EXPLORING THE CONNECTION: ENGAGEMENT, EMBEDDEDNESS, AND PERFORMANCE OF HOTEL STAFF

Abstract

This study employed the Job Embeddedness and Conservation of Resources theories to examine the significant direct and moderating effects of job embeddedness and work engagement on the job performance of hotel employees. Using an explanatory research design, a structured questionnaire was administered to 379 employees, and descriptive and inferential statistics were applied to analyse the quantitative data. The results revealed that both work engagement and job embeddedness significantly and positively affect job performance, implying that increases in these factors lead to measurable improvements in performance. However, job embeddedness alone does not significantly moderate this relationship. These findings highlight the importance of considering both job embeddedness and work engagement in human resource strategies to effectively enhance employee job performance.