Abstract
Young academics have been facing a problem of high turnover rate due to missing links between the institutions’ policies and the performance. This study explores the effect of job embeddedness and community embeddedness on creative work performance and intentions to leave of young teaching staff in academic institutions in Pakistan. In this study, 300 qualified young academics from public and private universities were selected as subjects and asked to complete a questionnaire. Data were collected via mail-survey. A variance-based structural equation model is employed to measure the path model. The results show that the fit-dimension of organizational- and community-embeddedness, along with the moderating effect of organization size and the availability of nearby alternative jobs have a significant impact on improving perceived creative performance and reducing staff turnover intentions. This study suggests that organizations should focus on organizational-fit and community-fit constructs in their nurturing strategies to embed young teachers in their academic institutions. This study also suggests that monetary rewards only are relatively ineffective to improve retention. Hence, public and private sector universities should facilitate meaningful contributions from young teachers in creative work and provide opportunities for social interactions and personal development.
Highlights
Retaining talented faculty members is important for universities to enhance the institutions capacity in response to the changing dynamics of research and higher education globally (Coetzer et al, 2018)
The initial power analysis for determining the minimum sample size required for this study indicated that 300 participants were needed for the six variables (i.e., On-the-Job Embeddedness (JE), Off-theJE, creative work performance (CWP), voluntary turnover intention (VTOI), organizational size and availability of nearby replacement jobs)
CWP plays an intermediary role which mediates the relationships between JE and VTOI
Summary
Retaining talented faculty members is important for universities to enhance the institutions capacity in response to the changing dynamics of research and higher education globally (Coetzer et al, 2018). Recently, attracting and retaining talented young teaching staff has become progressively challenging as a result of changing social, economic, demographic, and psychological. Staff Turnover of Young Academics trends (Dechawatanapaisal, 2018a). The institutions might need to enter in the hiring process repeatedly to attract the best talent available which results in high costs (Thakur and Bhatnagar, 2017). Job embeddedness (JE) theory emphases on the key decisionfactors that explain why employees are willing to stay (Allen et al, 2016). These decision-factors (i.e., link, fit and sacrifice) can affect the retention of staff as well as employee performance. In contrast to some traditional approaches of addressing staff turnover that focuses more on job satisfaction (Zimmerman and Darnold, 2009), JE suggests that the personal life of a person influences the decision to stay in the present job
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