Table 5 Direct, mediation, and... | Emerald Publishing

Table 5

Direct, mediation, and moderation hypotheses

No	Hypothesized paths	β	t-values	95% BCCI		p-values
No	Hypothesized paths	β	t-values	LL	UL	p-values
H1	HRM practices → organizational engagement	0.346	9.020	0.265	0.417	0.000
H2	Organizational engagement → CQS	0.368	6.937	0.263	0.469	0.000
H3	HRM practices → organizational engagement → CQS	0.127	5.252	0.083	0.178	0.000
H4	HRM practices*turnover intention → organizational engagement	−0.168	3.865	−0.248	−0.079	0.000
H5	Organizational engagement*employee adaptability → CQS	0.132	4.134	0.071	0.195	0.000

No	Hypothesized paths	β	t-values	95% BCCI		p-values
No	Hypothesized paths	β	t-values	LL	UL	p-values
H1	HRM practices → organizational engagement	0.346	9.020	0.265	0.417	0.000
H2	Organizational engagement → CQS	0.368	6.937	0.263	0.469	0.000
H3	HRM practices → organizational engagement → CQS	0.127	5.252	0.083	0.178	0.000
H4	HRM practices*turnover intention → organizational engagement	−0.168	3.865	−0.248	−0.079	0.000
H5	Organizational engagement*employee adaptability → CQS	0.132	4.134	0.071	0.195	0.000

Note(s): CQS = commitment to quality service; bias-corrected confidence interval = BCCI; UL = upper level; LL = lower level

Source(s): Authors’ own work