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There are decades of research analyzing turnover in the hospitality industry and yet it remains nearly double other industries. Whereas previous studies have analyzed training and its impact on turnover, the purpose of this paper is to look at the direct relationship between training at the management level and how this impacts their direct employees’ turnover intentions.

This study utilized annual evaluation data from two luxury resorts in the southeast USA. Exploratory factor analysis was conducted which resulted in four factors: management style, manager/employee relations, manager training and employee turnover intentions. Multiple regression was utilized to assess these relationships between factors.

The analyses show that an employee’s perception of his or her manager was inversely related to turnover intentions. Additionally, it was found that management training and management style had a significant inverse relationship with employee turnover intentions. Finally, this study found that as manager training increases, employee turnover intentions decrease. This research indicates that if hotels invest in management training then there will be a reduction in employee turnover intention.

The sample consisted of only two luxury full service hotels in the southeastern USA. Both luxury hotels recruited a significant amount of employees from local universities; therefore, the workforce was more educated than other hotels. This study should be replicated across hotel types and throughout various locations.

This research has relevant implications for practitioners. General managers should analyze their training requirements and fiscal appropriations. This research finds that if hotels invest in management training then there will be a reduction in employee turnover. If managers had more training, this study indicates that employees would view their managers more favorably, feel closer to their managers and have less of a desire to leave the organization.

Extant research has shown that employee training programs impact employee turnover and that manager training programs impact manager turnover. This study extends that research by showing that these segments are not autonomous; manager training has a significant direct effect on employee turnover intention. This has not been studied in turnover intention literature suggests that this could be the missing variable in the body of turnover research.

The purpose of this paper is to advance a theoretical model by estimating the effects of convention attendance on gaming volume (both monthly coin-in and table game drop).

Performance monthly data from two casinos in South Korea are used to test the research model. Specifically, time series regression modeling was performed on the data with the dependent variables including coin-in and table drop and the independent variables including convention attendance and hotel occupancy.

The hotel occupancy variable was found to significantly increase slot coin-in at a rate of 113,603,912 KRW (approximately US$93,500) per month at Casino A. Interestingly, this variable had a significant negative relationship with coin-in per month at Casino B. Meanwhile, the hotel occupancy variable failed to produce any significant effect in the table drop model at both casinos. The convention attendance variable also had no significant effect on both coin-in and table drop at both casinos.

This research represents the first attempt to empirically examine the effects of convention attendance on gaming revenues in Asian markets.