Employee Embeddedness Research Articles

May I serve you? Navigating the employee embeddedness challenges in Indian social enterprises through servant leadership

PurposeWhile servant leadership is widely recognised as a key factor in driving employee performance and various psychological outcomes, there remains a notable gap in understanding how it influences employee embeddedness through fostering harmonious relationships, particularly within energy-centric social enterprises. This study seeks to address this gap by investigating how servant leaders’ behaviours can effectively cultivate harmonious relationships, ultimately leading to increased employee embeddedness within organisations. Additionally, this study introduces a novel aspect by examining how an individual psychological trait, specifically a propensity for risk-taking, may influence the indirect effect of servant leadership on employee embeddedness.Design/methodology/approachTo test this model, data from 309 respondents was collected through a three-wave survey design. The simple mediation analysis was performed using the PROCESS macro-Model 4, and the moderated mediation analysis was performed using the PROCESS macro-Model 8.FindingsThe findings indicate that harmonious passion serves as a significant mediator between servant leadership and employee embeddedness. Notably, this relationship is amplified among individuals with higher levels of the risk-taking trait.Originality/valueThe study addresses the research gaps in the interplay between individual traits and the psychological effectiveness of servant leadership in inducing harmonious passion, leading to socio-emotional outcomes such as employee embeddedness. Further, by addressing the issues related to employee retention in social enterprises, this research helps social entrepreneurs create a desirable societal impact without experiencing human resource hurdles. By doing so, this investigation significantly contributes to the research community, practitioners and society at large.

The Effect of Job Empowerment on Job Embeddedness: An Analytical Survey of The Opinions of A Sample Of Workers In The Baghdad Municipality

This research aims to identify the effect of job empowerment on the job embeddedness of employees in the Baghdad Municipality. The research problem included a low level of job embeddedness among employees in the organization, and this may be a result of the decline in the level of employee empowerment. The questionnaire was a tool in collecting data, which included two axes: addressing The first axis is the personal data of the employees of the research sample. The second axis deals with the paragraphs of the research variables (empowerment and job embeddedness). (350) workers participated in the questionnaire. The descriptive analytical approach was used, using (Cronbach’s alpha, arithmetic mean, standard deviation, Spearman correlation coefficient, and regression). Simple linear), a set of results were reached, the most prominent of which was the existence of a correlation as well as an effect of job empowerment on job embeddedness and its dimensions, meaning that an improvement in job empowerment practices enhances the level of feelings of job embeddedness among employees, and one of the most prominent recommendations is the necessity of the Baghdad Municipality adopting awareness programs To the leaders working for them, it explains the importance of empowering employees, explaining its impact on improving the quality of work,

Does Employee Engagement Strategy Matter? An Intervention to Improve Job Embeddedness of Employees in the Private Higher Education Institutions

Does Employee Engagement Strategy Matter? An Intervention to Improve Job Embeddedness of Employees in the Private Higher Education Institutions

A constructive error management culture promotes innovation and corporate social responsibility: A multi-level analysis in 10 countries

In the face of grand challenges like global warming or social inequality, firms are increasingly expected to make a positive contribution to society. As a result, they are looking for ways to fuse their own and common good interests, for example, by employing so-called Common Good HRM practices. These practices like the promotion of a constructive error management culture (EMC) aim to support an environment that facilitates positive societal and ecological change by enabling firm leaders and employees to contribute to global progress. Yet, to date empirical evidence for proposed positive effects is scarce and the embeddedness of employees in different teams and national cultures is largely neglected in prior research. The current study accounts for these shortcomings by investigating the effects of a constructive EMC as a Common Good HRM practice on employee innovativeness and internal corporate social responsibility (CSR) based on a sample of 82,927 employees working in 9253 teams in a large telecommunication company with subsidiaries in 10 different countries. Applying a comprehensive multi-level design, we find that (i) a constructive EMC has a positive impact on employee innovativeness and internal CSR and (ii) that team member diversity regarding gender, age, and tenure and cultural values affect EMC. Particularly, our analyses uncover that EMC effects differ depending on the kind of diversity and reveal a complex interplay of team composition and cultural values. Despite notable limitations like the examination of only one single organization, our work underpins the theoretically proposed benefits of applying Common Good HRM practices and highlights the need to take both team and cultural influences into account.

