Examining the Moderating Effects of Organizational Identification between Human Resource Practices and Employee Turnover Intentions in Indian Hospitality Industry

Abstract

This paper presents an employee turnover intention model, which examines the effects of frontline employees’ perceptions of human resource practices (recruitment, selection, training, career growth opportunities, performance appraisal and compensation) on employee turnover intention in Indian hospitality firms. Using this model as a framework, the role of organizational identification in the aforementioned relationship is explored. Hierarchical linear regression analyses demonstrated that selection and compensation practices have significant effects on employee turnover intention. Organizational identification moderates the relationship between selection practices and employee turnover intention. The paper concludes with implications for managers in hospitality industry and some future research directions.