The role of autonomy and competence in retaining Dutch hotel staff post-COVID-19

ABSTRACT:

This article explores potential changes in employee motivation for retention in the Dutch hotel industry after the COVID-19 pandemic, applying the self-determination theory to examine autonomy and competence. An online survey was designed and applied to 298 Dutch hotel staff members, assessing variables such as (1) volition, (2) perceived locus of causation (PLC), (3) perceived choice, (4) perceived competence, (5) optimal challenge and (6) experience of success. Staff were categorised into two groups — managerial and non-managerial workers — taking into account their distinct job responsibilities. Statistical analysis and content analyses were applied to the research to comprehend and discuss the data. Findings indicate that although there were some differences between the two groups and their emphasis on distinct sub-factors, it is clear that staff have assigned increased significance to intrinsic elements of autonomy and competence post-pandemic. The study does not apply other dimensions of the self-determination theory, such as relatedness; however, based on the quantitative and qualitative results, recommendations are provided for supervisors, HR managers and other policymakers in the Dutch hospitality industry to enhance employee retention in the sector.

KEYWORDS:

• hospitality
• human resources
• self-determination theory
• The Netherlands
• staff’s point of view