Different Feathers Embedding Together: Integrating Diversity and Organizational Embeddedness

AbstractDespite the increase of demographic diversity in organizational environments, little is known about how and why employees from distinct demographic backgrounds (e.g., gender, race, and/or ethnicity) become embedded in their work organizations, which is a reason why employees stay and perform in their jobs. To address this research gap, we integrate job embeddedness and social identification/self‐categorization theories and draw from critical diversity studies to theorize on the effects of varying degrees of demographic diversity on the organizational embeddedness of diverse talent. Specifically, we theorize on how monolithic, pluralistic, and multicultural organizational stages, reflecting distinct degrees of heterogeneity, structural integration, and inclusion, affect the process by which employees from both dominant and marginalized social groups develop organizational embeddedness dimensions – links, fit, and sacrifice – with a distinct nature, order, degree, and speed. We further theorize how inclusive leadership can promote organizational embeddedness of employees from all social groups in the three organizational demography stages.

دور البراعة التنظيمية في تعزيز الانغراز الوظيفي (دراسة تحليلية في دائرة صحّة واسط)

The subject of organizational dexterity is one of the important vital issues through which organizations seek to provide renewable mindsets and maintain their survival and continuity according to different organizational methods and reach the Job Embeddedness of employees. The main objective of this research is to identify the impact of organizational dexterity with its dimensions of (exploration and exploitation) in promoting Job Embeddedness with its dimensions of (links, convenience, sacrifice) in the Wasit Health Department, as the research problem lies in the extent of the interest of the researched organization in organizational dexterity and functional attachment By distancing them as well as the relationship between them, and the importance of the research is in diagnosing the impact of organizational dexterity in its dimensions in enhancing functional involvement in its dimensions. In order to achieve the goal of the research, a sample of employees in the Wasit Health Department was selected, and the researcher relied on the questionnaire as a tool for collecting the necessary data. In order to complete the research and achieve the goals it seeks, (75) questionnaires were distributed. , The statistical program (v.16 SPSS) was used, and the research reached a set of conclusions, the most important of which is that there is a significant correlation and influence between organizational dexterity in its dimensions and job Embeddedness. The research presented a set of recommendations, the most important of which is that the management of the researched organization should strengthen organizational relations within the organization and remove obstacles between employees and management, which reflects positively on enhancing job Embeddedness

Called to stay? The moderating roles of feedback from others and role clarity in the relationship between experiencing a calling and organizational embeddedness

PurposeOrganizational embeddedness of employees who are experiencing their work as a calling is of high relevance. Understanding what promotes staying in organizations can provide benefits for individuals with a calling while at the same time helping organizations to retain those valuable employees. Therefore, the purpose of this study was to investigate how and when experiencing work as a calling relates to organizational embeddedness (OE). Based on assumptions from the theory of work adjustment (TWA), the authors hypothesized a conditional effects model with feedback from others and role clarity as moderating variables.Design/methodology/approachFor this longitudinal study, the authors collected data at two measurement time points (N = 553). To tests the hypotheses, the authors performed hierarchical regression analysis. Additionally, the authors conducted simple slope tests to calculate the effects of calling on OE, depending on the different levels of the moderators.FindingsThe results indicated that higher levels of experiencing a calling are associated with higher levels of OE 18 months later while controlling for the initial levels of OE. Additionally, the moderation analysis revealed that feedback from others and role clarity strengthened the relationship between experiencing a calling and OE. Interestingly, for individuals with low feedback from others and low role clarity, experiencing a calling was not related to OE.Originality/valueAddressing recent research calls that highlight more research on boundary conditions and diverse theoretical perspectives, this study contributes to the literature on calling and organizational retention and provides a more individual and career-related view of potential predictors of OE.

Managing international knowledge flows at the fuzzy front end of discontinuous innovation

Spatially distributed knowledge in MNCs presents a challenge for the emergence of discontinuous innovations. Our study suggests that a firm’s ability to efficiently exploit international knowledge during the ‘fuzzy front end’ (FFE) depends on the relationship between international subsidiaries and the rest of the firm. Based on an in-depth case study in an international industrial firm, our empirical work identifies two coordination mechanisms firms can apply to manage their knowledge flows and thus reposition subsidiaries to favor discontinuous innovations: the managerial commitment towards local innovation activities, and the embeddedness of local employees into global innovation processes.

