quality influenced intention to stay only through job satisfaction. This result is
consistent with the links of the service-profit chain, in which training (internal
service quality) encourages employee retention through increasing employee
satisfaction. Furthermore, the results supported many studies’ findings which
concluded that overall satisfaction appears to be a mediator between service
quality and behavioral intention (Taylor & Baker, 1994; Woodside et al.,
1989). Service quality is an antecedent of satisfaction. Satisfaction has a significant
effect on intentions, while service quality has less effect on intentions
than does satisfaction (Cronin & Taylor, 1992). Therefore, only an indirect effect
of training on intention to stay was mediated by job satisfaction.
Even though training quality only influenced intention to stay indirectly
through job satisfaction, indirect effects should not be ignored. Training quality
was the most important component predicting training satisfaction and job
satisfaction. Training quality enhances training satisfaction and intention to
stay; improving quality of training drives job satisfaction, which in turn, contributes
employees’ intention to stay working in the hotel. In addition, Baker
and Crompton (2000) suggested that perceived quality should be the more
useful measure since quality is under management’s control. It is true that it is
easier to manage quality than to manage satisfaction. As a result, training quality
is still important in managing employees’ intention to stay.