Purpose The COVID-19 pandemic broke out in December 2019 in Wuhan, China. In February 2020, countries responded to the pandemic by issuing guidelines to maintain social distancing, including enforcing lockdowns. Organisations were required to have their employees work from home (WFH), which had both positive and negative outcomes. During this pandemic, employees were embedded/stuck at home in the lockdown, and as people were forced to WFH remotely, a key question emerged: How does working from home - along with job embeddedness, supervisor’ listening perception, turnover intention and motivation-affect together simultaneously on turnover behaviour in such a context. This paper main aim is to examine that. Design/methodology/approach Five hypotheses were formulated for this research. Data were drawn from an online survey of 126 professional IT employees of a global high-tech firm in the first COVID-19 lockdown in Israel. Logistic regression analysis was conducted to test the hypotheses (via PROCESS) along with a sensitivity power analysis. Discriminant and convergent validity through a series of confirmatory factor analyses were conducted to evaluate the model. Findings The main findings indicate that embeddedness (“stuckness”) decreases turnover intention, and that turnover intention mediates the job embeddedness–decision to leave relationships. Intent to leave mediated the embeddedness–actual turnover relationship only for individuals with a low level of job motivation. Finally, a significant moderated–mediating effect of embeddedness on actual turnover through turnover intention for individuals who rated their supervisors’ listening as high but had low motivation was found. These findings offer important insights for managers of high-tech firms aiming to improve employee retention and reduce turnover behaviour. Finally, it was found that WFH strategy that was used during the COVID-19 pandemic (that might create quiet quitting) and is still used in the labour market and the high-tech sector is not significantly related to IT employees’ turnover intention and hence will not prevent intent to leave and probably turnover behaviour in the IT sector. The findings are discussed considering the literature. Originality/value This paper emphasises the findings of full remote work/WHF in the high-tech sector among engineers in lockdown conditions on turnover behaviour. No research examined it under full closure conditions of the COVID-19 when employees were forced to WFH only and work only remotely while they did not work hybrid and cannot do that because of the lockdown. Bloom et al. (2024, p. 1) found that “hybrid work improved reduced quit rates by one-third”. However, in contrast to that research, this study checked the impact of hybrid work and not full WFH and also with a different study population. Thus, it seems that to fully WFH where employees were forced to work entirely remotely and cannot work hybrid, there is a different impact on IT employees’ turnover. Additionally, WFH setup did not moderate or mediate the embeddedness–turnover intention/resigning relationship. Thus, indirectly encouraging embeddedness can assist in retaining IT employees and preventing turnover behaviour. Employees’ motivation level moderates the relationship between embeddedness and intent to leave at varying levels. Finally, listening moderates motivation’s significant moderated mediation effect on the relationship between embeddedness and intent to leave. These results extend the turnover literature.

Purpose: This study examined the effects of dispatch work experience on job embeddedness, organizational commitment, and turnover intention among nurses. Methods: A cross-sectional survey was conducted among 130 nurses working at a tertiary hospital in Seoul. Data were analyzed using IBM SPSS version 28.0 with descriptive statistics, the independent t-test, one-way analysis of variance, Pearson correlation coefficients, and multiple linear regression. Results: Overall, 62.3% of participants reported improved competency following dispatch work experience, whereas 80.7% perceived pre-training as insufficient. Nurses with prior interaction with dispatch unit staff demonstrated significantly higher job embeddedness (F=10.37, p=.002) and organizational commitment (F=5.87, p=.017), along with significantly lower turnover intention (F=4.98, p=.027). Multiple regression analysis showed that job embeddedness was positively associated with prior interaction with dispatch unit staff (β=.170, p=.031) and perceiving dispatch operations as appropriate (β=.297, p<.001). Organizational commitment was significantly influenced by the perception of dispatch operations as appropriate (β=.209, p=.013). No dispatch-related factors were significantly associated with turnover intention. Conclusion: Positive perceptions of dispatch work and prior interaction with dispatch unit staff contribute to job embeddedness and organizational commitment. Improvements such as enhanced pre-interaction opportunities, practice-based training, and consideration of dispatch preferences are needed to optimize dispatch work experiences.

Purpose: This study aimed to investigate the factors influencing job embeddedness among advanced beginner nurses, with particular emphasis on the roles of positive psychological capital and the nursing work environment. Methods: This cross-sectional study included 216 advanced beginner nurses from two university-affiliated hospitals. Data were obtained using standardized questionnaires and analyzed with descriptive statistics, the independent t-test, one-way analysis of variance, Pearson correlation coefficients, and multiple regression analysis. Results: The average score for job embeddedness was 3.34±0.54, for positive psychological capital was 4.00±0.67, and for the nursing work environment was 2.67±0.39. Multiple regression analysis showed that positive psychological capital and the nursing work environment significantly predicted job embeddedness, accounting for 59.3% of its variance. Conclusion: The findings suggest that enhancing positive psychological capital and improving the nursing work environment are essential for promoting job embeddedness among advanced beginner nurses. These results provide empirical support for the development of targeted interventions that facilitate their transition toward becoming competent nurses.