Contextualizing social networks: The role of person–organization fit in the network–job performance relationship

AbstractWhile scholars have attended to the performance implications of employee embeddedness in social networks within the workplace, less research accounts for the interface of employee and organizational values in enabling employees to leverage these networks. Network perspectives on employee performance acknowledge that certain informal network positions create resources that are beneficial for performance while simultaneously creating demands that may diminish or erode these benefits. Leveraging a Job Demands‐Resources (JD‐R) perspective, we suggest that person–organization (PO) fit—the perceived congruence between individual and organizational values—will play a crucial role in shaping the performance effects of demands and resources inherently generated by workplace relationships. Results suggest that PO fit moderates relationships between network positions and individual job performance. Specifically, we find that having many friendships or being heavily sought out for advice enhances performance for those with higher levels of PO fit. Supplemental analyses highlight that incoming friendships or advice ties that are cross‐functional are still beneficial for those among the highest in PO fit, but also that these same network positions can be detrimental for employees who are among the lowest in PO fit. These results contribute to a more nuanced understanding of the demands and resources generated by informal networks and how the translation of these features into performance is contingent upon the extent to which an employee identifies with organizational values.

CAREER DEVELOPMENT AND EMPLOYEE EMBEDDEDNESS IN THE CIVIL SERVICE IN ANAMBRA STATE

Retaining employees in organizations has always been one of the greatest challenges for many businesses and organizations, hence, the need to look at the role career development plays in retaining employees in the civil service of Anambra State. This study specifically examined the relationship between career capabilities and employee embeddedness and the nexus between career experience and employee embeddedness in the civil service in Anambra State, Nigeria. The work was anchored on George Elton Mayo's Human Relations Theory. A survey research design was deployed for the work, with a population of 1108 civil servants working across the three senatorial zones of Anambra state. The sample size of the study was 286 arrived at by deploying the use of Krejcie and Morgan's 1970 sample size determination formula. The data collected were analyzed using simple regression analysis and hypotheses tested at a 5% level of significance, signifying a 95% confidence level. Findings revealed that a 95% relationship exists between career capabilities and employee embeddedness, while career capabilities had a 90% influence on employee embeddedness in the civil service of Anambra State. Similarly, a 97% nexus exists between career experience and employee embeddedness, while a 95% change in employee embeddedness was accounted for by changes in the career experience of employees in civil service of Anambra State. Sequel to this, it was concluded that career development is a huge determining factor for predicting employees embeddedness. Following this, among others, it was recommended that the civil service in Anambra State needs to improve the capabilities of employees by training and developing them as it is seen that the more capable an employee is at executing his/her duties, the more the employee will embedded to the organization. Keywords: Career Development, Employee embeddedness, Civil Service, Career Capabilities and Career Experience.

Supervisor Age and Embeddedness, Employee Embeddedness, and Job Performance

AbstractGuided by social information processing theory and regulatory focus theory, this study examines embeddedness contagion related to supervisors’ age. Older (vs. younger) supervisors are more likely to become embedded in their organizations, and when employees see these older supervisors as more embedded, they are likely to take this as a positive cue signaling them to become embedded in the organization, too. This tendency is an important topic within employee age research because it can strengthen employees’ regulatory focus, which in turn affects their job performance. Analysis of matched data collected from 406 employees and their supervisors showed that supervisors’ age was positively related to supervisors’ perceptions of their own organizational embeddedness, which then positively affected employees’ perceptions of supervisors’ and their own embeddedness. Employee embeddedness perceptions, in turn, were positively related to their promotion and prevention focus. Crucially, promotion focus, but not prevention focus, predicted a variety of performance outcomes. Thus, this study explains why employees are more likely to become organizationally embedded in the presence of older supervisors and shows that such embeddedness contagion enhances their work productivity.

My Work Is Meaningless: The Consequences of Perceived Occupational Stigma for Employees in High-Prestige Occupations.

Occupational stigma is pervasive, but there is a lack of understanding about how it impacts the behaviors of employees in relatively high-prestige occupations. We draw on the job characteristics model and social information processing theory to establish hypotheses about the effects of occupational stigma on the withdrawal behavior of employees in a relatively high-prestige occupation (preschool teacher). We suggest that perceptions of skill variety and task significance among high-prestige employees may be negatively influenced due to occupational stigma perception. In addition, occupational stigma conveys information to employees that the work they do is not appreciated by beneficiaries. For those reasons, making it difficult for them to perceive the meaningfulness of their work. This lack of meaningful experience is in turn positively associated with employees’ withdrawal behavior. Furthermore, we propose that these indirect effects are moderated by perceived job embeddedness of employees. Based on data collected at two time points from 466 preschool teachers in China, we find that occupational stigma is positively related to employees’ withdrawal behavior through meaningfulness. In addition, the negative relationship between perceived occupational stigma and experienced meaningfulness is stronger for employees with high job embeddedness than for employees with low job embeddedness.

Cultivating Proactive Career Behavior: The Role of Career Adaptability and Job Embeddedness.

