International Journal of Management Research and Emerging Sciences

Vol 13, No 3, September 2023, PP. 157-179

Connecting the Dots: How Organizational Commitment Mediates the HR

Practices-Turnover Intention Link
Javed Iqbal
Department of Management Sciences, Bahria University Lahore Campus Lahore.
javedlatif2016@gmail.com
Hafiz Ahmad Ashraf
Department of Business Administration, University of Central Punjab.
Syed Inaam Ullah Shah
Department of Business and Public Administration, Emerson University Multan, Pakistan.
syed.inaam@eum.edu.pk

Corresponding: ucpahmad@gmail.com

ARTICLE INFO ABSTRACT

Article History: The main purpose of the current study is to analyze the influence of human
Received: 04 Jul, 2023 resource (HR) practices on the intention of employees to leave their jobs, taking
Revised: 15 Aug, 2023 into account the intermediary role played by employees' commitment to the
Accepted: 28 Aug, 2023 organization. This investigation is rooted in the organizational support theory.
Available Online: 07 Sep, 2023
Data was obtained through a self-administered questionnaire. The research was
DOI: carried out by selecting a sample of 400 respondents from Pakistan's hospitality
https://doi.org/10.56536/ijmres.v13i3.515 industry, using a non-probability purposive sampling approach. The study's
findings revealed that there is a partially significant and direct relationship
Keywords: between HR practices such as training and development, motivation-enhancing
Organizational Commitment, Human approaches, and skill-enhancing initiatives—except for aspects related to pay
Resource Practices, Turnover and promotion. Notably, organizational commitment was found to significantly
Intentions, Organizational Support, mediate the connection between HR practices and employees' intention to leave
Empowerment
their jobs within Pakistan's hospitality industry. This research enriches the
Human Resource Management literature by amalgamating HR practices,
JEL Classification:
M12, M53 turnover intention, and organizational support theory into a unified framework.
Through this, it offers insights into the potential routes via which HR practices
can yield positive outcomes. From a practical perspective, this study extends
guidance to HRM professionals in the hospitality sector on the effective
implementation of HR practices.
© 2023 The authors, under a Creative Commons Attribution-Non-Commercial 4.0.

INTRODUCTION
Human Resource (HR) practices provide viable resources to ensure the consideration of
individual interests and comfort are looked at carefully by the organization and individuals perceive
that they are getting recognition and appreciation within the organization (Ng et al., 2022). HR
practices basically shape individual behavior outcomes at the workplace (Wang et al., 2020) and
directly affect the performance of the organization (Alwi et al., 2021). Hence, it is crucial to
prioritize HR practices with the aim to enhance the performance of organizations, especially within
the hospitality sector (Jan et al., 2021; Shayegan et al., 2022). Various scholars have examined the
relationship between HR practices and organizational outcomes from a wide range of viewpoints
(Marescaux et al., 2012). HR Practices such as training and development (T&D), skill-enhancing
and motivation enhancing (empowerment), and organizational support are provided by managers and
peers (Alwi et al., 2021).
157
Iqbal et al., IJMRES 13(3) 2023, 157-179

On the other side, turnover intention (TI) is a serious problem faced by organizations globally (Juhdi
et al., 2013). Turnover intention negatively affects organizational performance (Juhdi et al., 2013).
The hospitality industry faced serious problems of turnover and turnover intentions of their
employees all over the world (Salama et al., 2022). About 30% of the total workforce in the USA
left their jobs in the year 2020 (Han, 2022). However, the annual rate of TI in the hospitality sector
in the USA is ranging from 60 to 120% is higher as compared to other sectors (Salama et al., 2022).
A review of the turnover of an individual in the hospitality sector by (Han, 2022) cited that “the cost
of losing employees is significant, and the causes of turnover have been studied over the last
decades”.
In Pakistan, hospitality sector plays significant role (Ahmad et al., 2023) but due to a lack of
empowerment, recognition, training, and development, job insecurity, employees want to switch to
those hotels and restaurants which provide them with all these opportunities and have good HR
practices (Ahmad et al., 2021; Meacham et al., 2017). However, HR practices can play their role in
retaining employees such as training & development, skills enhancing practices, motivation
enhancing HR practices empowerment, and OC (Marescaux et al., 2012; Meacham et al., 2017). The
concept of HRM suggests that employees are valuable assets to the organization, and HRM
encompasses a blend of approaches, practices, and frameworks that influence the behavior of these
employees (Gadi & Kee, 2018).
In the contemporary business landscape, the intention of employees to leave their jobs has emerged
as a significant challenge for organizations worldwide, exerting a detrimental impact on their overall
performance (Meacham et al., 2017). Resultantly, it diminishes in a drop in morale of remaining
employees, decline in performance, inefficient and delayed services, costs of recruits, and over e
payments to employees (Chew & Chan, 2008). So, if employees leave then it will be highly
detrimental for their organizations. To achieve a competitive edge in the marketplace over its
competitor’s organizations endeavor to hire their rival’s employees (Meacham et al., 2017).
The situation becomes even more concerning for organizations when departing employees carry
away valuable information, skills, and knowledge related to ongoing projects (Phang Ooi & Ban
Teoh, 2021), adding to the potential impact of employee turnover. Although previous researches
have been done on the turnover intention (TI) of employees generally (Albashiti et al., 2021).
However, there has been limited research conducted on the collective aspects of employees' skills,
motivation, empowerment, OC, and turnover intention (Salama et al., 2022). Different employees
have different skills, motivation, and empowerment expectations from their organizations, and top
management needs to be very fair with them (Albashiti et al., 2021).
To control the TI of employees, HR practices for example T&D, skills and motivation enhancing
practices empowerment, play a significant role (Memon et al., 2021).in another research researcher
(Khilji & Wang, 2007) determined the correlation between employee turnover intention and HRPs.
HR practices quality affects the motivation level of employees to remain with or depart from their
organization (Alwi et al., 2021). Skilled employees are nimbler in leaving or changing their
organizations if they feel that organizations are failing in providing them with essential human
158
Iqbal et al., IJMRES 13(3) 2023, 157-179

