Hamilton, New Zealand

Mohsin, A.; Lengler, J.F.B.

Authors

A. Mohsin

Professor Jorge Lengler jorge.lengler@durham.ac.uk
Professor

Abstract

The purpose of this study is to investigate, within four multinational fast-food chains, the relationships between job satisfaction and job turnover in Hamilton, New Zealand. The study seeks to reveal the antecedents of intention to leave the current job among workers. The partial least squares path modeling (SmartPLS 2.0) is used to specify a theoretical model for analyses to identify the antecedents of satisfaction/dissatisfaction. A survey approach was undertaken to accumulate responses. Data analysis indicates that workers are not satisfied with their jobs, and this leads to increased intentions to leave. The results of the model estimation reveal that Training and Recognition, Job Security, and Loyalty are positively related with job satisfaction. The outcomes of the study support the conclusion that in order to reduce staff turnover, fast-food industry management should develop strategies with emphasis on training, recognition of the employees, creating a feeling of job security, and trying to develop loyalty amongst its employees.

Citation

Mohsin, A., & Lengler, J. (2015). Exploring the Antecedents of Staff Turnover within the Fast-food Industry: The case of Hamilton, New Zealand. Journal of Human Resources in Hospitality and Tourism, 14(1), 1-24. https://doi.org/10.1080/15332845.2014.904169

Journal Article Type	Article
Online Publication Date	Oct 23, 2014
Publication Date	Jan 1, 2015
Deposit Date	Mar 4, 2016
Publicly Available Date	Apr 23, 2016
Journal	Journal of Human Resources in Hospitality and Tourism
Print ISSN	1533-2845
Electronic ISSN	1533-2853
Publisher	Taylor and Francis Group
Peer Reviewed	Peer Reviewed
Volume	14
Issue	1
Pages	1-24
DOI	https://doi.org/10.1080/15332845.2014.904169
Public URL	https://durham-repository.worktribe.com/output/1387031

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Copyright Statement
This is an Accepted Manuscript of an article published by Taylor & Francis Group in Journal of Human Resources in Hospitality & Tourism on 23/10/2014, available online at: http://www.tandfonline.com/10.1080/15332845.2014.904169.