Title: How to increase hotel employee organisational job embeddedness: management commitment to safety perspective
Authors: Munir Shehu Mashi; Ahmad Aljumah; Isyaku Salisu
Addresses: Department of Business Management, Federal University Dutsin-ma, Katsina State, Nigeria ' of Business Administration, College of Business, Alain University, Abu Dhabi Campus, Abu Dhabi, UAE ' Department of Decision Science/Operation Research, School of Quantitative Sciences, Universiti Utara Malaysia, Malaysia
Abstract: There are many problems with staff turnover in the hospitality industry. Drawing from social exchange and conservation of resources theories, this study extends and tests a theoretical model of organisational job embeddedness using a confirmatory analysis. The data was collected from 202 frontline hotel employees working in Abuja through a structured questionnaire and analysed using SmartPLS 3.2.6. The findings show that distributive justice, procedural justice and perceived job security predict organisational job embeddedness. Further, management commitment to safety moderated the links between the predictors' constructs and organisational job embeddedness. The relationship between procedural justice and perceived job security on organisational job embeddedness is stronger for hotels with a high level of management commitment to safety, but not for hotels with a low level of management commitment to safety. However, unexpectedly, the relationship between distributive justice and organisational job embeddedness is stronger for hotels with a low level of management commitment to safety, but not for hotels with high levels of management commitment to safety. Implications and future research directions are provided.
Keywords: organisational job embeddedness; distributive justice; procedural justice; perceived job security; hotel employees.
International Journal of Learning and Change, 2022 Vol.14 No.3, pp.273 - 295
Received: 24 Nov 2019
Accepted: 02 Jul 2020
Published online: 29 Apr 2022 *