Does training and development affect employee retention in the hotel industry? The mediator role of organizational commitment




training and development, retention, commitment, hotels, human resources


The capacity of hotel companies to attract and keep qualified human resources is a critical factor influencing their long-term success. This study aims to verify the effects of training and development on staff retention in hotels located in the Republic of Serbia and to determine if a high degree of organizational commitment alters the strength of the link between these constructs. Descriptive and correlational analysis, ANOVA, T-test, and the regression model for testing mediation effects were applied to a sample of 97 hotel employees. The obtained results confirmed the statistical significance of the association between training and development and employee retention, along with the mediating role of their commitment in this relationship. The study’s theoretical contribution enhances knowledge of the intricate connection between training and development, employee commitment, and staff retention. Additionally, the results support hotel management in reinventing the approach for controlling employees’ work attitudes through a number of pragmatic implications.


Download data is not yet available.


Abeyesekera, R. (2007). The impact of Human resource management practices on marketing executive turnover of leasing companies in Sri Lanka. Contemporary Management Research, 3(3), 233–252.

Ahmad, N., & Daud, S. (2016). Engaging people with employer branding. Procedia Economics and Finance, 35, 690–698.

Al Mamun, C. A., & Hasan, N. (2017). Factors affecting employee turnover and sound retention strategies in business organization: A conceptual view. Problems and Perspectives in Management, 15(1), 63–71.

Alketbi, S., Alshurideh, M., & Al Kurdi, B. (2020). The influence of service quality on customers’ retention and loyalty in the UAE hotel sector with respect to the impact of customer’ satisfaction, trust and commitment: A qualitative study. International Journal of Innovation, Creativity and Change, 14(7), 734–754.

Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1–18.

Atoko, S., Taylor, T., & Sichinsambwe, C. (2018). Empirical analysis of the relationship between training and development, affective commitment, relational contract and productivity in organizations based in Lusaka, Zambia. Proceedings of the International Conference on Human Resources and Talent Management – ICHR18 Geneva Conference. Geneva – Switzerland.

Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182.

Bibi, P., Ahmad, A., & Majid, A. H. (2018). HRM practices and employee retention: The moderating effect of work environment. Applying Partial Least Squares in Tourism and Hospitality Research, 129–152.

Bulut, C., & Culha, O. (2010). The effects of organizational training on organizational commitment. International Journal of Training and Development, 14(4), 309–322.

Costen, W. M., & Salazar, J. (2011). The impact of training and development on employee job satisfaction, loyalty, and intent to stan in the Lodging industry. Journal of Human Resources in Hospitality & Tourism, 10(3), 273–284.

Dhar, R.L. (2015). Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, 419–430.

Hemakumar, M. N. (2020). Impact of training and development on employee retention at leading food and agri business company. International Journal of Advanced Science and Technology, 29(3s), 1170–1175.

Horwitz, F. M., Heng, C. T., & Quazi, H. A. (2003). Finders, keepers? Attracting motivating and retaining knowledge workers. Human Resource Management Journal, 13(4), 23–44.

Immaneni, K. M. & Sailaja, V. N. (2020). A review of HR practices and employee retention in hospitality industry. European Journal of Molecular & Clinical Medicine, 7(7), 6698–6704.

Jaworski, C., Ravichandran, S., Karpinski, A. C., & Singh, S. (2018). The effects of training satisfaction, employee benefits, and incentives on part–time employees’ commitment. International Journal of Hospitality Management, 74, 1–12.

Khan, N. (2018). Does training & employee commitment predict employee retention? AIMS International Journal of Management, 12(3), 153–160.

Khan, A. J., Bashir, F., Nasim, I., & Ahmad, R. (2021). Understanding affective, normative & continuance commitment through the lens of Training & Development. Journal of Management, 3(2), 105–113.

Knox, S., & Freeman, C. (2006). Measuring and managing employer brand image in the service industry. Journal of Marketing Management, 22, 695–716.

Kordi?, N., & Mili?evi?, S. (2018). Human resources in the hotel industry in Serbia. Hotel and Tourism Management, 6(1), 93–103.

Kossivi, B., Xu, M., & Kalgora, B. (2016). Study on determining factors of employee retention. Open Journal of Social Sciences, 4(5), 261–268.

Koster, F., De Grip, A., & Fouarge, D. (2009). Does perceived support in employee development affect personnel turnover? The International Journal of Human Resource Management, 22(11), 2403–2418.

