How is COVID-19 pandemic causing employee withdrawal behavior in the hospitality industry? An empirical investigation

PurposeThis study divulges the new concept of employees' withdrawal behavior during the global pandemic (COVID-19). The study's purpose is to draw new insights into workplace stressors and employee withdrawal behavior. The study also considers the mediating role of aggression and the moderating role of COVID-19 worry and cyberloafing.Design/methodology/approachThe study's statistical population consists of 384 frontline hotel employees from Pakistan's hospitality industry. Statistical analysis SPSS and AMOS were utilized to conduct Pearson's correlation and multilevel regression analysis. A Hayes process technique has been used for moderation and mediation analysis.FindingsThe results demonstrated that COVID-19 has a psychological effect on the employee's mental health and higher turnover intention during the current pandemic. Workplace stressor is significantly related to aggression and employee withdrawal behavior. Aggression mediates the relationship between workplace stressors and withdrawal behavior. The study results show that COVID-19 worry moderates between workplace stressors and aggression – notably, cyberloafing moderate aggression and withdrawal behavior.Practical implicationsThe government and hospitality organizations need to implement crisis management strategies in response to COVID-19. This research can help management in coping with employees' mental and psychological challenges. Employees' mental health has been affected during the current global health crises. Firms should encourage their employees psychologically while going for downsizing.Originality/valueThis study enhances the existing literature on the COVID-19 crisis in Pakistan's hospitality industry. This study contributes to new understandings of employees' withdrawal behavior in the hospitality industry. The research shows how COVID-19 affects employees' turnover, mental health and job performance in the hospitality industry. Employees are facing mental and physiological challenges during COVID-19. The study fills a considerable gap in the hospitality industry by exploring the role organization's crisis management during a global pandemic.

Methodological approach for measuring the effects of organisational-level interventions on employee withdrawal behaviour

Background Theoretical frameworks have recommended organisational-level interventions to decrease employee withdrawal behaviours such as sickness absence and employee turnover. However, evaluation of such interventions has produced inconclusive results. The aim of this study was to investigate if mixed-effects models in combination with time series analysis, process evaluation, and reference group comparisons could be used for evaluating the effects of an organisational-level intervention on employee withdrawal behaviour. Methods Monthly data on employee withdrawal behaviours (sickness absence, employee turnover, employment rate, and unpaid leave) were collected for 58 consecutive months (before and after the intervention) for intervention and reference groups. In total, eight intervention groups with a total of 1600 employees participated in the intervention. Process evaluation data were collected by process facilitators from the intervention team. Overall intervention effects were assessed using mixed-effects models with an AR (1) covariance structure for the repeated measurements and time as fixed effect. Intervention effects for each intervention group were assessed using time series analysis. Finally, results were compared descriptively with data from process evaluation and reference groups to disentangle the organisational-level intervention effects from other simultaneous effects. Results All measures of employee withdrawal behaviour indicated statistically significant time trends and seasonal variability. Applying these methods to an organisational-level intervention resulted in an overall decrease in employee withdrawal behaviour. Meanwhile, the intervention effects varied greatly between intervention groups, highlighting the need to perform analyses at multiple levels to obtain a full understanding. Results also indicated that possible delayed intervention effects must be considered and that data from process evaluation and reference group comparisons were vital for disentangling the intervention effects from other simultaneous effects. Conclusions When analysing the effects of an intervention, time trends, seasonal variability, and other changes in the work environment must be considered. The use of mixed-effects models in combination with time series analysis, process evaluation, and reference groups is a promising way to improve the evaluation of organisational-level interventions that can easily be adopted by others.

How Outsourcing May Enhance Job Satisfaction in the U.S. Federal Bureaucracy: Exploring the Role of Knowledge Sharing

Previous studies reveal that outsourcing practices generally have negative consequences for employee job satisfaction. As employee job satisfaction is a precursor of employee withdrawal, which is an expensive loss to organizations, it is important to design appropriate policies and environment to reduce such threats. In particular, scholars and practitioners alike highlight the importance of learning new knowledge and ideas as the main benefits of government outsourcing. Therefore, this study develops and tests a model that estimates the effect of government outsourcing on employee job satisfaction at the organizational level while exploring the possibility that encouraging knowledge sharing among employees in an organization can result in alleviating the anti-outsourcing sentiment among employees. The findings of this study relying on U.S. federal agency data from 2010 to 2017 suggest that government outsourcing can improve employee job satisfaction through internal management practices, such as promoting knowledge sharing among employees.

Pengaruh Job-Engagement Terhadap Perilaku Withdrawal Melalui Komitmen Organisasi

Human resources (HR) as one of the keys for the company in achieving its goals and success. Achieving company goals if HR shows good reliability, therefore companies need to make HR play a key role in an organization so that there is involvement, love or employee engagement that impacts on the sustainability of an organization, which can build organizational commitment and also determine how employees will behave. In this study offers a new theoretical framework of management as a shaping factor for the importance of organizational commitment and also the behavior of withdrawal of employees, the sample is carried out on employees with a contractual status of 54 in a higher education institution. The analysis tool uses path analysis with warpPLS. The results show that job engagement negatively influences employee organizational commitment, job engagement has a negative influence on withdrawal behavior, organizational commitment has a negative influence on withdrawal behavior while organizational commitment cannot be a mediating variable between job engagement and employee withdrawal behavior .