Employee Job Embeddedness Research Articles

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,

Impact of person-environment fit on construction project managers' turnover intention: a moderated mediation model

PurposeHigh turnover of project managers is a common phenomenon in the construction industry, which has a negative impact on the productivity and performance of construction firms. The study investigates the mechanisms of person-environment fit on turnover intention of construction project managers and the mediating role of job embeddedness. The authors also tested the moderating role of perceived organizational support in the influence of job embeddedness on turnover intention.Design/methodology/approachThe data were collected from managers of 62 construction and infrastructure projects in Wuhan. Based on person-environment fit theory, job embeddedness theory and social exchange theory (SET), the authors employ structural equation modeling (SEM) to examine the hypotheses.FindingsResults show that if project managers are not well-fitted with the environment of organizations, it reduces their embeddedness in jobs, which in consequence makes them more inclined to leave. Job embeddedness mediates the relationship between person-environment fit and turnover intention. In addition, the authors validated the moderating effect of perceived organizational support, showing that the higher the employee's job embeddedness, the lower the employee's turnover intention.Originality/valueConstruction companies can retain project managers and stabilize management teams through effective management strategies, thus effectively reducing the separation costs of construction companies.

The effect of employee recognition on restaurant employees’ job embeddedness, knowledge sharing and service orientation: abusive supervision as a moderator

PurposeThe purpose of this paper is to develop and test a research model that explores the interrelationships of employee recognition, job embeddedness (JE), knowledge sharing, service orientation and abusive supervision. Specifically, the model proposes that JE mediates the impact of recognition on knowledge sharing and service orientation, while abusive supervision moderates the indirect influence of recognition on knowledge sharing and service orientation via JE. The model also proposes that JE and knowledge sharing mediate the link between recognition and service orientation in a sequential manner.Design/methodology/approachData were gathered from restaurant frontline employees in three waves in Ghana. The hypothesized links were gauged via structural equation modeling using Mplus 7.4.FindingsThe vast majority of the hypothesized relationships were supported by the empirical data. Specifically, JE mediated the impact of recognition on knowledge sharing and service orientation. JE and knowledge sharing sequentially mediated the impact of recognition on service orientation. Abusive supervision moderated the positive effect of recognition on JE and JE on knowledge sharing such that the effects were stronger among frontline employees with low levels of abusive supervision. In addition, abusive supervision moderated the indirect effect of recognition on knowledge sharing through JE. On the contrary, abusive supervision did not significantly moderate the linkage between JE and service orientation. This is also true for abusive supervision as a moderator of the indirect influence of recognition on service orientation via JE.Practical implicationsManagement should not only focus on financial rewards but also consider non-financial rewards such as employee recognition. This is what is overlooked among practitioners. Therefore, restaurant managers/supervisors should use recognition mechanisms such as certificate of appreciation, plaque of honor and/or oral praises wherever possible to trigger employees’ JE, knowledge sharing and service orientation. Restaurateurs should also arrange training programs for supervisors to make them avoid practicing abusive supervision that would erode JE and knowledge sharing.Originality/valueEvidence about the organizationally valued consequences of employee recognition in the hospitality literature is sparse. With this realization, this paper advances the current knowledge by gauging JE as a mediator between recognition and knowledge sharing and service orientation. Unlike other empirical pieces, JE and knowledge sharing as the sequential mediators of the effect of recognition on service orientation are tested. This paper advances the current knowledge base by assessing abusive supervision as a moderator concerning the previously mentioned linkages. This paper also contributes to the literature by gauging abusive supervision as a moderator of the indirect impact of recognition on knowledge sharing and service orientation via JE.

Research on the Effect of Narcissistic Leadership on Employee Job Embeddedness.

Narcissistic leadership is the synthesis of narcissistic personality traits and leadership behaviors that are motivated mainly by self-interest needs and arrogant beliefs. Such leadership style has multiple effects on organizations and employees. The amplifying influence of narcissistic leadership on their subordinates has become a hot topic in the field of organizational behavior. Based on the social exchange theory and the resource conservation theory, the current study constructs a chain mediation model of narcissistic leadership affecting employees’ job embeddedness with 405 corporate employees as survey respondents. The results of data analysis show that narcissistic leadership is significantly and negatively related to employees’ job embeddedness; Leader-member exchange (LMX) and perceived insider status not only play a mediating role between narcissistic leadership and job embeddedness but also play a chain mediating roles in the relationship between narcissistic leadership and job embeddedness. Our findings deepen the theoretical exploration of narcissistic leadership and help all types of organizations to improve their leadership practices.

