Recently, “lying flat” became a buzzword, reflecting that employees are not working hard and muddying along. Hotel employees' lying flat behaviours will affect the hotel's customer service and lead to the loss of repeat customers. Therefore, this study aims to examine how work values affect hotel employees' turnover intention and lying flat behaviours through their burnout-quitting (job burnout and quiet quitting).
A research model was constructed based on the structure of the value-attitude-behaviour model. Seven hundred thirty-nine data points were collected from seven hotel groups in China, comprising Chinese hotel groups and international hotel groups.
The results indicate that utilitarian orientation value will increase employees' job burnout and quiet quitting, and intrinsic preferences, interpersonal harmony and long-term development will reduce employees' job burnout and quiet quitting. Innovative orientation will reduce employees' quiet quitting, but it does not have any effect on employees' job burnout. Burnout-quitting has a positive direct impact on hotel employees' turnover intention and lying flat behaviours.
This study provides evidence to explain the role of “burnout-quitting” in influencing employees' negative behaviours and contributes to hotel research by examining the values that reduce hotel employees' negative attitudes and behaviours. The managerial recommendations derived from these findings are discussed.
