Perceived Organizational Support, Job Crafting and Job Embeddedness: The Moderating Role of Human Resource Flexibility by Applying on the Arab Contractors Company

This research aimed to study the direct relationships between perceived organizational support, job crafting and job Embeddedness, as well as the indirect relationship between perceived organizational support and job Embeddedness through the mediation of job crafting, and then to identify the modified role of human resource flexibility on those relationships. The research was conducted on a sample of (326) employees and (274) managers working in the Arab Contractors Company in EGYPT, based on the survey method as a means of collecting field information; the research results showed that the job crafting mediates partly the relationship between perceived organizational support and job embeddedness, and also show the ability of human resource flexibility to modify the direct relationships between research variables, in addition to its ability to modify the mediation effect of the job crafting as the high levels of flexibility of human resource lead to an increase in the level of mediation and vice versa. The researcher recommends the necessity of the company's management adopting the strategy of human resource flexibility in relation to its various practices, so that the company has a human capital characterized by flexibility, whether skillfully or behaviorally. At the same time, the company should take all measures to ensure the provision of appropriate tangible, moral and social support to the employees in a way that enables them to formulate their tasks and functional relationship to fit with the objectives of the organization on the one hand and with their motivations and needs on the other hand and thus increase their desire to remain in the work of the organization as a natural result of job embeddedness.