How leader–member exchange affects job embeddedness and job dedication through employee advocacy

PurposeCompatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication and the mediating role of employee advocacy.Design/methodology/approachThe data were gathered via a survey at four hotels in Izmir. To test the reliability and validity, 194 valid questionnaires were subjected to confirmatory factor analysis and path analysis. Structural equation modelling was used to test the hypothesized relationships.FindingsThe results show that high quality LMX and employee advocacy increase the hotel employees' job embeddedness and job dedication. In addition, the results show that employee advocacy has a partial mediating effect on the relationships between LMX and job embeddedness, and between LMX and job dedication.Originality/valueAlthough past researches have examined both various determinants of employee job embeddedness and job dedication, and consequences of high-quality LMX, they have ignored a critical factor, which is employee advocacy. This current study addresses this research gap by investigating the interrelations between LMX and job embeddedness, and job advocacy through employee advocacy in hotels. Moreover, this research is the first empirical study that analyzes the relationships between LMX, job embeddedness, job dedication and employee advocacy in the same model. Therefore, this research contributes to hospitality literature by filling this gap.

Antecedents and Consequences of Job Embeddedness in the Egyptian Hospitality Context

Although there are a growing body of studies on the influence of job embeddedness on turnover intention, few researches have been conducted on the drivers and outcomes of job embeddedness. Thus, this paper seeks to examine the drivers and outcomes of job embeddedness in the Egyptian hotels context. Data were collected from employees in the Egyptian hotels. Structural equation modelling was used to analyse the data. The results indicated that organisational support, employee advocacy, organisational rewards, and procedural justice are key drivers of job embeddedness. Furthermore, job embeddedness is related to organisational commitment and turnover intention. This study provides implications for the hospitality industry.

Amid the COVID-19 Pandemic, Unethical Behavior in the Name of the Company: The Role of Job Insecurity, Job Embeddedness, and Turnover Intention

The worldwide economic crisis initiated by the COVID-19 pandemic certainly altered the perception of regular job insecurity dimensions and brought these to the ultimate level. When employees feel insecure, they may decide to participate in unethical behavior in the name of the company to avoid layoff and become retained employees. This study investigated the relationship between job insecurity and unethical organizational behavior through the mediating role of job embeddedness and turnover intention. A total of 685 employees working in five- and four-star hotels and category A travel agents participated in this study. Data were analyzed using structural equation modeling. Job embeddedness and turnover intention were found to be partially mediated by the impact of job insecurity on unethical organizational behavior. Theoretical and practical implications were identified and discussed.

The effects of on-the-job embeddedness and its sub-dimensions on small-sized hotel employees’ organizational commitment, work engagement and turnover intentions

Purpose This paper aims to examine the impacts of links, fit and sacrifice as the sub-dimensions of on-the-job embeddedness (JE) on turnover intentions through the mediating roles of affective organizational commitment (AOC) and work engagement (WENG) and explore AOC and WENG as the two mediators linking on-the-JE to quitting intentions. Design/methodology/approach Data collected from small-sized hotels in three waves in Ghana were used to assess the aforesaid relationships. The hypothesized relationships were tested using structural equation modeling. Findings The findings reveal that on-the-JE is negatively related to turnover intentions. Additionally, the relationship between on-the-JE and turnover intentions is partly mediated by AOC and WENG. The findings further demonstrate that AOC and WENG partly mediate the impact of links on turnover intentions. Practical implications Management of hotels should enhance formal and informal connections between employees and their coworkers and supervisors through socialization tactics. Establishing and maintaining an environment that fosters social support would increase employees’ sense of belongingness and their proclivity to remain with the organization. Originality/value Little is known about the effects of the sub-dimensions of on-the-JE on work-related consequences in the hospitality and tourism literature. The literature is also devoid of evidence concerning affective variables as the potential mediators relating the sub-dimensions of on-the JE to turnover intentions. The study sets out to fill in these gaps.

Impact of Role Conflict on Intention to Leave Job With the Moderating Role of Job Embeddedness in Banking Sector Employees

This study investigates why some employees intend to leave their jobs when facing conflict between family responsibilities and job routines. The present study also reveals the moderating role of on-the-job embeddedness between role conflict and intention to leave the job. Drawing on conservation of resources theory, the paper investigates the buffering effect of the three on-the-job embeddedness components (fit, links, and sacrifice). Data were collected from banking officers because most of the employees have to face role conflict between family and job responsibilities, as banking is considered among the most stressful jobs. Collected data were analyzed by applying structural equation modeling. Results indicate that the role conflict significantly influences intention to leave the job. Furthermore, the study shows that on-the-job embeddedness moderates the relationship between role conflict and intention to leave. The results suggest that organizations can reduce turnover intention during times of work and life conflict by developing employee on-the-job embeddedness. This study provides some insights to managers on why many employees leave their jobs and how to overcome this problem. Management should also offer extra and available resources in periods of greater tension to minimize early thinking regarding quitting.

The Relationship Among Job Embeddedness, Job Autonomy and Job Result of Beauty Service Workers

The purpose of this study was to investigate the effect of beauty service workers' job embeddedness and job autonomy on job result. Based on this, the purpose of this study is to present a management strategy for efficient management. In this study, a total of 500 questionnaires for beauty workers working in Seoul were used for the final analysis. The collected data was analyzed using SPSS 22.0. Frequency analysis, factor analysis, reliability analysis, and regression analysis were used. The research results are as follows. First, In terms of demographic characteristics, women and their twenties were the highest, and the job-level ranks were the highest. Second, as a result of examining the effect of job embeddedness of beauty service workers on job autonomy, it was found that sacrifice, connection, and suitability affect job autonomy. Third, as a result of examining the effect of job embeddedness on job result, it was found that job embeddedness affects job result. Fourth, as a result of examining the effect of job autonomy on job result, it was found that it partially affected job result. Therefore, if beauty service workers lead the long-term work of the workers by giving them the authority to make autonomous decisions on service work, presenting appropriate compensation according to work performance, and opening the possibility for promotion, efficient management can be drawn.

Off-the-job embeddedness moderates work intensity on employee stress

PurposeWork intensity causes employee stress. This paper demonstrates that off-the-job embeddedness (OffJE), a potential source of social support resources, buffers the negative effect of work intensity on employee stress.Design/methodology/approachGuided by conservation of resources (COR) and job embeddedness theory (JET), this paper reports on the moderated regression analysis of the survey responses of 385 adult employees from a variety of industries in Queensland, Australia, using a student-recruited sampling strategy.FindingsHigher levels of work intensity were found to be associated with higher levels of employee stress. However, this effect was weaker for employees who had higher OffJE. In this sample, work intensity has no relationship with stress for employees who report OffJE beyond the 70th percentile.Originality/valueThis paper demonstrates the positive role of outside workplace relationships embodied in OffJE on workplace employee experience, justifies employer work-life balance initiatives and community involvement, demonstrates the potential positive return for employer involvement in helping employees manage the experience of work intensity and contributes to the social support, COR and job embeddedness literature studies.