Munir Shehu Mashi, I. Salisu, I. Olaoye, Aliyu Hamza Galadanchi
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引用次数: 5
Abstract
Abstract There is a dearth of research on Organizational Job Embeddedness in the hospitality and tourism industry. Drawing from the Social Exchange Theory, Conservation of Resource Theory, Job Embeddedness Theory, and Ability-Motivation-Opportunity frameworks, this study addresses the gap. A self-reported survey of 320 frontline hotel workers from Abuja Nigeria is used to analyze the proposed hypotheses using PLS-SEM. The findings indicate that Coworker Support, Organizational Rewards, Manager Trust, and Growth Opportunities directly predict Organizational Job Embeddedness. Furthermore, Organizational Job Embeddedness was established as a significant mediator between the predictors and Voluntary Turnover Intentions. The study’s implications for practices and limitations are discussed.
期刊介绍:
The Journal of Human Resources in Hospitality & Tourism encompasses the vast and diversified research on issues impacting human resources in the hospitality and tourism industry. It strives to be the preeminent forum for the dissemination of key academic and industry research and encourages research from both industry experts as well as academic experts. The Journal also examines the latest issues and trends in education as it related to human resources theory and practice. In addition to reporting on the best practices in the hospitality industry, the refereed Journal of Human Resources in Hospitality & Tourism covers such relevant topics as: -Turnover-related issues in the hospitality industry- Workplace violence- Employee attitude surveys- Well-being- Departmental conflict issues- Career paths among managers- Drug and alcohol abuse- The labor shortage in the hospitality industry- Employee empowerment- Education and training- Employee incentive programs- Recruitment and retention- Workforce diversity- Employee engagement