The findings for testing hypotheses three and five suggested employees who work in multinational hotels are less likely to quit or leave their jobs than employees who work in locally owned hotels. In addition, there was an indication employees who work in five and four star hotels are less likely to quit or leave their jobs than do the employees who work in hotels of categories of three, two and one stars. Ranges of possible interconnected explanations are also provided. In all of the chosen multinational hotels there are many HRM expatriates, those hotels operate locally, but think and manage globally. Thus, the hotel managers are encouraged to value human resources and invest more in HRM by offering attractive work environments for their workforce (Worsfold 1999, Maertz 2001, Baruch & Budhwar 2006). In addition, foreign qualified experienced HR managers manage many of the Jordanian multinational hotels, and CEOs of them were the first to take the initiative to develop new HR programmes. Management in these organisations was also found to committed to transforming the traditional corporate culture in order to achieve competitive advantages.
The complexity of HRM and turnover decisions in organisations continues to attract the attention of researchers. Brewster (1999) indicates the interplay of several contextual variables, relating to labour conditions, organisational culture, and even history of business environment and regulations, in explaining the workforce turnover decisions. Thus, it is apparent beyond age and organisational ownership or type both external factors and the internal resource environment are also important determinants leading to high or low turnover decisions.