Document Type

Journal Article

Publication Date

2025

Keywords

Change management, Communication, No-pay leave program, Attribution theory, Turnover intention

DOI

https://doi.org/10.1016/j.ijhm.2024.103984

Abstract

Hospitality organizations need to make changes from time to time, which usually result in adverse human

resource (HR) practices, such as readjustments to job duties or salary cuts. To reduce negative employee responses to these adverse practices, scholars suggest the important role of change communication. However, it

remains unclear how change communication can alter employees’ cognition to minimize their negative responses. Drawing on the HR attribution theory, we hypothesize that high-quality change communication can

reduce employees’ turnover intentions through well-being attribution. We further argue that this indirect effect

depends on the seriousness of the negative impact on employees. We test this moderated mediation model with

two waves of time-lagged data from 223 employees of a hotel in Hong Kong when it had to implement a no-pay

leave program due to a renovation project. The results provide support for our proposed model. Important

implications for hotel practitioners are discussed.

Source Publication

International Journal of Hospitality Management

Volume Number

124

ISSN

0278-4319

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