Showing papers on "Job embeddedness published in 2010"
TL;DR: This work investigated the cross-cultural generalizability of the job embeddedness model by examining turnover in an individualist country (United States) and a collectivistic country (India) and found initial support for its utility in both the United States and India.
Abstract: Although turnover is an issue of global concern, paradoxically there have been few studies of turnover across cultures. We investigated the cross-cultural generalizability of the job embeddedness model (Mitchell & Lee, 2001) by examining turnover in an individualistic country (United States) and a collectivistic country (India). Using cross-cultural data from call centers (N = 797), we demonstrated that although organization job embeddedness predicted turnover in both countries, different dimensions of job embeddedness predicted turnover in the United States and India. As hypothesized, on the basis of individualism-collectivism theory, person-job fit was a significant predictor of lower turnover in the United States, whereas person-organization fit, organization links, and community links were significant predictors of lower turnover in India. We also explored whether a newly developed construct of embeddedness-family embeddedness-predicts turnover above and beyond job embeddedness and found initial support for its utility in both the United States and India. Theoretical and practical implications are discussed.
273 citations
TL;DR: In this paper, the authors examined the role that job embeddedness plays in creating this work enhancement reaction and found that on-the-job embeddedness helps reduce the impact of negative shocks on organizational citizenship and overall job performance.
179 citations
Posted Content•
TL;DR: There may be a number of factors interacting to influence employees' turnover decisions, indicating greater complexity to the process than described in prominent sequential turnover models.
Abstract: This study examined factors that may help explain under what conditions employee job search effort may most strongly (or weakly) predict subsequent turnover. As predicted, the job search-turnover relationship was stronger when employees had lower levels of job embeddedness and job satisfaction and higher levels of available alternatives. These findings suggest that there may be a number of factors interacting to influence employees’ turnover decisions, indicating greater complexity to the process than described in prominent sequential turnover models.
157 citations
TL;DR: The authors found that job embeddedness was positively and significantly related to innovation-related behaviors, even after controlling for demographic variables, the job attitudes, and the job perceptions that are frequently associated with job embeddings.
Abstract: It has often been argued that low turnover leads to less innovation in organizations, not only because fewer job vacancies are available for outsiders with new ideas, but also because longer-tenured employees might be more resistant to change. In this study, we propose that job embeddedness may actually strengthen employees' motivation to generate, spread, and implement innovative ideas in organizations. In a longitudinal study with a diverse sample, we found that job embeddedness was positively and significantly related to innovation-related behaviors, even after controlling for demographic variables, the job attitudes, and the job perceptions that are frequently associated with job embeddedness. In addition, we found some support for the proposed moderating effects of career stage; that is, the relationship between job embeddedness and implementing innovative ideas was stronger for individuals in the mid- and late stages of their careers than for those in the early stage of their careers. This article concludes with directions for developing future theory. © 2010 Wiley Periodicals, Inc.
114 citations
Journal Article•
TL;DR: In this article, Huselid et al. investigated the relationship between HRM practices and job embeddedness (JE) and found that the inclusion of direct LMX relationships should either enhance or inhibit the effectiveness of an organization's HRM processes to capitalize on the benefits of employee JE.