resource practices, such as training in contrast to poor and average employees (Bashir & Long,
2015). Skilled employees expect their organizations to provide them with essential HRPs that
increase their motivation and skills to stay in their organizations (Memon et al., 2021).
Previous studies found relationships between TI and individual HR practices but individual
relationships between training and development, promotion, recognition, pay, job security,
empowerment, organizational commitment and employee engagement at work and TI (Juhdi et al.,
2013). Recently, to identify the research gap, two studies were by Kravariti et al. (2022) on systemic
literature reviews on talent management in tourism and hospitality, and another systemic review on
empowering leadership in the hospitality and tourism industry by (Hoang et al., 2021) recommended
the avenues for future research. So, in light of the above recommendations, the projected
relationship framework is needed to be studied in the Pakistani settings as it is a developing country
and this research could benefit of prosperity leadership and development of the hospitality and
tourism industry by focusing on HR practices and employee’s TI (Alwi et al., 2021; Jan et al., 2021).
Generally, employees are looking forward to those organizations which provide them with personal
development opportunities in hospitality sector (Le et al., 2023). Employees are inclined to remain
with organizations for extended periods when they are offered valuable training and development
prospects, opportunities for advancement, performance-based compensation, job stability, and
meaningful recognition (Chen et al., 2004). The high turnover rate of employees imposes several
direct costs as well as indirect costs to the organizations which badly affects institutions’
performance and morale of remaining employees (Albashiti et al., 2021; Le et al., 2023). So, this
issue urgently needs attention as it not only affects organization performance but also badly affects
and future of the employee (Ronfeldt et al., 2013). Prior research has lacked thorough examination
of HR practices and their influence on employee retention within Pakistan's hospitality industry. The
relationship between HR practices and employee TI in Pakistan remains largely unexplored and
warrants further comprehensive investigation. For this reason, the present focus is to cover this gap
by examining the impact of HR practices on TI in the hospitality and tourism industry of Pakistan.
This study aims to investigate how HR practices, including training and development of skills,
practices that boost motivation, and empowerment, influence turnover intention. Additionally, the
study will explore whether organizational commitment plays a mediating role between these
variables. Although past studies have worked on turnover intentions yet they have not tested skills
and motivation enhancing practices along with empowerment directly with TI of employees under
the theoretical support of organizational support theory. While the influence of HR practices on TI
has been noted, the lack of a clear understanding of this concept has resulted in a dearth of empirical
studies exploring its effects. Consequently, there is a need for researchers to investigate the factors
shaping TI.
This study has two primary objectives: firstly, to investigate the effects of HR practices on both OC
and TI; and secondly, to determine if OC acts as a mediator in the relationship between HR practices
and TI. As for as concern of objectives for this research to explore the role of skills enhancing
practices on employees TI. To assess the impact of motivation enhancing practices on TI of
159
Iqbal et al., IJMRES 13(3) 2023, 157-179

employees. To examine the influence of empowerment on employees’ TI. To analyze the influence
of OC on employees’ TI. Finally, to find out whether OC mediates the relationship between
performance-enhancing practices and empowerment on employees TI.

LITERATURE REVIEW
Organizational Support Theory
Organizational support theory means organizational employees have faith in their
organizations that their organization can have either positive inclination or negative inclination
towards them which encompasses their welfare concerns and recognizes their contributions (Allen et
al., 2003; Yadav & Rangnekar, 2015). This theory has a vital component of association in which
organizations do for employees and pay consideration in reciprocation when employees receive
supporting treatment from their organizations (Ahmad, Nawaz, et al., 2023; Hussain & Asif, 2012).
As a result, employees feel obliged and start caring for their organization’s goals and benefits in
return for receiving high pay, recognition, and promotion which increases employees’ organizational
commitment and performance and decreases their turnover intention and absenteeism (Maertz et al.,
2007).
According to Eisenberger et al. (1986) the organizational support theory “if employees perceive
more support from the organization, they are likely to develop more positive attitudes towards the
organization”. Eisenberger et al. (1990) examined that POS reduced absenteeism and turnover
intention of employees and enhance organizational citizenship behavior. POS also increased
employee performance (Kurtessis et al., 2017). High level of POS of the employee to persuade
strong feelings and thoughts of trust towards the organization (Eisenberger et al., 2001). In response
to POS from their organizations, employees often respond positively. Furthermore, a sense of POS is
expected to instill and nurture a robust desire among employees to maintain a lasting affiliation with
the organization. Individuals possessing a higher level of POS are less inclined to actively seek
alternative job prospects outside of their current organization (Kurtessis et al., 2017).
A study by Allen et al. (2003) showed that POS was negatively associated with TI. Another research
by Kurtessis et al. (2017) found a substantial association between POS and OC among health
workers. As employees receive resources from the organization, a favorable POS takes shape,
fostering a sense of obligation towards the organization (Srivastava & Agrawal, 2020). Likewise,
these positive backing prompts employees to exert effort for heightened performance and engage in
proactive contributions to the organization, exhibiting positive behaviors and attitudes (Yadav &
Rangnekar, 2015).
When employees hold positive perceptions of their supervisors, perceiving them as supportive in
both work and family matters, and recognize opportunities for career growth, their level of POS
tends to be elevated (Rhoades et al., 2001; Srivastava & Agrawal, 2020).

160
Iqbal et al., IJMRES 13(3) 2023, 157-179

Relationship of HR Practices (Training and Development) and Turnover Intention

HR practices are closely linked to employees' satisfaction and motivation, thereby contributing to the
overall performance of the organization (Jan et al., 2021). HR practices not only directly help
organizations improve their performance (Jan et al., 2021) but also boost employees’ motivation and
job satisfaction levels (Alwi et al., 2021).According to Dechawatanapaisal (2018) HR practices refer
to the planned activities that attract, develop, motivate and train the individual with appropriate
attitudes, perceptions, and behavior (Palgrave et al., 2010) and reducing turnover intention (Fulmore
et al., 2023). Training & development is a learning procedure for employees to attain skills or
awareness for performing specific tasks (Mullins, 2007). It is the most essential HR training and
development practice organizations can boost their talent capital (Bos-Nehles & Veenendaal, 2019).
A proper training program authorizes employees to implement their capabilities and skills in
improved ways which increase their commitment, motivation, confidence, and learning (Jan et al.,
2021). When employees are more satisfied with their training programs then they want to stay in
their current organizations, as a result, organizations achieve a competitive advantage in terms of a
better workforce (Gould-Williams & Gatenby, 2010; Kurtessis et al., 2017).
Training & development HR practice is very much beneficial for organizations long term success
although it is an expensive and complex procedure (Marescaux et al., 2012). Development consists
of an employee’s dynamic and continuous long term career growth of knowledge and skills instead
of instant performance (Mullins, 2007). It provides more benefits to organizations in the future. If an
organization is not interested in its employees’ development processes, then it affects that
organization’s efficiency, and productivity. Development is vital for employees in their
organizations (Hameed, Abdul, 2011).
TI is an employee’s cessation from the organization upon finding a new alternative job in other
organizations (Anasori et al., 2021). It has very negative outcomes on an organization’s performance
as it badly decreases the organization’s performance (Memon et al., 2021). Turnover is a serious
problem in Pakistan (Salama et al., 2022). It has become a challenging job for the hospitality
industry such as hotels to retain experienced, talented, and qualified employees (Ronfeldt et al.,
2013). There are several reasons for employees of turnover intention some of them are financial
issues i.e. low salary package, promotional issues, and lack of empowerment, recognition, job
security, training, and development (Ronfeldt et al., 2013).
The previous study of Bashir & Long (2015), TI can be controlled by enhancing their skills,
knowledge, and abilities, by guiding and mentoring them properly, by increasing their pay and
providing them better training, promotions, and development opportunities, by recognizing their
efforts, by providing them empowerment them and instigating organizational commitment and
loyalty which motivates them to stay in their organizations (Kurtessis et al., 2017). Although,
Employee turnover is strenuous to deal it can be solved by motivating and empowering them and
inspiring them so that they want to continue their journey in their present organization (Kurtessis et
al., 2017).