Scholars have widely acknowledged that proactive career behavior is essential for individuals to proactively build their careers, as well as facilitate positive career outcomes. However, there are still many questions about how to activate proactive career behavior. In the current study, we consider whether, how and when regulatory focus of individuals would evoke their proactive career behavior. Based on career construction theory, we utilized the career adaptability framework to develop and test the mediating effect of individual regulatory focus on proactive career behavior through career adaptability. Moreover, we further proposed that job embeddedness plays a contingency role in moderating the extent to which regulatory focus contributes to proactive career behavior with the mediation of career adaptability differently and uniquely. Using a sample of 247 participants and collecting data in three waves, we found that the promotion focus of employees positively influences their proactive career behavior through the mediation of career adaptability. Furthermore, the indirect effect of promotion focus on proactive career behavior via career adaptability was moderated by the dichotomy of job embeddedness of individuals respectively and differently. Specifically, the positive relationship between promotion focus and proactive career behavior via the mediation of career adaptability was strengthened by the on-the-job embeddedness of employees, whereas the relationship was weakened by their off-the-job embeddedness. The overall findings broaden our understanding in terms of the underlying mechanism of proactive career behavior, suggesting that the promotion focus of individuals fosters proactive career behavior via career adaptability, and on-the-job and off-the-job embeddedness as contingency factors alter the effect of career adaptability.

Individual Level Effects of Entrepreneurship Training: A Natural Field Experiment

It is scientific consensus that entrepreneurship training of school kids and university students is effectively resulting in entrepreneurial activity. However, we have a limited theo-retical understanding of entrepreneurship training of employees. As most employees are not inherently entrepreneurial, we lack an understanding of entrepreneurship training as a poten-tial explanatory link between the organizational and individual level to explain the emer-gence of entrepreneurial employees. Within this study, we conceptualize a theoretical model based on the established constructs as well as a self-developed scale. Our model reflects both the organizational embeddedness and entrepreneurial behavior of employees inside the or-ganization. We conducted a natural field experiment within a large German multinational technology company over a time period of half a year. As we measured the effects of entre-preneurship training as change within entrepreneurial behavior of employees over time, we tested our model using a difference-in-differences estimator. Our results support the hypothe-sized positive treatment effect of entrepreneurship training on entrepreneurial self-efficacy. Moreover, we find a significant impact of time availability and management support on the development of entrepreneurial behavior of employees. Our results suggest entrepreneurship training to be an explanatory link between an organization and the emergence of entrepre-neurial employees.

Factors affecting job embeddedness of employees in IT sector: A review study

Factors affecting job embeddedness of employees in IT sector: A review study

Locus of control: an employee job embeddedness implication for bankers in Nigeria

Purpose: This study examined the relationship between Locus of Control (LOC) and Employee Embeddedness (EE) in Nigeria's selected commercial banks. Research Methodology: The study adopted a survey research design with a population of 400 employees. The sample size was 190 was determined using Krejcie and Morgan formula. A questionnaire was the instrument for data collection, while the analysis was carried out using descriptive and inferential statistics. The hypothesis was tested at a 5% level of significance, Results: Internal LOC has a statistically significant effect on sacrifice (R = .976; R-Square = .952; p-value < 0.05). Internal LOC makes it possible for employees to be more entangled in the organization, thereby making exiting the firms more difficult. Limitations: Data was not collected from different regions in Nigeria, hence limiting the study's generalizability. Contribution: This study represents the most recent LOC work, and it is novel in relating LOC to EE in Nigeria. Keywords: Locus of Control, Internal LOC, Employee job embeddedness, Sacrifice

직무배태성 인식에 따른 MICE산업 종사자 세분집단별 조직애착 및 잔류의도 차이 연구

This study recognizes the necessity of human resource research in the MICE industry and deals with human resource management and human resource development issues. This study verified the perception of job embeddedness in the MICE industry and investigated differences in behavioral intentions. Cluster analysis was performed using 208 sample of employees in MICE industry. The results indicated that there are three different groups, and are differences among their organizational attachment and intention to stay in MICE industry. Clustering was possible and there was a demographic difference of the clusters according to the degree of recognition of job embeddedness among workers in the MICE industry. Based on the results, this study emphasizes the importance of education and training and motivation to increase the job embeddedness of MICE employees.

