This research study collected data through a self-administered questionnaire, developed using standardized measures from the literature. The questionnaire consisted of four sections: demographic data, perceptions of work stress, job burnout, and turnover intentions.

The work stress scale was based on Rizzo et al.'s work and consisted of 14 items measured on a five-point Likert scale. The job burnout scale was a modified version of the Maslach Burnout Inventory-General Survey (MBI-GS), containing nine items measured on a five-point Likert scale. Turnover intentions were assessed using a three-item scale based on Abdou et al.

The questionnaire was initially prepared in English and then translated into Arabic for the participants. Face validity was confirmed by hospitality academics, and a pilot study was conducted to ensure the questionnaire's appropriateness and clarity.

The sampling technique used was convenience sampling, with a sample size of 279 participants from three- and four-star hotels in Egypt. Data collection occurred over two months from January to March 2022.

Data analysis included descriptive statistics for demographic data and study constructs. Common method variance was assessed using Harman's single-factor test. The reliability and validity of the measurement items were examined through confirmatory factor analysis, Cronbach's alpha, average variance extracted (AVE), and composite reliability (CR). Discriminant validity was evaluated using Fornell-Larcker criterion and Heterotrait-Monotrait ratio (HTMT).Finally, structural equation modeling (SEM) with bootstrapping was used to analyze the relationships and directions between the study hypotheses.

The research review emphasizes the significant impact of work stress on employees' job burnout and turnover intentions in the hotel industry. Work stress is characterized by negative emotional states and the inability to cope with work pressure, leading to job burnout, reduced job satisfaction, and decreased productivity. 

The accumulated stress and burnout contribute to employees' desire to leave their current jobs and search for less demanding opportunities in other hotels.

To address these challenges, the study recommends identifying the causes of work pressures and taking measures to alleviate them. Distributing tasks equally and ensuring organizational justice in hotel work can help reduce the severity of job burnout and improve employee satisfaction. 

Creating a work environment that aligns with employees' living conditions can discourage turnover intentions and motivate employees to stay committed to their current positions.For sustaining a competent and qualified workforce, hotel management must recognize the value of employees' contributions and prioritize their well-being.

Supporting employees during times of decreased performance and allowing them to pursue their work with flexibility and understanding can foster a positive work environment.In conclusion, understanding and managing work stress and job burnout are crucial for retaining skilled employees and promoting a healthy and productive work atmosphere in the hotel industry. By implementing the recommendations from this study, hotels can enhance employee satisfaction, reduce turnover intentions, and foster a motivated and engaged workforce.