161
Iqbal et al., IJMRES 13(3) 2023, 157-179

H1: HR practices (Training and Development) have a significant negative impact on TI.
Relationship between HR Practices, Skills Enhancing (e.g., Pay, Promotion, Recognition, Job
security) and Turnover Intention
The study focuses on the direct and direct impact of HR practices such as skills enhancing practices,
such as promotion, pay, recognition, job security, and empowerment on OC and TI of employees.
Skills-enhancing practices improve employees’ abilities and knowledge by enhancing their skills
(Subramony, 2009). These skills are very much necessary for any organization’s productivity as it
increases their employees’ efficiency in the workplace. Employees’ skills, knowledge, and abilities
are improved by their proper training and development. The hospitality industry has continuously
faced a severe turnover of employees in Pakistan due to a lack of empowerment, recognition,
training, job insecurity, and development, therefore employees want to switch to those hotels and
restaurants which provide them with all these opportunities.
Pay
Satisfied employees do not want to leave their organizations. One of the most crucial reasons for
employee TI is less pay. On the other hand, if employees are receiving higher pay in their
organizations, then there is the least chance that they will quit their organizations shortly. Good pay
is always a key to attracting brilliant employees for organizations (Wang et al., 2020). If pay is
rational and fair in organizations then their employees are less likely to quit their organizations. Pay
is one of the key determinants in the TI of an employee. A negative association prevails between pay
and employee TI.
H2: Skill-enhancing HR practice Pay has a significant negative relationship with TI
Promotion
Organizational employees generally consider promotion as their career achievement and
performance success factor and if they are not promoted then they may quit their organizations. A
lack of promotional opportunities provokes employees to quit their organizations (Kim, 2012).
Studies reveal that high-performer or dexterous employees, who quit their jobs were highly
discontented with their growth and promotional opportunities in contrast to low-performer
employees who stay in their jobs. Employees quit their organizations when there is a lack of
promotional opportunities (Phang Ooi & Ban Teoh, 2021). If organizations offer merit-based
promotions to their employees then there are chances that employee turnover intention decreases
dramatically (Mangold & Faulds, 2009).
H3: Skill-enhancing HR practice Promotion has a significant negative relationship with TI
Recognition
Recognition is an employee’s acknowledgment of work determination formally or informally which
is beyond their expectations as it supports their organizational objectives (Ampofo et al., 2023).
Employees stay in their organizations only when organizations recognize their contributions and the

162
Iqbal et al., IJMRES 13(3) 2023, 157-179

top-level management appreciates their abilities. Lack of recognition increases the turnover intention
of employees to quit their jobs. Recognition and employee turnover intention have a negative
association with each other (Chew & Chan, 2008).
H4: Skill enhancing HR practice Recognition has a significant negative relationship with TI
Job security
Job security affects the behavioral intention of employees as it assures their stay in their
organizations. Job security and employee turnover intention are negatively related to each other
(Boon et al., 2011). Job security enhances employee commitment towards the organization and
shrinks turnover intention. Previous studies have described that job security is related to stress as
when employees are insecure about their jobs then they will automatically feel stressed and start
finding other opportunities, consequently their job performance is declined (Vander Elst et al.,
2014).
H5: Skill enhancing HR practice Job security has a significant negative relationship with TI
Relationship of Motivation Enhancing HR Practices (Empowerment) and Turnover Intention
One of the HR practices, motivation enhancing practices (Empowerment) helps employees in
accomplishing their tasks and affects their willingness and desire to achieve organizational goals and
objectives. Such HR practices engage organizations in reducing their turnover and increasing their
employee performance (Kinnie et al., 2005). Employee motivation is enhanced by merit-based
promotions, pay, job security, and recognition. Empowerment is a process of delegating power to
employees. It is a combination of policies, practices, and structures which are designed to
decentralize authority and empower employees to taking appropriate decisions throughout their
organization (Javed et al., 2014). When employees are more empowered than there are fewer
chances that they will quit their organizations and as a result, their turnover intention is reduced.
Empowerment promotes performance, satisfaction, and motivation and reduces turnover intention
and absenteeism. Employee empowerment encourages employee participation and reduces the
distance between organizations and employees which eventually reduces employee turnover
intentions (Javed et al., 2014).
Whereas employee TI is a serious problem in the hospitality industry of Pakistan. It has become a
challenging job for hotels and restaurants to retain experienced, talented, and qualified managers and
other employees in the hospitality industry (Phang Ooi & Ban Teoh, 2021). There are several
reasons for turnover intention some of them are financial issues i.e., low salary packages,
promotional issues, and lack of empowerment, recognition, job security, training, and development
as a result teachers keep on searching for better institutions and opportunities so that they can switch
their jobs (Ronfeldt et al., 2013)
H6: Motivation enhancing HR practices Empowerment is significantly negatively related to TI

163
Iqbal et al., IJMRES 13(3) 2023, 157-179

Mediating Effect of Organizational Commitment on the Relationship between HR Practices

