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Error management culture: impact on cohesion, stress, and turnover intentions

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  • Priyanko Guchait
  • Ayşın Paşamehmetoğlu
  • Juan Madera

Abstract

An error management culture involves organizational practices related to communicating about errors, sharing error knowledge, quickly detecting and handling errors, and helping in error situations. Building on error management research, this study examined the influence of organizational error management culture on the turnover intentions of frontline service employees. The study also investigated the underlying mechanism that links this culture with turnover intentions. Data were collected from 345 frontline employees of hotels in Turkey. Structural Equation Modeling results revealed that employee perceptions of organizational error management culture have a direct and significantly negative impact on their turnover intentions. Furthermore, results showed that this relationship is mediated through perceived group cohesion and work stress. Using the job demands-resources model as a theoretical framework, this study revealed that organizational error management culture leads to increased group cohesion; increased group cohesion lowers work stress; and lower work stress lowers turnover intentions. This study contributes to the services management literature by demonstrating how organizational error management culture impacts employee turnover intentions.

Suggested Citation

  • Priyanko Guchait & Ayşın Paşamehmetoğlu & Juan Madera, 2016. "Error management culture: impact on cohesion, stress, and turnover intentions," The Service Industries Journal, Taylor & Francis Journals, vol. 36(3-4), pages 124-141, February.
    • Handle: RePEc:taf:servic:v:36:y:2016:i:3-4:p:124-141
    DOI: 10.1080/02642069.2016.1158253
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    References listed on IDEAS

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    1. Xiao-Ping Chen & Simon S. K. Lam & Stefanie E. Naumann & John Schaubroeck, 2005. "Group Citizenship Behaviour: Conceptualization and Preliminary Tests of its Antecedents and Consequences," Management and Organization Review, International Association of Chinese Management Research, vol. 1(2), pages 273-300, July.
    2. Xinshu Zhao & John G. Lynch & Qimei Chen, 2010. "Reconsidering Baron and Kenny: Myths and Truths about Mediation Analysis," Journal of Consumer Research, Journal of Consumer Research Inc., vol. 37(2), pages 197-206, August.
    3. Chen, Xiao-Ping & Lam, Simon S. K. & Naumann, Stefanie E. & Schaubroeck, John, 2005. "Group Citizenship Behaviour Conceptualization and Preliminary Tests of its Antecedents and Consequences," Management and Organization Review, Cambridge University Press, vol. 1(2), pages 273-300, July.
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    Cited by:

    1. Joyce Rupert & Astrid C. Homan & Karen A. Jehn & Robert Jan Blomme, 2019. "Diversity Composition and Team Learning: The Moderating Role of Error Culture," Group Decision and Negotiation, Springer, vol. 28(4), pages 695-722, August.
    2. Hassan Ashraf & Ahsen Maqsoom & Tayyab Tahir Jajja & Rana Faisal Tufail & Rashid Farooq & Muhammad Atiq Ur Rehman Tariq, 2022. "Error Management Climate and Job Stress in Project-Based Organizations: An Empirical Evidence from Pakistani Aircraft Manufacturing Industry," Sustainability, MDPI, vol. 14(24), pages 1-18, December.
    3. Yi Wang & Xianfang Xue & Han Guo, 2022. "The Sustainability of Market Orientation from a Dynamic Perspective: The Mediation of Dynamic Capability and the Moderation of Error Management Climate," Sustainability, MDPI, vol. 14(7), pages 1-15, March.

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