DOES JOB SATISFACTION MATTER: A MODERATED STUDY ON HR PRACTICES AND RETENTION AMONG HOSPITALITY WORKERS IN NEPALMs.

Abstract

Employee retention remains one of the most pressing challenges in the hospitality industry, particularly in developing economies such as Nepal, where labor mobility is high. This study investigates the impact of Human Resource Management (HRM) practices—namely quality of work life, leadership, training, and empowerment—on employee retention in five-star hotels in the Kathmandu Valley. Drawing on Social Exchange Theory, the study also examines job satisfaction as a moderating variable in these relationships. Data were collected through a structured questionnaire from 400 employees across six five-star hotels using stratified random sampling. Structural Equation Modeling (SEM) with Smart PLS 4.0 was employed to test the hypothesized relationships. Results reveal that all four HRM practices significantly influence employee retention, with job satisfaction strengthening these relationships. The findings suggest that creating supportive work environments, offering professional development opportunities, and empowering employees not only enhance job satisfaction but also reduce turnover intentions. This research contributes to hospitality management literature and provides practical implications for HR managers in Nepal to design strategies that foster long-term workforce stability.