(Training & Development, Skill Enhancing, Motivation Enhancing) and Turnover Intention
OC is an employee’s attachment to his organization, when organizational employees are contented
with their organizations then they will never think of leaving their organization and resultantly their
turnover intention is decreased (Juhdi et al., 2013). OC has a significant negative influence on the TI
of employees (Phang Ooi & Ban Teoh, 2021). When employees’ OC level increases then their
turnover intention decreases simultaneously as they do not want to quit their job (Akram et al., 2020;
Aydogdu, 2011). Effective HR practices play a crucial role in enhancing OC, which in turn reduces
the inclination to leave the organization.
Prior studies have primarily focused on assessing the effects of HR practices at the organizational
level (Rehman & Hameed, 2011), often overlooking their influence at the individual level (Guchait
& Cho, 2010). Researchers have tended to allocate limited attention to exploring how individual
employees perceive and evaluate the impact and feasibility of an organization's HR practices (Boon
et al., 2011; Guchait & Cho, 2010; Jan et al., 2021).
Moreover, past studies have examined the influence of HRM at the organizational level, with their
findings illustrated through metrics such as revenue, employee turnover, and profitability (Guchait &
Cho, 2010). Nonetheless, only a limited amount of research has delved into examining how HR
practices affect an individual employee's mental state, particularly in relation to factors like OC
(Guchait & Cho, 2010). High OC is negatively associated with TI (Aktar & Pangil, 2018) . The HR
practices positively encourage employees, which in turn reduces their TI (Aktar & Pangil, 2018;
Allen et al., 2003) . The influence of HR practices on OC is positively linked to required work
behaviors (Jan et al., 2021; Meyer & Smith, 2009). The results obtained from a meta-analysis of
(Guzeller & Celiker, 2019) revealed a moderately negative association between OC and TI among
employees in the hospitality and tourism sector.
Findings of the previous study of Juhdi et al. (2013) found HR practices and TI in Malaysia context
and the mediation effect of OC. Another study in Bangladesh by (Aktar & Pangil, 2018) showed that
HR practices are a significant predictor of engagement and OC is partially mediating the relationship
among HR practices and employee engagement. In light of the discussions, the following hypothesis
is put forward: -
H7: The presence of OC plays a mediating role in the relationship between HR training and
development practices and TI
H8: The presence of OC plays a mediating role in the relationship between skill-enhancing HR
practices pay and TI
H9: The presence of OC plays a mediating role in the relationship between skill-enhancing HR
practices promotion and TI
H10: The presence of OC plays a mediating role in the relationship between skill-enhancing HR
practices recognition and TI
164
Iqbal et al., IJMRES 13(3) 2023, 157-179

H11: The presence of OC plays a mediating role in the relationship between skill-enhancing HR
practices Job security and TI
H12: The presence of OC plays a mediating role in the relationship between motivation enhancing
HR practices empowerment and TI.
Theoretical Framework

Figure-1

RESEARCH METHODOLOGY
This research followed positivist philosophy as researchers’ interference was minimal, and
the deductive approach was utilized to test the relationship among variables. Cross-sectional data
were collected from respondents due to a limited period. Explanatory research design utilized to
explain causal relationship, target population, and questionnaire technique used for collecting data as
it’s the most efficient, economical, and quick method to collect data fa the larger population within a
shorter period. Non-probability purposive sampling technique was used to approach the respondents.
The sample size comprises 400 participants/employees, determined using a formula where the total
number of questions is multiplied by 10. This calculation results in the selection of 400 respondents
who will complete the questionnaire, as illustrated by the equation 40 questions * 10 = 400
respondents (Kline, 2018).
165
Iqbal et al., IJMRES 13(3) 2023, 157-179

To measure training and development four items instrument developed by Delery & Doty (1996)
was used. The pay is measured by using Price (1997) four-item scale, For promotion two items were
adapted from Gaertner and Nollen (1989), and three items were adapted from Tessema and Soeters
(2006). Recognition includes four items adapted from Paré & Tremblay (2007) and job security four
items scale adapted from Delery and Doty (1996). Empowerment is measured using Gardner et al.
(2011) four-item scale. Organizational commitment is measured by using seven-items scale by
Porter et al. (1974) scale. While to measure the TI of employees four-item scale was adopted from
Bowling and Hammond (2008).
This study was conducted through a self-administrated questionnaire survey among the employees
serving in hospitality industry hotels and restaurants located in Islamabad capital city of Pakistan.
Respondents offered voluntary participation in the survey and they have the right of refusing at any
time. They ensured that the information provided by them and their privacy were kept confidential
and will not be exposed at any cost to their management. The sample size was determined with the
formula developed by (Kline, 2018). As outlined by Kline (2018) the recommended approach
involves multiplying the total number of questions by 10 to determine the appropriate number of
respondents for questionnaire completion. For instance, if there are 40 questions, the calculation
would be 40 questions * 10 = 400 respondents. However, to get the guanine and validity of the
results of the study 600 questionnaires were distributed to the targeted participants. Out of 600
questionnaires, 470 filled questionnaires were received, and 415 were suitable for analysis, however,
400 were randomly selected for analysis.
Analysis and Findings
In current research the partial least square technique employed to structural equation modeling (PLS-
SEM) in combination with Smart PLS 3.0 to test the hypotheses (Hair et al., 2019). In the PLS-SEM
technique, two models are analyzed firstly measurement model and second one is structural model.
The measurement model tests the reliability and validity of the constructs used to form the model.
Whereas, the structural model is used to test the hypothesis of the study. To test the reliability and
validity of the study variables, first, a consistent PLS algorithm was performed. The values of factor
loadings, rho A, composite reliability (CR), and average variance extracted (AVE) are analyzed to
test the reliability ty, the convergent validity of the model. To establish the reliability of the
construct, the values of factor loadings and rho_A should be greater than 0.70. Where the values of
CR and AVE should be greater than 0.60 and 0.50 respectively to establish the convergent validity
of the model (Sarstedt et al., 2019). Table 1 and Figure 2 present the measurement model of the
present values of factor loadings, rho_A, CR, and AVE of each variable and meet the minimum
criteria to establish the reliability and convergent validity of the model.

