Abstract
This article examines the power of a particular type of employee attachment—client embeddedness—in buffering the adverse effect of pay dissatisfaction on employee intention to leave. Based on a sample of 153 personal care workers employed by a disability service organization, this article finds that client embeddedness—the attachment that employees can experience as a result of interactions with clients or customers—dampens the adverse effect of pay dissatisfaction on employee intention to leave. This finding has implications for the development of appropriate recruitment and retention practices in not‐for‐profit organizations.
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