The relationship between organizational socialization and employee turnover rate: A qualitative study from the perspective of hotel manager

This study aims to explore the dynamics of organizational socialization processes in hotel businesses and to examine the effects of organizational socialization on employee turnover rates. In labor-intensive service sectors such as tourism, the rapid and effective completion of the socialization process by employees is of critical importance for customer satisfaction and service quality. In this context, the study was conducted using a qualitative method, and data were collected through semi-structured interviews with managers working in hotel enterprises in the Cappadocia region. Within the scope of the study, interviews were conducted with managerial-level participants from a total of 20 hotel enterprises operating in the Cappadocia region, representing different sizes and types of accommodation establishments. The findings indicate that in organizations where socialization processes are implemented systematically and in a personalized manner, employees adapt more quickly, which contributes to reducing workforce turnover. Additionally, it is emphasized that socialization should not be limited to orientation programs alone; it should be supported by managerial support, feedback mechanisms, and informal interactions. As a result, it has been determined that tourism enterprises aiming to enhance employee commitment and reduce turnover rates should assign strategic importance to socialization processes. Keywords: Organizational Socialization, Employee Turnover, Tourism Sector, Orientation, Managerial Support.