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The hospitality industry continues to grow, but high turnover still persists including within managers and supervisors. Despite their importance, research often focuses on hourly front line employees and not on managers. Drawing from coworker support and organizational embeddedness, it is hypothesized that when managers receive more coworker support, their turnover intention will decrease. Results from surveying 236 managers from two different restaurant chains indicate overall coworker support did not influence turnover intention  contradicting  previous research. Results did indicate that different types of coworker support have an impact on turnover intention and that managers with more coworker support will have higher organizational embeddedness. The findings emphasize the importance of examining different types of coworker support and the role organizational embeddedness plays in reducing turnover intention among restaurant managers.

Increasing Management Retention: The Mediating Role of Organizational Embeddedness on Coworker Support and Turnover Intention