Date of Conferral
Doctor of Business Administration (D.B.A.)
Information Systems and Technology
The hotel industry makes significant contributions to U.S. economic growth, but many hotel managers have expressed concerns about high employee turnover intentions. In the context of career choices, leaders of the hotel industry in the United States face turnover intentions that are 70% higher than turnover intentions in other sectors. Grounded in Herzberg’s 2-factor theory, the purpose of this quantitative, correlational study was to examine the relationship between intrinsic job satisfaction, extrinsic job satisfaction, and employee turnover intentions of front desk customer service employees of luxury hotels. Participants included 75 front desk customer service employees with at least 1 year of employment in a 5-star luxury hotel in Las Vegas, Nevada. Data was collected using the Minnesota Satisfaction Questionnaire and the Turnover Intention Scales-6. Results of the multiple linear regression analysis indicated the model was able to significantly predict turnover intentions, F (2, 72) = 13.756, p < .001, R2 = .276. However, extrinsic job satisfaction (t = -3.861, p < .001) was the only statistically significant predictor. Hospitality leaders who understand the factors that increase extrinsic job satisfaction may decrease employee intentions to leave the organization. The implication for social change is that implementation of strategies that decrease employee turnover intentions has the potential to provide advancement opportunities, reduce turnover costs, increase morale, increase productivity, and create and maintain positive relationships with families, communities, and organizations.