Abstract: Since the early 1990s, human resource management (HRM) scholars have sought to specify the link between high performing HRM practices and both individual and firm performance (Becker and Huselid, 2006; Huselid, 1995). This strategic HRM (SHRM) literature has found that organizations practicing SHRM not only increase performance but also decrease employee turnover (Arthur, 1994; Huselid, 1995; Lepak and Snell, 2002). At the organizational level, the dollars saved and earned through reduced turnover and increased productivity demonstrate the utility of SHRM systems (Ichniowski et al., 1997). When organizations utilize SHRM, integrating HRM systems, and aligning HRM systems with organizational goals (Huselid, 1995), they place a premium on developing cutting edge practices that retain employees with the best skills and highest levels of motivation (Barney, 1991). Arthur outlines differences between SHRM perspectives, finding that SHRM "control" systems, which are designed to enforce "employee compliance with specified rules and procedures" (1994: 671), lead to increased turnover and decreased performance. On the other hand, SHRM "commitment" systems, which "shape desired employee behaviors and attitudes by forging psychological links between organizational and employee goals" (Arthur, 1994: 671), result in decreased employee turnover and increased performance. As further empirical research has bolstered these findings (i.e., Huselid, 1995; Ichniowski et al., 1997; Lepak and Snell, 2002), it becomes increasingly important to understand how SHRM effectiveness enhances the critical psychological links between employees and organizations. Moreover, several SHRM researchers have called for explicit examinations of these psychological links not only at the organization level but at the individual level (Becker and Huselid, 2006; Gerhart, 2005). One individual-level factor that can help to explain the psychological impact of SHRM practices is job embeddedness (JE), which Mitchell, Holtom, Lee, Sablynski, and Erez (2001b) validate and use to explain how employees become psychologically and socially enmeshed within the organization and community in which the organization operates. Hailed as an "anti-withdrawal" theory (Holtom et al., 2006; Mitchell et al., 2001b), JE describes the psychological forces that act "like a net or a web in which an individual can become stuck" (Mitchell et al., 2001b: 1104); moreover, the process of becoming embedded influences turnover intentions that lead to voluntary turnover (Allen, 2006). Importantly, JE explains unique variability of these important outcomes beyond the effects of job satisfaction and organizational commitment (Mitchell et al., 200lb; Lee et al., 2004). However, because JE has emerged as the most recent construct to explain employee turnover decisions, researchers have much to discover about the full potential of JE as an important variable in HRM. That is, HRM scholars have yet to determine how SHRM effectiveness can build employee JE as a means to develop the critical psychological links between employees and organizations. Although a direct relationship between H RM practices and J E appeals intuitively to many HRM scholars (Allen, 2006), proponents of social exchange theory (Blau, 1964) consistently demonstrate the important role that individual-to-individual interactions play in human behavior at work (Cropanzano and Mitchell, 2005). In terms of organizations, researchers consistently find that leader-member exchange (LMX) relationships more proximally predict employee turnover intentions (Gerstner and Day, 1997) than does support from the organization (e.g., HRM), which tends to predict employee job satisfaction and commitment (Settoon et al., 1996). In terms of understanding how HRM effectiveness influences employee JE, the inclusion of direct LMX relationships should either enhance or inhibit the effectiveness of an organization's HRM processes to capitalize on the benefits of employee JE. …
88 citations
TL;DR: Older, more “embedded” nurses are more likely to remain employed in their current organization and JE may form the basis for the development of an effective nurse retention program.
Abstract: Background Nurse retention is a different way of conceptualizing the employer-employee relationship when compared with turnover. Job embeddedness (JE), a construct based on retention, represents the sum of reasons why employees remain at their jobs. However, JE has not been investigated in relation to locale (urban or rural) or exclusively with a sample of registered nurses (RNs). The purpose of this study was to determine what factors (JE, age, gender, locale, and income) help predict nurse retention. Methods A cross-sectional mailed survey design was used with RNs in different locales (urban or rural). Job embeddedness was measured by the score on the composite, standardized instrument. Nurse retention was measured by self-report items concerning intent to stay. Results A response rate of 49.3% was obtained. The typical respondent was female (96.1%), white, non-Hispanic (87.4%), and married (74.9%). Age and JE were predictive of nurse retention and accounted for 26% of the explained variance in intent to stay. Although age was a significant predictor of intent to stay, it accounted for only 1.4% of the variance while JE accounted for 24.6% of the variance of nurse retention (as measured by intent to stay). Conclusions Older, more "embedded" nurses are more likely to remain employed in their current organization. Based on these findings, JE may form the basis for the development of an effective nurse retention program.
56 citations
TL;DR: The author explores job embeddedness as an effective retention plan strategy for rural hospitals with a focus on nurse retention in rural hospitals.
Abstract: RN turnover is expensive and disruptive for rural hospitals, constraining finances, impacting patient care, and stressing remaining nurses. Recent investigations have described a promising new construct related to employee retention: job embeddedness. Leaders in nonhealthcare organizations have adopted a job-embeddedness model to guide retention strategies and experienced a subsequent reduction in turnover. The author explores job embeddedness as an effective retention plan strategy for rural hospitals.
45 citations
TL;DR: This article explored the factors that relate to the likelihood of institutional researchers (IRs) to plan to leave their jobs and found that perceived organizational support was the strongest predictor of intent to quit.
Abstract: The study explored the factors that relate to the likelihood of institutional researchers (IRs) to plan to leave their jobs. Learning more about the effects on IR job turnover can serve to improve the employment experience of IR practitioners, the profession of IR, and, indirectly, higher education. 1,264 IRs responded to a national survey comprised of antecedents of intention to quit one’s job that had a high degree of construct validity within job turnover theories. Data were tested against a theoretical model developed from the Industrial-Organizational Psychology and IR literature. Perceived organizational support was the strongest predictor of intent to quit. Burnout, lack of advancement opportunities, lack of rewards and recognition, job embeddedness, and available job alternatives also affect IRs intention to quit. Suggestions for supporting IRs and elevating the role of IR on campuses are included.