Effect of Fear of Pandemic Infection on Employee Psychological Wellbeing:

In this paper, we studied the impact of fear of pandemic (COVID-19) on employee psychological wellbeing. We hypothesized that the direct relationship between these two variables was mediated by rumination and moderated by employee job embeddedness and perceived organizational support. To test this moderated-mediation model, we collected the study data from 307 respondents working in Pakistan's banking and healthcare organizations. We used structural equation modelling and Process MACRO for analysis of the data. The study results confirmed that pandemic fear had a significant adverse effect on employees’ psychological well-being. Further, this relationship was mediated by employee rumination and moderated by perceived organizational support, as hypothesized. However, contrary to our initial hypothesis, and previous research findings of a recent study, the conditional indirect effect of the organizational embeddedness positively affected employee psychological wellbeing. The current study significantly contributed to job embeddedness theory which affirms that the job embeddedness provides resources that help improve employee well-being. Finally, the paper presents the practical implications, limitation and future research directions.

A Study on the meaning of work and job embeddedness affecting the creative behavior of organization members

This study attempted to confirm the factors that the meaning of work perceived by organization members and job embeddedness affects creative behavior. In addition, we tried to confirm the relationship between the meaning of work and job embeddedness. On the other hand, we tried to verify the mediating effect of job embeddedness between the meaning of work and creative behavior. Accordingly, the following results and implications were derived through the hypotheses set for the members of small and medium-sized enterprises. First, the meaning of work showed a positive effect on job embeddedness and creative behavior, and it was empirically analyzed that job embeddedness was improved on creative behavior. In order to improve the creative behavior of organizational members, the need for advancement of the management and training system to systematically improve and strengthen the meaning of work and job embeddedness has emerged. Second, job embeddedness showed a mediating effect between the meaning of work and creative behavior. In other words, the employee's job embeddedness acted as a direct or indirect factor according to the improvement of the meaning of work and creative behavior. Accordingly, as one of the major factors in human resource management and strategic human resource development for the advancement of the sustainable management system, the need for institutional establishment and implementation was required as it became more efficient and effective.

Linking supervisor incivility with job embeddedness and cynicism: The mediating role of employee self-efficacy

Applying the conservation of resource resources theory and the self-efficacy theory, this study investigates the relationship between supervisor incivility, self-efficacy, cynicism and the job embeddedness of employees in the hotel industry. The role of self-efficacy, as an important variable that mediates the relationship between the predictor and the criterion variable, is significantly evaluated. A non-probability sampling technique was used to collect 245 questionnaires from frontline employees of five and four-star hotels in Nigeria. The findings reveal that supervisor incivility has a negative effect on self-efficacy and a positive effect on cynicism, and that self-efficacy negatively affects cynicism. There was no significant relationship with job embeddedness in the study. Importantly, the investigation establishes that self-efficacy is a mediating variable between supervisor incivility and cynicism. The study noted the importance of adopting a policy that introduces periodic seminars and professional training for both employees and supervisors, as a means for curbing incivility and cynicism. The study concludes with theoretical and practical implications, leaving room for further investigation

Linking Supervisor Incivility With Job Embeddedness and Cynicism: The Mediating Role of Employee Self-Efficacy

Applying the conservation of resources theory and the self-efficacy theory, this study investigates the relationship between supervisor incivility, self-efficacy, cynicism and the job embeddedness of employees in the hotel industry. The role of self-efficacy, as an important variable that mediates the relationship between the predictor and the criterion variable, is significantly evaluated. A non-probability sampling technique was used to collect 245 questionnaires from frontline employees of five- and four-star hotels in Nigeria. The findings reveal that supervisor incivility has a negative effect on self-efficacy and a positive effect on cynicism, and that self-efficacy negatively affects cynicism. There was no significant relationship with job embeddedness in the study. Importantly, the investigation establishes that self-efficacy is a mediating variable between supervisor incivility and cynicism. The study noted the importance of adopting a policy that introduces periodic seminars and professional training for both employees and supervisors, as a means for curbing incivility and cynicism. The study concludes with theoretical and practical implications, leaving room for further investigation.

