Linking Organizational Identification to Job Embeddedness in Indian Context: Role of Job Satisfaction and Perceived Organizational Support

Sumit Kumar Ghosh

doi:10.5539/ijbm.v10n12p258

Abstract

<p>The study was undertaken to link organizational identification with job embeddedness in Indian context. Literature review suggested that though there is a case for linking these two variables there are hardly any study which has empirically tried to explore this relationship particularly in Indian context. For addressing this gap in the literature, a survey was conducted using established scales. In all 325 usable survey responses from executives working in various sectors in India were analyzed using regression analysis. The results show that organizational identification and job embeddedness are strongly related. However, hypotheses stating that the perceived organizational support and job satisfaction will accentuate this relationship were not supported. These findings along with the finding that organizational identification and job embeddedness are strongly related, throws up a few implications for the practicing managers. Overall this study attempts to contribute to the literature by empirically examining the relationship between organizational identification and job embeddedness as the existing literature on this relationship is scant. Moreover, the context of the study being India, the findings of the study will contribute to the implications for practicing managers in India for arresting employee turnover.</p>

Highlights

According to a survey (Note 1) the employee turnover in India is poised to be very high as the economic growth is picking up
This study attempts to build a case for linking organizational identification with job embeddedness within the frame work of “Social identity theory” (Ashforth & Mael 1989, p. 20)
This study provides a few tips to the organizations for enhancing job embeddedness for possibly reducing turnover intentions

Summary

Introduction

According to a survey (Note 1) the employee turnover in India is poised to be very high as the economic growth is picking up. Quite a few research studies have positively linked an individual’s desire to leave an organization and/or actual turnover with job attitudes such as job satisfaction and organizational commitment, (Chen et al, 2011; Griffeth, 2000). Number of studies, under the premise of social exchange theory, (Blau, 1964), have linked commitment (Hom et al, 2009) and other variables such as, organization based self-esteem ,leader member exchange , (Sekiguchi, et al, 2008), human resource practices (Wheeler et al, 2010) etc. Hardly any study has tried to link organizational identification with job embeddedness. This study attempts to build a case for linking organizational identification with job embeddedness within the frame work of “Social identity theory” This study attempts to build a case for linking organizational identification with job embeddedness within the frame work of “Social identity theory” (Ashforth & Mael 1989, p. 20)

Methods

Results

Discussion

Conclusion