The Impact of Coworker Support and Organizational Embeddedness on Turnover Intention among Restaurant Employees
Turnover is a constant focus for management in the hospitality industry. High turnover is associated with a loss of productivity, diminished customer service, and lower employee morale. Coworker support has been shown to play an important role in an individual’s motivation, job satisfaction, reduction in work stress, and lessening of role ambiguity while a lack of coworker support can “push” an individual to begin the process of mentally quitting an organization. In addition, organizational embeddedness has been shown to increase employee retention by creating a web of influences that connect an employee to an organization. The purpose of this study is to explore the impact of coworker support and organizational embeddedness on turnover intention within restaurant settings. The study also investigates the moderating effect of organizational embeddedness on coworker support and turnover intentions. Front-line employees in a restaurant chain located in the United States were surveyed regarding their perception of coworker support, organizational embeddedness and intention to quit. Empirical analyses were conducted using multiple regression, t-tests, and analysis of variance. Findings indicated that organizational embeddedness mediates the relationship between coworker support and turnover intention. Results showed that employees with higher levels of coworker support also had higher levels of organizational embeddedness and lower turnover intention. Results also indicated that coworker support should be examined as a two dimensional construct. Implications, limitations, and recommendations for future studies are also discussed.
Sydnor, Purdue University.
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