Analysis the Influence of Job Embeddednes and Work Engagement on Improving Employee Performance in Rsud Haji of South Sulawesi Province in 2020

Performance is the result of quality and quantity of work achieved by employees in carrying out their duties in accordance with the responsibilities given to them. The role of reliable and professional employees is very helpful in improving organizational performance. The quality of employees who are still far from adequate will certainly affect the achievements. This study aims to analyze the Influence of Job Embeddednes and Work Engagement on Improving Employee Performance in RSUD Haji of South Sulawesi Province in 2020. The type of research conducted is quantitative research using observational studies with cross sectional study design. The sample in this study were employees who worked at RSUD Haji with 240 respondents. The results showed there was an influence of job embeddedness on employee performance (p = 0,000), there was an influence of job embeddedness on work engagement (p = 0,000), there was an influence of work engagement on performance (p = 0,000), and there was no influence of job embeddedness on employee performance through work engagement (coefficient = 0.146). It is recommended to the hospital management to increase the embeddedness and engagement of employees, where employees can feel the compatibility of the work and improve the formal or informal relationship between an employee and the hospital environment so that the impact on improving the quality and performance of the hospital.

Linking authoritarian leadership to employee organizational embeddedness, LMX and performance in a high-power distance culture: a mediation-moderated analysis

PurposeThis study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives as job satisfaction and in-role performance and (2) to identify the moderating conditions which place limits on the impact of authoritarian leadership on work outcomes.Design/methodology/approachData were collected on 552 supervisor-subordinate dyads from the United Arab Emirates. A series of research hypotheses were tested using a mixed-method statistical approach, including CFA and moderated hierarchical regression analysis.FindingsAs predicted, authoritarian leadership exerts negative impact on subordinates' job satisfaction and performance through poor quality LMX and weak employee organizational embeddedness. Both LMX and employee embeddedness mediated the negative relationship between authoritarian leadership and outcome measures while power distance moderated the relationship of authoritarian leadership with LMX and employee organizational embeddedness. Low power distance orientation was found to exacerbate the negative impact of authoritarian leadership on the quality of both LMX relationships and employee embeddedness.Research limitations/implicationsThe study shares limitations of most studies cast in the survey research design.Practical implicationsThe findings underscore the importance of work environment in nurturing high quality LMX relationships and employee organizational embeddedness to buffer the negative effect of authoritarian leadership on subordinates' job satisfaction and performance. In high power distance cultures where workplace inequality is largely rationalized, subordinates who perceive their leaders as authoritarian tend to show low job satisfaction and poor in-role performance. These findings illustrate the importance of management intervention in the early stage of recruitment and selection to attract managers receptive to egalitarian leadership approaches who can equip subordinates with appropriate resources to enhance their job satisfaction and performance outcomes.Originality/valueThe study offers valuable new insights into the mechanism by which authoritarian leadership influences work outcomes in a high-power distance culture. It represents first systematic effort in the Middle Eastern context to identify the conditions that mediate the linkage between authoritarian leadership and work outcomes. The study adds value to the literature by investigating the moderating role of power distance at the individual level of analysis. It detects significant differences in subordinates' perception of power inequality in the workplace in a culture viewed as a high-power distance culture and illustrates how such differences in turn shape the quality of LMX and employee organizational embeddedness.

İş-Yaşam Dengesinin Yaşam Doyumuna Etkisinde İşe Gömülmüşlüğün Aracılık Rolü: Konaklama İşletmelerinde Bir Uygulama (Job Embeddedness as a Moderator of the Impact of Work-Life Balance on Life Satisfaction: An Application in Hospitality Business)

Purpose – The aim of this study is to examine the effect of work-life balance on life satisfaction in the context of mediating role of job embeddedness. Design/methodology/approach – A questionnaire-based study was carried out 598 employees who work in the accommodation establishments, located in the tourism destination of Manavgat, Antalya. The data were obtained using Hayman's (2005) Work-Life Balance Scale, Mitchell et al's (2001) Job Embeddedness Scale and Diener et al’s (1985) Life Satisfaction Scale. Findings – As a result of the correlation analyses, statistically significant relationships were found between work-life balance and job embeddedness, job embeddedness and life satisfaction, and work-life balance and life satisfaction. Regression analysis and Sobel test findings reveal that job embeddedness has a mediating role in the relationship between work-life balance and life satisfaction. Discussion – This study reveals that the effect of job embeddedness on the relationship between work-life balance and life satisfaction is statistically significant. In addition, the significant relationships between the variables discussed in the study indicate the importance of the relationship between job embeddedness and life satisfaction, as the work-life balance affects both the business and private life of employees. In this context, if the individual's work-life balance is deteriorated, both his work life and his private life are affected, and then his life satisfaction is also affected. The use of applications to be associated with job embeddedness in businesses will be an important force that increases employees' commitment to the organization. At this point, it would be appropriate to pay particular attention to personal values to be compatible with the values of the organization in order to increase employee embeddedness.