166
Iqbal et al., IJMRES 13(3) 2023, 157-179

Table 1: Measurement Model

Construct Items Loadings rho_A CR AVE

Emp1 0.877 0.921 0.941 0.800

Emp2 0.929
Empowerment
Emp3 0.923
Emp4 0.847
JS1 0.898 0.884 0.924 0.754
JS2 0.712
Job Security
JS3 0.915
JS4 0.930
OC1 0.881 0.919 0.854 0.518
OC2 0.936
OC3 0.880
Organizational
Commitment(OC) OC4 0.748
OC5 0.786
OC6 0.830
OC7 0.080
PRO1 0.908 0.878 0.911 0.672
PRO2 0.813
Promotion PRO3 0.760
PRO4 0.727
PRO5 0.877
Pay1 0.923 0.961 0.951 0.828
Pay2 0.914
Pay
Pay3 0.873
Pay4 0.928
Rec1 0.899 0.933 0.950 0.826
Rec2 0.952
Recognition
Rec3 0.889
Rec4 0.893
T&D1 0.835 0.872 0.908 0.711
T&D2 0.835
Training& Development
T&D3 0.850
T&D4 0.853
TI1 0.805 0.813 0.875 0.636
TI2 0.737
Turnover Intention
TI3 0.843
TI4 0.802

167
Iqbal et al., IJMRES 13(3) 2023, 157-179

Figure 2: Estimation of Measurement Model

To measure discriminant validity, we adopted the heterotrait-monotrait (HTMT, 0.85) criterion

(Sarstedt et al., 2019). Our measurement model's discriminant validity has been further demonstrated
in Table 2, where all of the results are less than 0.85, confirming the model's discriminant validity.
Table 2: HTMT Criterion for Measuring Discriminant Validity
Job Organizational Training & Turnover
Empowerment Pay Promotion Recognition
Security Commitment Development Intention

0.764
0.836 0.596
0.046 0.098 0.089
0.708 0.842 0.587 0.096
0.504 0.443 0.457 0.051 0.579
0.615 0.649 0.579 0.064 0.593 0.774
0.798 0.774 0.661 0.083 0.736 0.650 0.732

168
Iqbal et al., IJMRES 13(3) 2023, 157-179

Furthermore, to determine whether or not our measurement model had satisfactory psychometric
qualities, we conducted a structural model assessment. The path coefficients were used to evaluate
the structural model, and their magnitude and relevance were taken into consideration. A
bootstrapping approach with 5,000 resamples was used to generate the data. The results of the
structural model evaluation are depicted in Table 3. Figure 3 shows the results of the hypothesis
testing conducted on the data set.
Table 3: Hypothesis Testing

Path Coefficient STDEV T Values P Values CIBCa Low CIBCa High Decision
T & D -> TI -0.146 0.083 2.056 0.020 -0.211 -0.098 Supported
Pay -> TI -0.030 0.056 0.545 0.293 -0.086 0.139 Not Supported
Pro -> TI -0.119 0.083 1.421 0.078 -0.075 0.259 Not Supported
Rec -> TI -0.168 0.075 2.251 0.013 -0.226 -0.092 Supported
JS -> TI -0.199 0.061 1.975 0.025 -0.277 -0.101 Supported
Emp -> TI -0.285 0.052 2.767 0.003 -0.387 -0.168 Supported
T&D -> OC -> TI -0.042 0.015 2.462 0.007 -0.054 -0.019 Supported
Pay -> OC -> TI -0.059 0.016 2.332 0.010 -0.070 -0.016 Supported
Pro -> OC -> TI -0.026 0.018 2.062 0.020 -0.032 -0.021 Supported
Rec -> OC -> TI -0.027 0.017 2.113 0.017 -0.035 -0.016 Supported
JS -> OC -> TI -0.028 0.018 2.118 0.017 -0.037 -0.010 Supported
Emp -> OC -> TI -0.169 0.058 4.503 0.000 -0.203 -0.133 Supported
Note: Empowerment = Emp, Turnover Intention = TI, Job Security = JS, Promotion = Pro, Recognition = Rec, Training &
Development = T&D, Organizational Commitment = OC

The findings of the current research discovered a statistically significant negative direct effect of
Training & Development on teachers’ turnover intention (β = -0.146, t value = 2.06, p-value < 0.05)
consequently, H1 is accepted. Similarly, findings revealed a significant negative direct effect of
recognition on employees’ turnover intention (β = -0.168, t value = 2.25, p-value < 0.05) hence, H4
is accepted. Likewise, the direct negative relationship between job security and employees’ turnover
intention found to be significant (β = -0.199, t value = 1.98, p-value < 0.05) and H5 is accepted.
Finally, empowerment and employees’ turnover intention found to be negatively related (β = -0.285,
t value = 2.77, p-value < 0.05) thus, H6 is also accepted. However, the relationships of pay (β = -
0.030, t value = 0.545) and promotion (β = -0.119, t value = 1.421) with turnover intentions were
found insignificant. Consequently, the hypotheses H2 and H3 are not supported by the findings of
the study.

169
Iqbal et al., IJMRES 13(3) 2023, 157-179

Likewise, the findings of the analyses support the partial mediation of organizational commitment in
the relationships of Training & Development (β = -0.042, t value = 2.46, p-value < 0.05), recognition
(β = -0.027, t value = 2.11, p-value < 0.05), job security (β = -0.028, t value = 2.12, p-value < 0.05)
and empowerment (β = -0.169, t value = 4.50, p-value < 0.05) with employees’ TI. Moreover, the
findings of the study reveal full mediation of organizational commitment in the relationships of pay
(β = -0.059, t value = 2.33, p-value < 0.05) and promotion (β = -0.026, t value = 2.06, p-value <
0.05) with turnover intentions. Hence, H7, H8, H9, H10, H11 and H12 are supported.

Figure 3: Estimation of Structural Model

170
Iqbal et al., IJMRES 13(3) 2023, 157-179

The coefficient of determinations (R2) of OC and TI were 0.67 and 0.610 respectively showing a
high explanatory power of the model (Hair et al., 2019). Finally, we calculated the Stoner-Geisser
Q2 and SRMR to find the model fit in PLS. The Q2 statistic assesses the degree to which the model
and its estimated parameters effectively replicate the observed values, as quantified in Q2. Predictive
relevance is shown by values larger than zero. Accordingly, the findings of our study give strong
evidence of predictive relevance, as of Q2 values of 0.304 and 0.362 respectively (see Figure 4). As
a result of the model's simulations, the composite SRMR value was 0.068, which is likewise below
the 0.07 specified level (Sarstedt, 2019).