26 citations
TL;DR: In this paper, the authors investigated the relationships among identification, embeddedness, and turnover intentions at the organizational and occupational levels of the United States Air Force Office of Special Investigations (OSI).
Abstract: Purpose The purpose of this study was to investigate the relationships among identification, embeddedness, and turnover intentions at the organizational and occupational levels. Design/methodology/approach—Over 1,100 members of the United States Air Force Office of Special Investigations completed an on-line survey. The sample included Agents and staff who were officers, enlisted, and civilians. Findings Measures of fit, sacrifice, and links were positively related to organizational embeddedness. Organizational and occupational embeddedness were negatively related to turnover intentions. Organizational and occupational identification were negatively related to turnover intentions. Embeddedness fully mediated the relationship between identification and turnover intentions at the organizational level and partially mediated the relationship between identification and turnover intentions at the occupational level. Implications Turnover can be expensive in organizations where training costs are high. Understanding embeddedness may help practitioners reduce turnover costs. Combining models of embeddedness and identification can help researchers understand the mechanisms by which employees are rooted in organizations, and organizations are rooted in employees. Originality/value This paper is one of very few papers that have examined job embeddedness in law enforcement organizations, or occupational embeddedness in any organization. This is one of the first studies to examine the relationships among identification, embeddedness and turnover intentions. The paper demonstrated the value of adding identification to the job embeddedness model.
21 citations
13 Dec 2010
TL;DR: Thesis (Ph.D. as discussed by the authors ) - Indiana University, School of Health, Physical Education and Recreation, 2010, Bloomington, Indiana, United States of America, USA.
Abstract: Thesis (Ph.D.) - Indiana University, School of Health, Physical Education and Recreation, 2010
11 citations
TL;DR: Wang et al. as discussed by the authors discussed the problem of employee turnover by taking job embeddedness theory as the perspective of research and introduced job embeddings and its latest research progress on the basis of reviewing developmental process of study on employee turnover.
Abstract: This article discussed the problem of employee turnover by taking job embeddedness theory as the perspective of research and introduced job embeddedness and its latest research progress on the basis of reviewing developmental process of study on employee turnover. Then, the author put forward relevant enlightenments, application and development direction that can be referred to by enterprises in China to reduce the turnover rate of employees.
TL;DR: In this paper, the relationships between organizational context, job embeddedness, and knowledge work team effectiveness are examined in the Taiwanese Information Service Industry, and the results show that open-mindedness and organizational commitment are positively related to job embeddings.
Abstract: The relationships between organizational context, job embeddedness, and knowledge work team effectiveness are examined in this paper. We proposed a research model and tested the model empirically based on a sample of 144 enterprises from the Taiwanese Information Service Industry. The results show that open-mindedness and organizational commitment are positively related to job embeddedness. Job embeddedness also has strong relationship with knowledge work team effectiveness. However, the link between job autonomy and job embeddedness is not significant.
01 Jan 2010
16 Sep 2010
TL;DR: In this article, the authors specify the intervening motivational mechanisms that link on-the-job embeddedness to employees' intensions to stay and identify affective forces and motivation to protect existing resources as both mediators in the relationship between on-job embedness and intentions to stay.
Abstract: Based on the eight forces framework and a construct of motivation to protect existing resources, this paper specifies the intervening motivational mechanisms that link on-the-job embeddedness to employees' intensions to stay and identifies affective forces and motivation to protect existing resources as both mediators in the relationship between on-the-job embeddedness and intentions to stay.
01 Jan 2010
Dissertation•
11 Apr 2010
TL;DR: In this article, the authors define voluntary turnover as "the cost of labour turnover" and discuss the contribution of other variables to the understanding of turnover, and present a review of studies done on voluntary turnover.
