Antecedents of Human Resource Retention with emphasis on the role of Job Embeddedness: A mixed meta-study

Abstract

Job embeddedness is a new perspective on employee retention. Foreign research has shown the predictive power of this important structure in terms of leaving leaving the service, however, there is little knowledge aboute the sources of job creation and development and its contribution to employee retention in the workplace. Given that employee retention is one of the key parameters for measuring the strength of any organization, the purpose of this study is to identify the sources of employee retention in the organization based on the job embeddedness approach. For this purpose, the present study has performed a thorough and in-depth review of the subject with a qualitative approach and mixed meta-study tools and has combined the findings of qualitative and quantitative studies. In this regard, 1560 researches in the field of job association were evaluated. At the end, 79 researches were selected and by analyzing their content. In the qualitative evaluation section, qualitative, quantitative, and mixed articles were identified using CASP, GLYNN evaluation tools, valid articles were identified. A total of 58 concepts have been identified and categorized in five dimensions: individual / human, supportive measures, resources related to leadership style, job / workplace and context resources as sources of creating job embeddedness and individual retention in the work and organizational environment.