Figure 4: Estimation of Predictive Relevance (Q2)

171
Iqbal et al., IJMRES 13(3) 2023, 157-179

RESULT AND DISCUSSION

The research framework shows a kind of interdependence relationship instead of a linear and
simple relationship of variables. The results of current study indicated that these variables have a
substantial influence on TI. This study evidenced that the career development of employees is vital
for affecting employee behavior. Training and professional growth have a vital role and appear to be
essential in adapting to the ever-changing business landscape. This adaptation helps in enhancing
skills relevant to the job, leading to improved job performance. Consequently, this elevation in
performance contributes to heightened job satisfaction, increased motivation, and stronger
commitment, ultimately leading to the achievement of organizational objectives.
Furthermore, the study's results illustrate that employees who prioritize HR practices are more
inclined to experience an overall sense of empowerment, heightened OC, and reduced intentions to
leave the organization. The findings of the study also indicated that pay and promotion were
insignificant predictors of the TI of employees in the hospitality industry of Pakistan.
The findings of the qualitative study by Basnyat and Lao (2019), in hotels located in Macau of
China, established that employee-oriented HR practices and policies are favored and more valued by
employees and help produce a feeling of ownership among employees and discourage turnover
intentions that corroborate the findings of the present study.
The study's outcomes align with earlier research findings and provide robust support for the notion
that effective management of HR practices yields reciprocal benefits from employees, manifested in
heightened commitment and engagement levels, along with reduced intentions to leave the
organization (Juhdi et al., 2013). It is also recommended that POS and organizational culture may be
used as mediators or moderators in similar research scenarios in the future. In addition, the findings
of this study partiality corroborate the findings of the previous studies of Ooi and Teoh (2021) on
HR practices and TI of IT and mediating role of OC and also partially corroborate the study of Juhdi
et al. (2013) TI in Malaysia context.
The findings of this study have certain implications for researchers, HR practitioners, and
consultants. The study offers vital implications for Managers in the hospitality and tourism sector.
The recognition of high turnover rates within the hospitality industry, particularly in Pakistan,
underscores the urgency of finding effective solutions. The study's exploration of the relationship
between HR practices and TI suggests that by strategically implementing HR practices,
organizations can work towards reducing turnover rates. The study's aim to contribute to a clearer
understanding of the effects of HR practices on TI fills a gap in empirical research. By providing
concrete insights into the impact of various HR practices on employees' intentions to leave, the study
offers valuable information for practitioners and scholars alike.
In summary, findings of current research led to conclude the hat perceived effectiveness of HR
practices in terms of implementation taking into account that individual talents, experience, interests,
and expectations have a more important association with empowerment and relatedness job
satisfaction and organizational commitment.
172
Iqbal et al., IJMRES 13(3) 2023, 157-179

CONCLUSION AND POLICY IMPLICATION

This research examines the relationships among HR Practices training & development, skill-
enhancing practices skill-enhancing practices (recognition, pay, job security, and promotion), and
motivation enhancing empowerment and TI, and the mediating role of OC on the relations between
HR practices and TI in the hospitable industry of Pakistan. It is also predicted that training,
development, pay, promotion, recognition, job security, empowerment, and OC have a significant
negative impact on the TI of employees. Furthermore, OC significantly mediates the relationship
between T&D, pay, promotion, recognition, job security, empowerment, and employees TI. This
research will have several limitations. This study founds the substantial effect of HR practices on TI
and the mediation effect of OC between HR practices and TI. The role of HR practices has become
more vital in the organization than it used to be and it is a part of companies and HR leadership
playing a role as a business partner to remain competitive in the market with the best HR to attain
organizational performance and effectiveness. Therefore, as indicated by the current study, it is
recommended that organizations undertake a thorough evaluation of their existing compensation
policy/structure to ensure its competitiveness and fairness. Additionally, companies should endeavor
to create motivational approaches that are specifically customized to meet the individual needs and
preferences of their employees. By implementing these policies, Pakistan's hospitality industry can
effectively reduce turnover intention and enhance employee retention by aligning HR practices and
the findings of the current research. This approach promotes a positive workplace environment,
fosters employee commitment, and ultimately contributes to the industry's success.
Despite the implications of the present study, the study has several limitations. First, the
participants/respondents were only those who worked in the Hospitality Industry (Hotels and
Restaurants) located in Islamabad capital city of Pakistan, and in one city/ region in the state of
Pakistan. Secondly, the sample of the study was too small for a large population. Therefore, the
findings of the current study cannot be generalized to other regions because the study is one sector,
one region/city, and one country-specific. In future studies, the researcher should also include other
regions/ cities and other sectors of the economy e.g., industrial, agriculture, and services sector, etc.,
and from other countries of Asia such as Malaysia and Thailand, etc. Thirdly, the researchers
employed the non-probability purposive sampling method to engage with participants, as it aligns
best with the requirements of this study to reach out to respondents in Pakistan and to meet the
objectives of this study, in the future, they should flow any other sampling techniques to generalize
the outcome of their studies. Finally, Cross-sectional data were collected from respondents due to the
limited period. In the future, the longitudinal study may be more beneficial.

173
Iqbal et al., IJMRES 13(3) 2023, 157-179

REFERENCES
Ahmad, Saeed; Ashraf, Hafiz Ahmad; Javed, Iqbal; Waqar, Munir; Yasir, Iqbal; Usman, A. (2023).
Silenced by despotic leadership: investigating the mediating effect of job tensions and
moderating influence of psycap on employee silence. Russian Law Journal, 11(1), 173–193.
Ahmad, R., Ishaq, M. I., & Raza, A. (2023). The blessing or curse of workplace friendship:
Mediating role of organizational identification and moderating role of political skills.
International Journal of Hospitality Management, 108, 103359.
Ahmad, R., Nawaz, M. R., Ishaq, M. I., Khan, M. M., & Ashraf, H. A. (2023). Social exchange
theory: Systematic review and future directions. Frontiers in Psychology, 13, 1015921.
Akram, Shaza Mahar, Sheraz Munawar, & Bushra Mahar. (2020). Linking Abusive Supervision To
Turnover Intentions: the Role of a Psychological Contract Breach and Potential Advancement.
International Journal of Management Research and Emerging Sciences, 10(2), 142–148.
Aktar, A., & Pangil, F. (2018). Mediating role of organizational commitment in the relationship
between human resource management practices and employee engagement. International
Journal of Sociology and Social Policy, 38(7–8), 606–636.
Albashiti, B., Hamid, Z., & Aboramadan, M. (2021). Fire in the belly: the impact of despotic
leadership on employees work-related outcomes in the hospitality setting. International Journal
of Contemporary Hospitality Management, 33(10), 3564–3584.
Allen, D. G., Shore, L. M., & Griffeth, R. W. (2003). The Role of Perceived Organizational Support
and Supportive Human Resource Practices in the Turnover Process. Journal of Management,
29(1), 99–118.
Alwi, K. K., Shaiq, M., & Karachi, A. S. (2021). Role of Human Resource Practicesand Staff. 27(6),
825–839.
Ampofo, E. T., Karatepe, O. M., Mensah, I., & Wilberforce, M. T. (2023). The effect of employee
recognition on restaurant employees’ job embeddedness, knowledge sharing and service
orientation: abusive supervision as a moderator. International Journal of Contemporary
Hospitality Management.
Anasori, E., Bayighomog, S. W., De Vita, G., & Altinay, L. (2021). The mediating role of
psychological distress between ostracism, work engagement, and turnover intentions: An
analysis in the Cypriot hospitality context. International Journal of Hospitality Management,
94, 102829.
Aydogdu, S. & asikgil. (2011). An Empirical Study of the Relationship Among Job Satisfaction,
Organizational Commitment and Turnover Intention. International Review of Management and
Marketing, 1(3), 43–53. www.econjournals.com
Bashir, N., & Long, C. S. (2015). The relationship between training and organizational commitment
174
Iqbal et al., IJMRES 13(3) 2023, 157-179

among academicians in Malaysia. Journal of Management Development, 34(10), 1227–1245.