Abstract: i DECLARATION ii ACKNOWLEDGEMENTS iii TABLE OF CONTENTS iv LIST OF ABBREVIATIONS viii LIST OF TABLES AND FIGURES ix CHAPTER ONE: INTRODUCTION 1 1.0 Introduction 1 1.1 Background to the research problem 1 1.2 Motivation for the research 3 1.3 Aim and objectives of the study 7 1.4 Outline of chapters 8 CHAPTER TWO: LITERATURE REVIEW 9 2.0 Introduction 9 2.1 Defining voluntary turnover. 9 2.2 The cost of labour turnover 10 2.3 Traditional turnover research. 12 2.4 The contribution of other variables to the understanding of turnover 16 2.5 Summary of studies done on voluntary turnover 17
Journal Article•
TL;DR: In this paper, the authors investigated the effects of job embeddings on job satisfaction, organizational commitment and turnover intention in the food and beverage division of hotel s. The results revealed that job embeddedness was positively rela ted to job satisfaction (t =8.762), orga-nizational commitment (t=5.364) and negatively related to turnover intention (t=-3.500).
Abstract: This study was conducted to investigate the effects of jo b embeddedness on job satisfacti on, organizational commitment and turnover intention in the food and beverage division of hotel s. In addition, this study sought to identify the effects of job satisfaction and organizational commitment on turnover intention. Based on the literature reviews, five hypotheses were tested: job embeddedness was positively related to job satisfaction and organizational commitment and negatively related to turnover intention and job satisfaction and organizational commitment were negatively related to turnover intention. The subjects evaluated in this study were employees of the food and beverage division of five or four stars hotels in Seoul. Five hundred questionnaires were distributed and 293 were collected from July 1, 2009 to August 31, 2009, using convenience sampling method. After removing useless questionnaires, a total of 250 questionnaires (five- stars hotel 177, four-stars hotel 73) were analyzed using the factor analysis, a reliability test, and structural equation modeling analysis. The results revealed that job embeddedness was positively rela ted to job satisfaction (t=8.762), orga-nizational commitment (t=5.364) and negatively related to turnover intention (t=-3.500). Therefore, hypothesis I, II and III were accepted. However, job satisfaction (t=-.933) and organizational commitment (t=-1.923) were not negatively related to turnover intention. Therefore, hypothesis IV and V were rejected.
01 Aug 2010
TL;DR: In this paper, the authors extend conservation of resources theory by examining how employees invest abundant resources, such as job embeddedness, into work effort, which mediates the job performance relationship.
Abstract: The present study extends conservation of resources theory by examining how employees invest abundant resources, such as job embeddedness, into work effort, which mediates the job embeddedness -- job performance relationship. Results suggest that employees are differentially motivated to invest resources into effort and performance.
01 Jan 2010
Dissertation•
01 Jan 2010
TL;DR: The role of context in shaping employees' responses to breach has not been thoroug hly explored (Lo & Aryee, 2003), as such, the primary research objective was to investigate t he moderating effects of the organisationalembeddedness sub-dimensions (links, fit, and sacrif ices; Mitchell, Holtom, Lee, Sablynski, & Erez, 2001) on the relationships between breach and employees' exit (job search, turnover intention, turnover), voice (prosocial voice, innovation), loyalty (loyalty, social
Abstract: Although the negative effects of psychological cont ract breach (“breach”) are reasonably well established (e.g., Zhao, Wayne, Glibkowski, & Bravo, 2007), the role of context in shaping employees’ responses to breach has not been thoroug hly explored (Lo & Aryee, 2003). As such, the primary research objective was to investigate t he moderating effects of the organisationalembeddedness sub-dimensions (links, fit, and sacrif ices; Mitchell, Holtom, Lee, Sablynski, & Erez, 2001) on the relationships between breach and employees’ exit (job search, turnover intention, turnover), voice (prosocial voice, innovation), loyalty (loyalty, social participation), and neglect (withdrawal, production deviance , silence) behaviours. Two studies were conducted to investigate the conceptual model and research hy pot eses. In Study 1, semi-structured interviews were conduct ed with 20 administrative (nonacademic) Australian university employees. Content analysis of the results regarding breach outcomes revealed many of the hypothesised response s, and others, such as seeking assistance from colleagues and raising supervisor’s awareness , that were not anticipated. Furthermore, analysis of the results regarding response motives suggested themes relevant to the influence of organisational-embeddedness. In Study 2, longitudinal survey data was collected from samples of Australian university professionals and alumni ( N = 198 for Time 1 and 101 for Time 2). Outcomes wer e o ganised using the Exit, Voice, Loyalty and Neglect (EVLN) f ramework (Rusbult, Farrell, Rogers, & Mainous, 1988). Breach was positively related to ex it (job search, turnover intention) and neglect ( silence), and negatively related to loyalty ( loyalty) in the cross-sectional Time 1 data. In
16 Apr 2010
TL;DR: In this article, the authors introduce a perspective of embeddedness and establish a conceptual model of high-tech employees' turnover and start new Arm, which reveals how the factors based on job embeddedness influence employees' decisions to quit their job and start own business.
