Showing papers on "Job embeddedness published in 2009"

Turnover Contagion: How Coworkers' Job Embeddedness and Job Search Behaviors Influence Quitting

Abstract: This research developed and tested a model of turnover contagion in which the job embeddedness and job search behaviors of coworkers influence employees' decisions to quit. In a sample of 45 branches of a regional bank and 1,038 departments of a national hospitality firm, multilevel analysis revealed that coworkers' job embedded-ness and job search behaviors explain variance in individual “voluntary turnover” over and above that explained by other individual and group-level predictors. Broadly speaking, these results suggest that coworkers' job embeddedness and job search behaviors play critical roles in explaining why people quit their jobs. Implications are discussed.

Explaining Employment Relationships With Social Exchange and Job Embeddedness

Abstract: The research reported in this article clarifies how employee-organization relationships (EORs) work. Specifically, the authors tested whether social exchange and job embeddedness mediate how mutual-investment (whereby employers offer high inducements to employees for their high contributions) and over-investment (high inducements without corresponding high expected contributions) EOR approaches, which are based on Tsui, Pearce, Porter, and Tripoli's (1997) framework, affect quit propensity and organizational commitment. Two studies evaluated these intervening mechanisms. Study 1 surveyed 953 Chinese managers attending part-time master of business administration (MBA) programs in China, whereas Study 2 collected cross-sectional and longitudinal data from 526 Chinese middle managers in 41 firms. Standard and multilevel causal modeling techniques affirmed that social exchange and job embeddedness translate EOR influence. A second multilevel test using lagged outcome measures further established that job embeddedness mediates long-term EOR effects over 18 months. These findings corroborate prevailing views that social exchange explains how mutual- and over-investment EORs motivate greater workforce commitment and loyalty. This study enriches EOR perspectives by identifying job embeddedness as another mediator that is more enduring than social exchange.

Human resource practices, job embeddedness and intention to quit

Abstract: Purpose – The purpose of this paper is to test the whether job embeddedness is a mediator of the relationship between human resource practices and employees’ intention to quit. The study presented here used job embeddedness, a new construct, to investigate its mediation effect on the relationship between employees’ intentions to leave and four areas of human resource practices: compensation, supervisor support, growth opportunity and training.Design/methodology/approach – A questionnaire was given to employees at a state department of corrections asking their attitudes about their job, their place of employment, and the agency as a whole. The results of this questionnaire were analyzed utilizing the four‐step method for mediation analysis.Findings – Job embeddedness fully mediated compensation and growth opportunity, partially mediated supervisor support, and did not mediate training in relation to employees’ intention to quit. Research limitations/implications –A self‐reported, cross‐sectional questionna...

When expatriates explore other options: Retaining talent through greater job embeddedness and repatriation adjustment

Abstract: This paper introduces the concept of job embeddedness to research on international assignments to help explain how the processes of expatriation and repatriation might lead to such outcomes as strengthened personorganization fit or career exploration. It develops a model with a related set of theoretical propositions, based on a comprehensive literature review covering international assignments, adult development and career theories, job embeddedness, and career exploration. The paper also presents implications for future research, as well as practical implications for assignment practices and career interventions for organizations trying to retain their valued repatriate talents and, thus, secure a greater return on their investments in talent development. © 2009 Wiley Periodicals, Inc.

Albanian Turnover: Is the Job Embeddedness Construct Predictive in an Albanian Context?

Abstract: This paper seeks to expand the knowledge of the influence of job embeddedness using a sample of Albanian employees working in the banking industry. Findings from the Albanian sample differed from previous findings in embeddedness research conducted in the US. The influence that the affective components of turnover, that of commitment and satisfaction, have on intent to leave as well as the highly predictive (in U.S. samples) job embeddedness construct influenced turnover in this sample of Albanian bank employees. Demographic and cultural explanations for these findings suggest that job embeddedness may have differential effects cross-culturally.

