The Effect of Fatalism on Organisational Silence and Turnover Intention: Evidence from Hotel Employees

Esra ÖKSÜZ; Serdar ARSLAN

doi:10.63556/jotags.2026.1839

Authors

Esra ÖKSÜZ
Serdar ARSLAN

DOI:

https://doi.org/10.63556/jotags.2026.1839

Keywords:

Fatalism, Acquiescent silence, Organisational silence, Turnover intention, Tourism sector

Abstract

This study investigated the effect of hotel employees’ fatalistic tendencies on acquiescent silence and turnover intention. The participants were 409 employees working in four- and five-star hotels operating in the Alanya district of Antalya Province, Türkiye. Data were collected by surveys, and the relationships between variables were tested using Pearson’s correlations and simple linear regression analyses. The findings indicated that fatalism had a positive and statistically significant effect on both acquiescent silence and turnover intention. According to the results of the regression analysis, fatalism explained approximately 20% of the variance in acquiescent silence and 6% of the variance in turnover intention. These results suggest that as the level of fatalistic belief increases, employees exhibit a more acquiescent and passive attitude toward organisational problems, and their turnover intention also increases. However, the relatively low effect of fatalism on turnover intention may suggest that this variable has a multidimensional structure. This study contributes to a better understanding of the relationship between fatalism and organisational behaviour outcomes within the tourism sector and highlights the importance of practices that strengthen employees' perception of control for managers.

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