Does perceived organizational support lead to organizational citizenship behavior and turnover intention in hotel industry? The indirect roles of work–life satisfaction and employee resilience

In the highly demanding workplace environment of hotels, employees are burdened with psychological, physical and social labor which requires a holistic support system from their organizations. In this study, the role of perceived organizational support on behavioral outcomes (organizational citizenship behavior) as well as attitudinal outcomes (turnover intentions) is examined across 5-star hotels in Northern Cyprus. Furthermore, the mediating role of work-life satisfaction as well as the enhancing role of employee resilience are examined on both outcomes. Social Exchange theory, Organizational Support Theory, and Job Demand-Resources model are combined to establish a solid theoretical framework upon which the current research is conducted. Using a quantitative and deductive approach, 627 employees were surveyed, and the data were analyzed using partial least squares—structural equation modeling and Smart-PLS software. While the direct effect of perceived organizational support systems on the citizenship behavior of employees is supported by the results, WLS can improve behavioral outcomes while aiding the hotel to reduce withdrawal intentions. Furthermore, the provision of resilience to employees can significantly improve the likelihood of citizenship behaviors while diminishing turnover intentions. The results contribute to the literature through empirically supported hypotheses and theoretical support.