Abstract
This study aims to explore the significance of job embeddedness (JE) theory and practices to reducing employee turnover and then suggest future research directions. It also reviews the systematic development of JE theory and its relationship with different workplace theories. A comprehensive content analysis, including a systematic review of articles published between 2008 and 2018, is conducted to understand the extensive role of JE in the workplace. A total of 108 research papers published in various high-ranking journals are selected for further analysis. To identify the mediating role of JE in the service and manufacturing industry, most of the existing studies focus on turnover intention, organizational commitment, employee engagement, and job satisfaction. However, many other key areas, which can be linked to JE to understand and evaluate the theory of organizational and employee behavior, are ignored in the literature. In this study, a further understanding of JE is suggested to be expanded in accordance with various elements of organization and employee theories, such as job design, job burnout, and role performance. This study contributes to the literature by further expanding JE theory and proposing a comprehensive JE framework that researchers and practitioners can adopt in future research.
Highlights
In the contemporary work environment, human resource practices in organizations have been transforming into a truly sustainable domain in which employee engagement, commitment, and loyalty can be addressed to sustain individual and organizational performance standards (Nafei, 2014; Vorina et al, 2017)
job embeddedness (JE) has extended its implications as the key construct of investigating employee turnover at the workplace
The literature has not conceptualized the broad role of JE in accordance with theories of organization and employee behavior
Summary
In the contemporary work environment, human resource practices in organizations have been transforming into a truly sustainable domain in which employee engagement, commitment, and loyalty can be addressed to sustain individual and organizational performance standards (Nafei, 2014; Vorina et al, 2017). Workplaces have been facing a major challenge of job embeddedness (JE), which influences employee retention-related decisions. The roles of organizational (on-the-job) and community (off-the-job)-related embeddedness have been important in measuring job outcomes such as satisfaction, commitment, and turnover intention (TOI; Khan et al, 2018; Takawira et al, 2014). Employees usually decide to leave organizations due to volunteer turnover, which is caused by contrasting administrative policies and the unwelcoming behavior of senior management (Jiang et al, 2012; Rehman, 2012). No managerial staff are not provided training opportunities and do not even have clearly defined organizational rules that managers have. Junior staff remain unsatisfied (Takawira et al, 2014) and often decide to leave their organization
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