A Study on the Impact of Employee Work Engagement on Turnover Intention: The Mediating Role of LMX and the Moderating Role of Leadership Support
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Abstract
Purpose: This study investigates the factors influencing turnover intention among catering practitioners in Shanghai, China. Guided by social exchange theory, the research seeks to understand how work engagement, leadership-deployment exchange relationships, and leadership support interact to impact turnover intention in the catering industry. Research design, data and methodology: Data were collected using a questionnaire administered to 544 catering practitioners in Shanghai. The study employed statistical analyses to examine relationships among work engagement, leadership-deployment exchange, turnover intention, and leadership support. Results: The findings reveal several significant relationships: 1) work engagement negatively influences turnover intention, reducing practitioners' likelihood of leaving their positions; 2) work engagement positively impacts the leadership-deployment exchange relationship; 3) leadership-deployment exchange relationships negatively affect turnover intention; 4) the leadership-deployment exchange relationship mediates the relationship between work engagement and turnover intention; and 5) leadership support moderates the relationship between work engagement and turnover intention, strengthening its negative impact. Conclusions: The study provides actionable recommendations for reducing turnover in the catering industry. First, establishing an incentive system can enhance employees' work engagement. Second, fostering effective communication between supervisors and employees can improve leadership-deployment exchange relationships. Finally, leveraging leadership support within organizations can further mitigate turnover intention, creating a more stable workforce in the catering sector.
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