Entrepreneurial Leadership and Turnover Intention in Startups: Mediating Roles of Employees’ Job Embeddedness, Job Satisfaction and Affective Commitment

Entrepreneurial leadership is critical for the sustainable development of start-ups and plays a key role in employees’ turnover intentions. The purpose of this study was to examine the relationship between entrepreneurial leadership and turnover intentions of employees within enterprises established in the last five years. This paper explored this relationship through multiple serial mediators, specifically, employee affective commitment, job embeddedness, and job satisfaction. A quantitative approach was employed on a sample of 403 participants from 62 ventures. The results demonstrated that entrepreneurial leadership can reduce employee turnover intentions, and the impact is through job embeddedness, job satisfaction, and affective commitment, in series. This study is the first try of a three-serial-mediator model for the relationship between entrepreneurial leadership and turnover intentions, and it leads to a better understanding of the significance of entrepreneurial leadership.

The moderating effect of career stage on the relationship between job embeddedness and innovation-related behaviour (IRB)

PurposeThe purpose of this paper is to re-examine the moderating effect of career stage on the relationship between job embeddedness and innovation-related behaviour (IRB).Design/methodology/approachData were collected from a sample of 310 Chinese media organisation employees and were analysed using moderated structural equation modelling.FindingsCareer stage significantly moderated the relationship between job embeddedness and IRB; individuals who experienced high job embeddedness in their early career stage were found to be engaged in more IRBs than those who experienced low job embeddedness in their early career stage. Moreover, the author also found that individuals who experienced high job embeddedness at mid-late career stages were less engaged in IRB, as compared to those at earlier career stages.Research limitations/implicationsThese findings contribute to the understanding of the relationship between employee job embeddedness and IRB at different career stages. The findings are limited by the cross-sectional nature of the data.Originality/valueThis study demonstrates that individuals at a mid-late career stage may define their work roles differently to those at an early career stage. Employers often expect individuals in the mid-late career stage to facilitate the work of others and to assist junior colleagues in their professional growth (Super et al., 1996).

Female human resource professionals’ job embeddedness in relation to commitment foci: An exploratory study

Orientation: Managers and human resource practitioners who are concerned about managing talent as a critical resource need to recognise how employees’ job embeddedness relates to their commitment foci within the organisation. By understanding this relationship, gaps can be identified and talent can be managed optimally.Research purpose: The purpose of the study was, firstly, to establish whether a significant relationship exists between job embeddedness and a set of commitment foci and, secondly, to identify the variables that contribute the most to the relationship.Motivation for the study: Organisations increasingly devote more attention to initiatives that enhance the commitment and job embeddedness of their employees in order to assist in the design of a sound talent management plan to close the talent gaps.Research approach, design and method: A quantitative approach was used in this study, utilising a cross-sectional survey design to achieve the objective of the study. Descriptive statistics, Pearson’s product-moment correlations and canonical correlation analysis were conducted. The participants were primarily black women at an early stage of their career, who were employed in the human resource management field in a professional capacity.Main findings: The results indicated that job embeddedness significantly and positively accounted for the variance in organisational and occupational commitment foci of the participants.Practical and managerial implications: Human resource practitioners and managers need to consider how the job embeddedness of employees – specifically female employees – affects their commitment foci in developing talent management plans as part of the organisational strategy.Conclusions: The findings of the study provided empirical confirmation of theoretical views on the psychological aspects that keep employees embedded in their jobs and how these aspects relate to their commitment foci.

Plugged In or Disconnected? A Model of the Effects of Technological Factors on Employee Job Embeddedness

Technology continues to play an ever-increasing role in both our work and private lives. In parallel with this expanding reliance on technology has been a shift in how people now view their jobs. Therefore, the purpose of this article is to provide a theoretical model that bridges these two areas—technology and employee attitudes (more specifically, work-related feelings of embeddedness). Within our model, we consider aspects of common work-related technologies and key perceptual variables related to technology, and how both areas can influence embeddedness in one's job. We conclude the article by providing examples of how specific technologies that are commonly found in today's work environment may influence job embeddedness perceptions, and we discuss the implications of the model on both theory and practice. © 2015 Wiley Periodicals, Inc.

How workforce immobility and external exposure jointly influence organizational performance

We suggest that employee job embeddedness and retention may lead organizations to become immobile and unable to make important changes. We hypothesize and find that organizations with a highly immo...