A Test of Direct and Partially Mediated Relationships Between Leader Member Exchange, Job Embeddedness, Turnover Intentions, and Job Search Behaviors in a Southern Police Department

Abstract: Job embeddedness has been found to predict turnover intentions, job search behaviors and turnover, and job embeddedness researchers assert, but have not tested, that job embeddedness is a mediator of other organizationally significant factors relative to organizational outcomes. A relationship not previously explored is the role of a supervisor in job embeddedness, which was operationalized in this study as leader-member exchange. A single panel survey was conducted in a police department in the southern United States with 276 current members holding the rank of police officer. Usable surveys were completed by 128 of those police officers, which is a response rate of 46 percent. These surveys assessed the participant's perceptions of leader-member exchange, organizational job embeddedness, turnover intentions, and job search behaviors. The results indicated statistically significant positive correlations between leader-member exchange and the organizational job embeddedness, and significant negative correlations between leader-member exchange and turnover intentions, leader-member exchange and job search behaviors, organizational job embeddedness and turnover intentions, and organizational job embeddedness and job search behaviors. The literature suggested an a priori model in which the exogenous variable leader-member exchange directly affected organizational job embeddedness, which directly affected turnover intentions, which directly affected job search behaviors. In this a priori model the relationship between leader-member exchange and turnover intentions and job search behaviors was mediated by organizational job embeddedness. A measurement model, a saturated structural model, and 4 nested models were tested through structural equation modeling and each was found to be an acceptable fit to the data. There was no statistically significant difference between any of the models and the most parsimonious was accepted. In that model leader-member exchange had a direct positive effect on organizational job embeddedness, which in turn had a direct negative effect on turnover intentions, which in turn had a direct positive effect on job search behaviors. These findings support the proposition that having a good relationship with a supervisor improves the extent to which the employee is embedded in the organization and that embeddedness reduces turnover intentions which reduces job search behaviors.

Job Embeddedness and Subjective Norms in an East Asian (Korean) Context

Abstract: This study is about the effects of job embeddedness and subjective norms on the intent to quit. The main argument on job embeddedness is that the higher the job embeddedness, the less people think about leaving a job. Many researchers have been interested in the topic, “Job embbeddedness” and have conducted empirical research since 2001. This study replicated the work of Mitchell et al. (2001b) and found that job embeddedness is a meaningful construct in Korea, especially on-the-job embeddedness dimensions. However, it gives some concerns on off-the-job embeddedness construct and we suggest that subjective norms are more meaningful in terms of non-job factors in an East Asian (Korean) context.

An Empirical Study of the Impact of the Perceived Talent Environment on Performance and Job Embeddedness of the R & D Talents——Taking 227 High-tech Enterprises in Shenzhen as Example

Abstract: Taking 227 high-tech firms including their RD talents in Shenzhen as a sample,this paper divides the perceivied talent enviorment into three subsystems as the perceived policy environment,the perceived firm environment and the perceived daily environment by exploratany analysis methodAnd then it analyzes the impact of the perceived talent enviroment on performance and job embeddedness of the RD talertsResults show that,the perceived policy environment for the talents of domestic origin in the firm perspective is positively associated with the job performance of the RD talents,and the perceived firm environment of the RD talents is associated positively with their job performance,and both the perceived firm and daily environment of the RD talents is associated positively with their job embeddedness

The Impact of Embeddedness on IT Worker Behavior

Abstract: Embeddedness theory provides significant insight into understanding the dynamics that constrain and drive the behaviors of IT professionals. Embeddedness provides a frame for understanding the behavior of IT professionals in a variety of different settings, including their job, their place in the IT function, their place in their employing organization, and their relationship with their profession. Furthermore, embeddedness can explain how factors germane to the IT profession, such as learning demands, IT skills development and training can influence individual level outcomes, such as organizational citizenship behaviors, performance, absenteeism and turnover. We intend to gather data from a sample of IT professionals and will conduct data analysis via structural equation modeling.