The nexus of job resources and turnover intentions with the mediating role of employees’ work engagement in the hospitality industry

Abstract

Purpose Employees turnover is considered a prevailing worldwide problem (Vasquez,2014). This study aims to test the impact of job resources on employees’ work engagement and turnover intentions of different ages, gender and organizational hierarchy. Design/methodology/approach This study used an online survey method using the job demands-resources (JD-R) theory. Data were collected from 408 hotel employees. The analysis was conducted through structural equation modeling. Findings This study finds that job resources positively impact work engagement. Moreover, work engagement negatively influences employees’ turnover intention. In addition, work engagement is found as an underlying psychological mechanism between job resources and turnover intentions. Further, age, gender and organizational hierarchy play a significant role in moderating the relationship between work engagement and turnover intentions. Originality/value This study suggests that job resources can overcome turnover intentions among employees concerning diverse age, gender and organizational hierarchy for reciprocal relationships. Based on JD-R theory, this study empirically tests the neglected role of ages, gender and the organizational hierarchy on employees’ work engagement and turnover intentions in the hospitality sector in a developing country context.

Exploring the interplay between job resources, employee engagement, and adaptive job performance with a focus on psychological contract fulfillment

“…This is particularly pertinent in the hospitality industry, where employees face high job demands (O'neill and Davis, 2011). Conceptual models in hospitality studies have also demonstrated the positive impact of job resources on work engagement (Karatepe et al, 2018;Naveed et al, 2022). Therefore, based on both theoretical and empirical evidence, it is proposed that:…”

Impact of Transformational Leadership and Job Resources on Turnover Intention Mediated by Work Engagement (Case Study BUMN Banking Employees)

“…In line with the findings of Gyensare et al (2017) and Sultana & Jabeen (2018) in their research, namely, engagement can mediate the impact exerted by transformational Leadership above turnover Intention. Naveed et al (2022) explain that concept of Work Engagement can be understood as a motivational construct that often plays a mediating process mechanism on work outcomes and work resources. Such a statement is in line with the findings of Candra et al (2020) and Kim (2017), in their research, it was explained that the mediation process was successfully carried out by Work Engagement on the impact given by Job Resources above Turnover Intention.…”

Career shock of hotel employees and their individual resilience: an exploratory study

“…Employee resilience reflects “the capacity of employees to utilise resources to continually adapt and flourish at work, even when faced with challenging circumstances” (Kuntz et al , 2016, p. 460). Hence, it is often associated with continuous learning and the ability to adjust behaviour to match sudden planned and unplanned events (Caniëls and Baaten, 2019; Baum, 2012; Mousa et al , 2020; Mousa and Samara, 2022a, 2022 b; Naveed et al , 2022; Wang et al , 2022; Mousa, 2022a, 2022b). Block and Block (1980) affirm that individuals who maintain high levels of resilience develop critical thinking traits and skills for managing crises and the ability to solve problems and maintain a positive attitude.…”