Organization Development Interventions (ODI) on Employee Turnover Intention at AAA Hotel, Thailand
DOI:
https://doi.org/10.14456/abacodijournal.2024.24Keywords:
hospitality, job attitudes, organization development, turnover intentionAbstract
The purpose of the research was to investigate the impact of an organization development intervention on turnover intention at a hotel in Thailand. The research was conducted from December 2023 to January 2024 at AAA Hotel, a medium-sized hotel attached to a conference center in Bangkok. AAA Hotel has strategically targeted a reduced turnover rate. Having seen success with its initial changes, it would like to build on these improvements. The research was situated in five hotel departments with the highest turnover, and it sampled 125 of the approximately 200 staff members at the hotel. The research investigated five key variables, including job satisfaction, employee motivation, performance management, organizational commitment, and turnover intention. An appreciative inquiry approach to intervention was used, with interventions including job-building workshops, individual career discussions, implementation of employee recognition and short-term reward programs, and team-building activities. Data was collected using pre- and post-intervention surveys, along with interviews. Survey data was analyzed using descriptive statistics, regression, and paired t-tests, while interview data was analyzed using content analysis. Quantitative findings showed that job satisfaction, employee motivation, performance management, and organizational commitment were significantly higher post-intervention, while turnover intention was significantly lower. Qualitative findings showed that employees were positive about the changes but still concerned with a lack of career progression. Furthermore, the qualitative findings revealed that employees did not find many opportunities within the organization, and while this did improve over the course of the intervention there were still limited opportunities seen. During the interventions, reasons why employees chose to leave AAA hotel were revealed, including a perception that there was a lack of career progression opportunities and in some roles, there was limited autonomy to make even small decisions. Thus, despite the optimistic view given by the quantitative findings, there are clearly still issues that remain for AAA Hotel, which need to be addressed in further organizational change processes. The research concluded that the changes implemented during the intervention were positive, but that there were additional changes needed to cement these gains. Further techno-structural interventions were recommended to the hotel.
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