THE EFFECTS OF COWORKER AND PERCEIVED ORGANIZATIONAL SUPPORT ON HOTEL EMPLOYEE OUTCOMES: THE MODERATING ROLE OF JOB EMBEDDEDNESS

Abstract

The purpose of this study is to develop and test a research model that examines job embeddedness as a moderator of the effects of coworker and perceived organizational support on turnover intentions and service recovery performance. The model also tests the impacts of coworker and perceived organizational support on the aforementioned job outcomes. Data were gathered from a sample of full-time frontline hotel employees with a 1-month time lag and their immediate supervisors in Cameroon. The results of hierarchical multiple regression analysis reveal that job embeddedness moderates the relationship between coworker support and turnover intentions. The results also show that job embeddedness acts as a moderator of the effects of perceived organizational support on turnover intentions and service recovery performance. Consistent with the study predictions, coworker support alleviates turnover intentions, whereas perceived organizational support increases service recovery performance. Implications of the empirical findings are discussed and future research directions are offered.