Abstract
The hotel industry plays a crucial role in driving global economic and social development. As one of the pillar sectors of China’s national economy, the Chinese hotel industry holds significant growth potential, supported by its strong development trajectory, vast market opportunities, and a well-established talent base. However, alongside its rapid expansion, the industry faces substantial challenges, with high employee turnover being one of the most pressing concerns. To address this issue, the present research investigates employee turnover within the context of China’s hotel industry. A two-phase quantitative design was employed, collecting two-wave data from 427 entry-level employees across eight five-star international chain hotels in Dalian, a major tourist destination in northern China. Data were analysed using partial least squares structural equation modelling (PLS-SEM) with SmartPLS 4.0. Drawing on Career Construction Theory, this research developed a conceptual framework examining how employees’ perceived leadership, workplace well-being, and family-related factors (i.e., family support, family engagement, and family interference) influence their turnover intentions and behaviours. The results reveal that leadership, workplace well-being, and family-related factors are all significant determinants of employees’ turnover intentions and behaviours. Leadership indirectly affects these outcomes through its influence on workplace-well-being, while this process is further moderated by family factors: family support and engagement strengthen employees’ willingness to stay, whereas family interference increases their likelihood of leaving. Moreover, the relationships and mechanisms remain stable across different employee groups (e.g., age, gender, department, and industry experience). Theoretically, the current research provides empirical evidence and advances the understanding of leadership, workplace well-being, family influence, and employee turnover in the hotel industry, while extending Career Construction Theory to organisational settings by demonstrating causal relationships, influencing mechanisms, and interactive effects among these factors. Practically, this research offers valuable insights for developing employee-centred and family-friendly human resource management practices, aiming to mitigate high employee turnover in the hotel industry. By fostering a stable and supportive work environment, this research contributes to the long-term sustainable development of the industry.