Basnyat, S., & Clarence Lao, C. S. (2019). Employees’ perceptions on the relationship between
human resource management practices and employee turnover. Employee Relations: The
International Journal, 42(2), 453–470.
Boon, C., Den Hartog, D. N., Boselie, P., & Paauwe, J. (2011). The relationship between perceptions
of HR practices and employee outcomes: examining the role of person–organisation and
person–job fit. The International Journal of Human Resource Management, 22(1), 138–162.
Bos-Nehles, A. C., & Veenendaal, A. A. R. (2019). Perceptions of HR practices and innovative work
behavior: the moderating effect of an innovative climate. The International Journal of Human
Resource Management, 30(18), 2661–2683.
Bowling, N. A., & Hammond, G. D. (2008). A meta-analytic examination of the construct validity of
the Michigan Organizational Assessment Questionnaire Job Satisfaction Subscale. Journal of
Vocational Behavior, 73(1), 63–77.
Chen, T.-Y., Chang, P.-L., & Yeh, C.-W. (2004). An investigation of career development programs,
job satisfaction, professional development and productivity: the case of Taiwan. Human
Resource Development International, 7(4), 441–463.
Chew, J., & Chan, C. C. A. (2008). Human resource practices, organizational commitment and
intention to stay. International Journal of Manpower, 29(6), 503–522.
Dechawatanapaisal, D. (2018). Examining the relationships between HR practices, organizational
job embeddedness, job satisfaction, and quit intention. Asia-Pacific Journal of Business
Administration, 10(2/3), 130–148.
Delery, J. E., & Doty, D. H. (1996). Modes of Theorizing in Strategic Human Resource
Management: Tests of Universalistic, Contingency, and Configurational Performance
Predictions. Academy of Management Journal, 39(4), 802–835.
Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of
perceived organizational support. Journal of Applied Psychology, 86(1), 42–51.
Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and
employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51–
59.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational
support. Journal of Applied Psychology, 71(3), 500–507.
Fulmore, J. A., Fulmore, A. L., Mull, M., & Cooper, J. N. (2023). Reducing employee turnover
intentions in the service sector: The connection between human resource development practices
and employee engagement. Human Resource Development Quarterly, 34(2), 127–153.
GADI, P. D., & Kee, D. M. H. (2018). HRM Practices, Workplace Bullying, and Turnover Intention:

175
Iqbal et al., IJMRES 13(3) 2023, 157-179

The Mediating role of Employee Engagement. Asia Proceedings of Social Sciences, 2(3), 92–
95.
Gaertner, K. N., & Nollen, S. D. (1989). Career Experiences, Perceptions of Employment Practices,
and Psychological Commitment to the Organization. Human Relations, 42(11), 975–991.
GARDNER, T. M., WRIGHT, P. M., & MOYNIHAN, L. M. (2011). THE IMPACT OF
MOTIVATION, EMPOWERMENT, AND SKILL-ENHANCING PRACTICES ON
AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE
AFFECTIVE COMMITMENT. Personnel Psychology, 64(2), 315–350.
Gould-Williams, J. S., & Gatenby, M. (2010). The Effects Of Organizational Context And
Teamworking Activities On Performance Outcomes. Public Management Review, 12(6), 759–
787.
Guchait, P., & Cho, S. (2010). The impact of human resource management practices on intention to
leave of employees in the service industry in India: the mediating role of organizational
commitment. The International Journal of Human Resource Management, 21(8), 1228–1247.
Guzeller, C. O., & Celiker, N. (2019). Examining the relationship between organizational
commitment and turnover intention via a meta-analysis. International Journal of Culture,
Tourism and Hospitality Research, 14(1), 102–120.
Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the
results of PLS-SEM. European Business Review, 31(1), 2–24.
Hameed, Abdul, A. W. (2011). Employee Development and Its Affect on Employee Performance A
Conceptual Framework. International Journal of Business and Social Sciences, 2(13), 224–229.
Han, J. W. (2022). A review of antecedents of employee turnover in the hospitality industry on
individual, team and organizational levels. International Hospitality Review, 36(1), 156–173.
Hoang, G., Wilson-Evered, E., Lockstone-Binney, L., & Luu, T. T. (2021). Empowering leadership
in hospitality and tourism management: a systematic literature review. International Journal of
Contemporary Hospitality Management, 33(12), 4182–4214.
Hussain & Asif. (2012). Is Employees’ Turnover Intention Driven By Organizational Commitment
and Perceived Organizational Support? Journal of Quality and Technology Management, 8(2),
1–10. http://pu.edu.pk/images/journal/iqtm/PDF-FILES/01-Is Employees_ Turnover Intention
driven-Dr Tajammal_V_VIII_IssueII_Decem2012.pdf
Jan, G., Zainal, S. R. M., & Lee, M. C. C. (2021). HRM practices and innovative work behavior
within the hotel industry in Pakistan: Harmonious passion as a mediator. Journal of Human
Resources in Hospitality & Tourism, 20(4), 512–541.
Javed, M., Balouch, R., & Hassan, F. (2014). Determinants of Job Satisfaction and its impact on
Employee performance and turnover intentions. International Journal of Learning and
Development, 4(2), 120–140.
176
Iqbal et al., IJMRES 13(3) 2023, 157-179

