Impact of Social Influence on Social Loafing in the Tunisian Hotel Sector: Role of Turnover Intention as a Mediator

Abstract

This study examines the impact of turnover intention on the association between social influence and social loafing among hotel employees in Tunisia. Despite the growing body of literature surrounding the three constructs, which are frequently examined in a cyclical manner, To date, no studies have been conducted that have successfully integrated these variables concurrently. Consequently, a self-administered questionnaire was distributed to employees of various hotels in Tunisia, encompassing all job positions and genders. The survey specifically targeted the three most prominent tourist destinations in the country, namely Hammamet, Sousse, and Djerba. The AMOS software package was employed for the analysis of data using structural equation modelling techniques. The findings indicate a statistically significant and positive correlation between social influence and the occurrence of social loafing behaviour. Furthermore, there exists a strong and positive correlation between it and the intention to leave one's job. The phenomenon of social loafing is being greatly and favourably impacted by this. The results of this study indicate that turnover intention serves as a complete mediator in the relationship between social influence and social loafing. The findings indicate that social influence is a significant factor contributing to the manifestation of "lazy" behaviours among specific employees. It is imperative for hotel managers to comprehend this phenomenon in order to effectively manage and mitigate its impact. However, this measure alone will prove insufficient in mitigating the phenomenon of social loafing among hotel employees, particularly in cases where there is a growing inclination among employees to depart from their current employment. In addition to making a theoretical contribution, this study will provide managerial and methodological recommendations for hotel professionals and academics. These recommendations will focus on strategies to reduce employee "intentions to leave" and mitigate "lazy" behaviour.