Kyndt, E., Dochy, F., & Michielsen, M. (2009). Employee retention: Organisational and personal perspectives. Vocations and Learning, 2(3), 195–215.

Mapelu, I. C. & Jumah, L. (2013). Effect of training and development on employee turnover in selected medium sized hotels in Kisumu City, Kenya. Journal of Tourism, Hospitality and Sports, 1, 43–48.

Mehta, P. & Sharma, K. (2015). Training and retaining employees in hotels: An exploratory study of Udaipur region. International Journal of Business and Administration Research Review, 2(1), 68–77

Mohanty, S., & Mohanty, A. (2020). An empirical study of employee retention issues in hotel industry in Bhubaneswar, Odisha. International Business Management, 14(3), 100–106.

Moncarz, E., Zhao, J., & Kay, C. (2009). An exploratory study of US lodging properties’ organizational practices on employee turnover and retention. International Journal of Contemporary Hospitality Management, 21(4), 437–458.

Nandi, V. T., Khan, S., Quereshi, M. A., & Ghias, S. (2020). Training & Development, organizational commitment and turnover intentions in SMEs. Market Forces, 15(2), 1–24.

Nunnally, J. C. (1978). Introduction to psychological measurement. New York, NY: McGraw-Hill.

Ohunakin, F., Adeniji, A., Ogunlusi, G., Igbaduhme, F., Salau, O. P., & Sodeinde, A. G. (2019). Talent retention strategies and employees’ behavioral outcomes: Empirical evidence from hospitality industry. Business: Theory and Practice, 21(1), 192–199.

Radosavljevi?, G., Borisavljevi?, K., & Radakovi?, K. (2018). Managing values in hotel industry. Second International Scientific Conference: Economics and Management (pp. 674–680), Ljubljana – Slovenia.

Rieu, J. N., & Kamara, M. (2016). Determinants of employee commitment in hotel industry in Nairobi County: A case of rated hotels in Nairobi Central Business District. International Journal of Innovative Social Sciences & Humanities Research, 4(4), 1–21.

Sharma, R., Jain, V., & Singh, S. P. (2018). The impact of employer branding on organizational commitment in Indian IT sector. IOSR Journal of Business and Mangement, 20(1), 49–54.

Sitati, N., Were, S., Waititu, G. A., & Miringu, A. (2019). Effect of employee recognition on employee retention in the hotel industry in Kenya. Journal of Human Resource Management (JHRM), 1(2), 1–11.

Slavkovi?, A., & Slavkovi?, V. (2019). The importance of training in contemporary organizations. Hotel and Tourism Management, 7(2), 11–125.

Syal, G. (2021). Impact on employee satisfaction, brand commitment and employee turnover – Role of Employer Branding. Journal of Contemporary Issues in Business and Government, 27(1), 2348–2357.

Tanwar, K., & Prasad, A. (2016). The effect of employer brand dimensions on job satisfaction: Gender as a moderator. Management Decision, 54(4), 854–886.

Ul Hadi, N., & Ahmed, S. (2018). Role of employer branding dimensions on employee retention: evidence from educational sector. Administrative Sciences, 8(3), 1–15.

Upadhyaya, M., & Ayari, A. (2019). Relationship between employer branding, employee retention and commitment in pharmaceutical industry: An empirical investigation. Proceedings on Engineering Sciences, 1(2), 501–519.

Vasquez, D. (2014). Employee retention for economic stabilization: A qualitative phenomenological study in hospitality sector. International Journal of Management, Economics and Social Sciences, 3(1), 1–17.

Waqanimaravu, M., & Arasanmi, C. N. (2020). Employee training and service quality in the hospitality industry. Journal of Foodservice Business Research, 23(3), 216–227.

Yildirim, M., Acar, A., Bayraktar, U., & Akova, O. (2015). The effect of organizational commitment and job commitment to intention to leave of employment: A research in hotel management. International Journal of Business and Social Science, 6(11), 128–137.

Zhu, F., Wang, Z., Yu, Q., Hu, T., Wen, Y., & Liu, Y. (2014). Reconsidering the dimensionality and measurement of employer brand in the Chinese context. Social behavior and personality, 42(6), 933–948.

Zopiatis, A., Constanti, P., & Theocharous, A. (2014). Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus. Tourism Management, 41, 129–140.




How to Cite

Mirić, M., & Slavković, M. (2023). Does training and development affect employee retention in the hotel industry? The mediator role of organizational commitment. Hotel and Tourism Management, 11(1), 51–65.



Original Scientific Papers