A triadic model of job retention and turnover dynamics in the hospitality industry

Purpose

This study aims to examine key factors influencing hospitality employee turnover in a post-pandemic context, challenging conventional assumptions about the role of demographics and work-related factors in retention decisions.

Design/methodology/approach

The research adopted a comprehensive framework using the capability approach and geospatial data analysis, integrating social vulnerability indexes with survey responses from 797 hospitality employees. This study analyzed turnover intentions across demographics, job roles and regions, focusing on Florida’s I-4 corridor.

Findings

Individual conversion factors like age and marital status were the strongest predictors of turnover, with older and married employees less likely to leave their jobs. In contrast, traditional variables like income, education and job type did not significantly influence turnover intentions. The pandemic blurred distinctions between job roles, highlighting personal circumstances, health risks and economic pressures as critical factors. Contrary to expectations, financial assistance did not significantly reduce turnover intentions. In addition, employees’ life circumstances, such as social vulnerability, influence labor relations and turnover more than work-related conditions.

Research limitations/implications

This study enriches turnover literature by confirming that personal life circumstances, like age and marital status, are pivotal in understanding employee retention. It challenges conventional demographic and work-related predictors and urges future research to explore the interaction between personal and professional factors in the hospitality industry. The study’s agent-based framework deepens the understanding of how various factors shape employee decisions to stay or leave.

Practical implications

The findings suggest that hospitality employers must develop more localized, employee-centric retention strategies, especially for younger employees. Tailored approaches considering regional and demographic differences, such as providing career development opportunities and flexible work conditions, could foster long-term loyalty. In rural areas, retention efforts should focus on improving job satisfaction and community support, while in urban areas, strategies prioritize career progression and flexibility.

Social implications

The study’s findings have significant social implications, particularly in reshaping how employee retention strategies are developed in the hospitality industry. By emphasizing life circumstances over traditional work-related factors, the research highlights the importance of supporting employees’ resilience, especially for those facing social vulnerability. Employers may need to create more flexible and inclusive policies that account for personal, economic and health-related challenges. In addition, the findings suggest that financial aid alone is insufficient in reducing turnover, calling for a more holistic approach that integrates emotional and social support to foster a more stable and loyal workforce.

Originality/value

This study challenges traditional turnover models by shifting focus from work-related factors to life circumstances, particularly the resilience of older and married employees. It integrates three dimensions – personal (sociodemographics), social (support) and environmental (job type, pandemic challenges) – to examine their influence on employee agency. This triadic framework offers insights into how individual, social and contextual factors shape turnover decisions.