Bridging gaps or burning bridges? Unpacking turnover intentions through training and LMX dynamics in hotel settings

Abstract

Purpose This paper aims to examine how training perceptions and leader–member exchange (LMX) influence job embeddedness and turnover intention among hotel employees and how power distance shapes these relationships across cultural contexts. Design/methodology/approach Data were collected from 536 employees working in five-star hotels in Greater Cairo, Riyadh and Dubai. Structural equation modeling (SmartPLS v.4.4) was used to assess the hypothesized relationships and compare effects across power-distance groups. Findings Training perception and LMX are positively associated with embeddedness, reducing turnover intention. However, power distance moderates these effects in distinct ways. When power distance levels are high, the relationship between training perception and embeddedness is stronger. In contrast, when power distance levels are low, the relationship between LMX and embeddedness is more pronounced. Practical implications Hotel managers should tailor retention strategies to cultural differences in employee expectations. Real-time engagement analytics and sentiment tracking can support adaptive interventions for workforce stability in mega-tourism projects. Originality/value This paper extends hospitality turnover research by integrating perceptions of training and LMX within the social exchange theory framework to explain how job embeddedness mediates turnover intention. It also shows that these relationships differ across power-distance contexts, highlighting their cultural specificity.