Based on the first part of the service profit chain, the purpose of this paper is to investigate the relationship between 11 spiritual management tactics and determinants of turnover intention.
A survey on managers and manufacturing employees is conducted. Later, the grey relational analysis to process the data is used together with the multi‐criteria‐weighted average in the decision‐making process to identify degree of relatedness between spiritual management and determinants of employee turnover intention.
The paper finds that a difference in perception between managers and employees exists with regard to appropriate spiritual management tactics; the former put more emphasis on the tangibles aspects; and the later on the intangibles.
This paper is an exploratory research; so there is lack of other empirical studies in this area, more work needs to be done in regard to reliability and validity of measures of spiritual management. The authors suggest cultural comparison to be studied, to see if those 11 spiritual management tactics has the same effect on employees' turnover in different cultural environments.
The results indicate that conducting appropriate spiritual management will benefit from reducing employee turnover and then increasing the firm performance.
This paper offers some concrete management suggestions both for the academy and the practice, especially in the new era of conceptual age.