Juhdi, N., Pa’wan, F., & Hansaram, R. M. K. (2013). HR practices and turnover intention: the
mediating roles of organizational commitment and organizational engagement in a selected
region in Malaysia. The International Journal of Human Resource Management, 24(15), 3002–
3019.
Khilji, S. E., & Wang, X. (2007). New evidence in an old debate: Investigating the relationship
between HR satisfaction and turnover. International Business Review, 16(3), 377–395.
Kim, S. (2012). The Impact of Human Resource Management on State Government IT Employee
Turnover Intentions. Public Personnel Management, 41(2), 257–279.
Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B., & Swart, J. (2005). Satisfaction with HR practices
and commitment to the organisation: why one size does not fit all. Human Resource
Management Journal, 15(4), 9–29.
Kline, R. B. (2018). Response to Leslie Hayduk’s review of principles and practice of structural
equation modeling,1 4th edition. Canadian Studies in Population, 45(3–4), 188–195.
Kravariti, F., Voutsina, K., Tasoulis, K., Dibia, C., & Johnston, K. (2022). Talent management in
hospitality and tourism: a systematic literature review and research agenda. International
Journal of Contemporary Hospitality Management, 34(1), 321–360.
Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017).
Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support
Theory. Journal of Management, 43(6), 1854–1884.
Le, L. H., Hancer, M., Chaulagain, S., & Pham, P. (2023). Reducing hotel employee turnover
intention by promoting pride in job and meaning of work: A cross-cultural perspective.
International Journal of Hospitality Management, 109, 103409.
Maertz, C. P., Griffeth, R. W., Campbell, N. S., & Allen, D. G. (2007). The effects of perceived
organizational support and perceived supervisor support on employee turnover. Journal of
Organizational Behavior, 28(8), 1059–1075.
Mangold, W. G., & Faulds, D. J. (2009). Social media: The new hybrid element of the promotion
mix. Business Horizons, 52(4), 357–365.
Marescaux, E., De Winne, S., & Sels, L. (2012). HR practices and HRM outcomes: the role of basic
need satisfaction. Personnel Review, 42(1), 4–27.
Meacham, H., Cavanagh, J., Shaw, A., & Bartram, T. (2017). HRM practices that support the
employment and social inclusion of workers with an intellectual disability. Personnel Review,
46(8), 1475–1492.
Memon, M. A., Salleh, R., Mirza, M. Z., Cheah, J.-H., Ting, H., Ahmad, M. S., & Tariq, A. (2021).
Satisfaction matters: the relationships between HRM practices, work engagement and turnover
intention. International Journal of Manpower, 42(1), 21–50.

177
Iqbal et al., IJMRES 13(3) 2023, 157-179

Meyer, J. P., & Smith, C. A. (2009). HRM Practices and Organizational Commitment: Test of a
Mediation Model. Canadian Journal of Administrative Sciences / Revue Canadienne Des
Sciences de l’Administration, 17(4), 319–331.
Mullins, L. J. (2007). Management and Organisational Behaviour. 837.
http://books.google.com/books?id=1XEMx7q1RikC&pgis=1
Ng, K.-L., Heng, W.-C., Chua, Y.-F., & Lim, Y.-H. (2022). HUMAN RESOURCE PRACTICES
AND EMPLOYEE ENGAGEMENT. International Journal of Management Studies, 29.
Palgrave, T., Heritage, C., Timothy, D. J., Nyaupane, G. P., Crooke, E., Raffestin, C., Butler, S. A.,
Publications, S., Eldem, E., HARVEY, D. C., Gill, R., HARVEY, D. C., Castañeda, Q. E.,
Matthews, C. N., HARVEY, D. C., Fernández-kelly, E. P., Shefner, J., Hampton, M., Riley, M.,
… Geismar, H. (2010). No 主観的健康感を中心とした在宅高齢者における 健康関連指標
に関する共分散構造分析Title. International Journal of Heritage Studies, 16(1), 1689–1699.
http://www.annualreviews.org/doi/10.1146/annurev-anthro-102214-
014217%0Ahttp://www.academia.edu/2256664/Material%5Ctextunderscore%5CnTurn%0Ahtt
ps://s3.amazonaws.com/academia.edu.documents/30899314/5bfc9e07964f8dd_ek.pdf?AWSAc
cessKeyId=AKIAIWOWYYGZ2Y53UL3A
Paré, G., & Tremblay, M. (2007). The Influence of High-Involvement Human Resources Practices,
Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information
Technology Professionals’ Turnover Intentions. Group & Organization Management, 32(3),
326–357.
Phang Ooi, T., & Ban Teoh, K. (2021). Factors affecting the turnover intention among employees in
Penang manufacturing industry. Annals of Human Resource Management Research, 1(1), 29–
40.
Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment,
job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology,
59(5), 603–609.
Price, J. L. (1997). Handbook of organizational measurement. International Journal of Manpower,
18(4/5/6), 305–558.
Rehman, & Hameed. (2011). Hr Practices and Performance Among Teachers in Pakistan.
International Journal of Management Research and Emerging Sciences, 1(1), 1–20.
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The
contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825–
836.
Ronfeldt, M., Loeb, S., & Wyckoff, J. (2013). How Teacher Turnover Harms Student Achievement.
American Educational Research Journal, 50(1), 4–36.
Salama, W., Abdou, A. H., Mohamed, S. A. K., & Shehata, H. S. (2022). Impact of Work Stress and
178
Iqbal et al., IJMRES 13(3) 2023, 157-179

Job Burnout on Turnover Intentions among Hotel Employees. International Journal of

Environmental Research and Public Health, 19(15), 9724.
Sarstedt, M., Hair, J. F., Cheah, J.-H., Becker, J.-M., & Ringle, C. M. (2019). How to Specify,
Estimate, and Validate Higher-Order Constructs in PLS-SEM. Australasian Marketing Journal,
27(3), 197–211.
Shayegan, S., Yavari, N., & Bazrkar, A. (2022). Human resource development practices and
organizational performance: Examining the mediating role of transformational leadership style.
WPOM-Working Papers on Operations Management, 13(2), 64–85.
Srivastava, S., & Agrawal, S. (2020). Resistance to change and turnover intention: a moderated
mediation model of burnout and perceived organizational support. Journal of Organizational
Change Management, 33(7), 1431–1447.
Subramony, M. (2009). A meta-analytic investigation of the relationship between HRM bundles and
firm performance. Human Resource Management, 48(5), 745–768.
Tessema, M. T., & Soeters, J. L. (2006). Challenges and prospects of HRM in developing countries:
Testing the HRM-performance link in the Eritrean civil service. International Journal of
Human Resource Management, 17(1), 86–105.
Vander Elst, T., Van den Broeck, A., De Cuyper, N., & De Witte, H. (2014). On the reciprocal
relationship between job insecurity and employee well-being: Mediation by perceived control?
Journal of Occupational and Organizational Psychology, 87(4), 671–693.
Wang, Y., Kim, S., Rafferty, A., & Sanders, K. (2020). Employee perceptions of HR practices: A
critical review and future directions. The International Journal of Human Resource
Management, 31(1), 128–173.
Yadav, M., & Rangnekar, S. (2015). Supervisory support and organizational citizenship behavior.
Evidence-Based HRM: A Global Forum for Empirical Scholarship, 3(3), 258–278.

179