Abstract: High-tech employees always possess high entrepreneurial qualities, owing to accumulation of work experience and knowledge. This paper introduces a perspective of embeddedness and establishes a conceptual model of hi-tech employees' turnover and start new Arm. Then, we use Game Theory to analyze the relationship between human capital or social capital and employees' rewards. Moreover, the result reveals how the factors based on job embeddedness influence employees' decisions to quit their job and start own business. This finding provides some suggestion to manage mobility of employees and increase success rate of high potential entrepreneurship.
01 Jan 2010
01 Aug 2010
TL;DR: This paper integrated affective events theory, the unfolding model of turnover, and job embeddedness theory to build and test a model specifying the relationship between negative shocks, on-the-job embedde...
Abstract: We integrated affective events theory, the unfolding model of turnover, and job embeddedness theory to build and test a model specifying the relationship between negative shocks, on-the-job embedde...
Journal Article•
Journal Article•
TL;DR: Wang et al. as mentioned in this paper found that inducement positively influences Sci-tech talents' job performance and job embeddednss is found to be a critical mediator, and managers may pay more attention to the importance of inducement, and monitoring the level of job embeddedns.
Abstract: How to motivate Sci-tech talents' working enthusiasm is a heated issue in theoretical researches and companies practices.Provision of inducement for Sci-tech talents is one of the most effective approaches to improve their working enthusiasm.The empirical test in a sample of 210 Sci-tech talents in Zhejiang province indicated that inducement positively influences Sci-tech talents' job performance and job embeddednss is found to be a critical mediator.During the process of motivating Sci-tech talents,managers may pay more attention to the importance of inducement,and monitoring the level of job embeddednss.
TL;DR: In this article, the authors show that job embeddedness perceived by airline employees has influence on their job satisfaction, organizational commitment and turnover intention, and that job satisfaction and organizational commitment are significant to turnover intention.
Abstract: The purpose of this study is to prove that job embeddedness perceived by airline employees has influence on their job satisfaction, organizational commitment and turnover intention. First, this study shows that the three factors of the job embeddedness have a positive relation with the job satisfaction, organizational commitment. Second, the fit factor of job embeddedness has a negative relation with the turnover intention, but the link factor and sacrifice factor of job embeddedness are not significant. Third, the job satisfaction and organizational commitment are significant to turnover intention. The result implies that the executives of airline corporation should try to encourage organizational culture allowing employees to maximize job embeddedness.
03 Dec 2010
TL;DR: In this article, the authors examined the relationship between high performance work system and a new concept called "job embeddedness", which includes individuals' links to other people, teams, and groups, perceptions of their fit with job, organization, and community, and their community-related sacrifice and organization related sacrifice if they left their jobs.
Abstract: This study examines the relationship between high performance work system and a new concept called “job embeddedness”, which includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) their community-related sacrifice and organization-related sacrifice if they left their jobs. It was also disaggregated into two major subdimensions, on-the-job and off-the-job embeddedness. The results indicate that high performance work system effectively enhance employee's job embeddedness, and also help to reduce turnover rate.
Dissertation•
10 Nov 2010
TL;DR: Bennett et al. as mentioned in this paper presented a model outlining the retirement decision process, based on the unfolding model of turnover and job embeddedness, which plays a role in the decision-making process.
Abstract: APPLYING THE UNFOLDING MODEL OF TURNOVER AND JOB EMBEDDEDNESS TO THE RETIREMENT DECISION PROCESS Tiffany M. Bennett, Ph.D. George Mason University, 2010 Dissertation Director: Lois E. Tetrick, Ph.D. By 2016, over 23% of the workforce is expected to be 55 and older (Toossi, 2007), within the timeframe in which they will consider leaving the workforce, to retire, thus creating a potential crisis for employers. This creates an urgent need to understand how employees decide when to retire. By understanding the retirement decision-making process, organizations can help to retain employees for a longer period of time while planning their workforce accordingly. In this dissertation, I present a model outlining the retirement decision process. This model contributes to the retirement literature on how retirees follow different paths in the decision-making process leading to retirement. This new model, based on the unfolding model of turnover (T. W. Lee & Mitchell, 1994) accounts for more contextual factors that have proved more difficult to assess in traditional retirement research and includes a newer construct, job embeddedness, which plays a role in the retirement decision-making process.