Frustration, disillusionment, and unfavourable views that promote mistrust of people or organisations are characteristics of organisational cynicism in the workplace. Such pessimism is frequently linked to decreased civic engagement and organisational commitment. This study examined the mediating impact of job embeddedness on the relationship between organisational cynicism and organisational commitment among officers of the ABC Military Organisation. Considering Social Exchange Theory, the study evaluated how employees' attachment to the company is affected by unfavourable perceptions. Stratified random sampling was used to choose 332 officers from a population of 2,449, in accordance with the Krejcie and Morgan sample size table. A Pilot study was conducted using thirty officers to rate the validity and reliability of the questionnaire. Data for the cross-sectional study was collected using a standardised, self-administered questionnaire. The findings indicated that job embeddedness has a positive impact on organisational commitment, while organisational cynicism has a negative impact on both organisational commitment and job embeddedness.

This study aimed to analyze the effects of hairdressers’ Organizational Citizenship Behavior (OCB) on customers’ positive word-of-mouth (WOM) and revisit intention. Hypotheses were tested using 292 samples through validity, reliability, correlation, and regression analyses. First, among the hairdressers’ OCB subfactors, customer convenience orientation and organizational involvement significantly affected customers’ positive WOM, while sportsmanship did not have a significant effect. Second, both customer convenience orientation and organizational involvement significantly affected customers’ revisit intention, but sportsmanship did not have a significant effect. Third, customers’ positive WOM was confirmed to have a significant positive effect on revisit intention. These results suggest that beauty service employees’ customer-centric attitudes and organizational commitment are key drivers for building positive customer perception and loyalty. Therefore, beauty service organizations need to develop systematic human resource management strategies to strengthen employees’ customer convenience orientation and job involvement. This study provides empirical evidence that OCB components directly perceived by customers (convenience orientation and organizational involvement) are vital for improving salon service quality and establishing long-term customer retention strategies.

This study examines the impact of perceived overqualification (POQ) on employee negative megaphoning behaviours, focusing on the mediating roles of work-related stress and job embeddedness. A mixed-methods design was employed across two complementary studies. Study 1 analysed two-wave survey data from 431 hotel employees in China using structural equation modelling (SEM) in Mplus. Study 2 utilised a scenario-based experiment with 107 participants from the education sector to validate the proposed relationships. Results from both studies demonstrated a positive association between POQ and three forms of negative megaphoning—internal, external, and anonymous social media megaphoning. Work-related stress and job embeddedness emerged as significant mediating mechanisms explaining how misfit perceptions translate into negative communication behaviours. This research advances person–job fit theory by identifying POQ as a meaningful antecedent to negative megaphoning and by illuminating the psychological pathways through which misfit affects employee communication. Practically, the findings highlight the importance of reducing work-related stress and enhancing job embeddedness to help service organisations mitigate the reputational risks associated with POQ.

The Impact of Human Resources Management Strategies on Employee’s Performance: Role of Job Embeddedness and Organizational Commitment as Mediator Variables

This study conducted a systematic literature review by synthesizing existing literature on talent management (TM) and employee retention in knowledge-intensive firms (KIFs). Using the PRISMA framework, the review analyzed 72 peer-reviewed articles published between 2013 and 2025, sourced from Scopus, Taylor & Francis online, Wiley online library online, JSTOR. Both qualitative and quantitative studies were included to provide a comprehensive understanding of how TM practices such as talent acquisition, leadership development, succession planning, and knowledge transfer affect employee retention outcomes such as turnover intention, job embeddedness, loyalty, and affective commitment in the context of KIFs. Following the tenets of the PRISMA 2020 framework, the study applies rigorous screening and inclusion criteria to assess conceptual alignment, empirical strength, and contextual relevance of the various papers. The findings affirm that TM is not merely an HR activity but a strategic enabler of organizational resilience, competitive advantage, and knowledge continuity in today’s rapidly evolving, post-pandemic economy. The analysis shows that effective TM practices such as talent acquisition, leadership development, succession planning, flexible work arrangements, and performance-based recognition are vital in influencing employees’ intention to stay. These interventions, together with important mediating variables such as perceived organizational support (POS), psychological empowerment, job satisfaction, and organizational commitment greatly influence employees’ intention to stay or otherwise. Additionally, factors like digitalization, employee value alignment, and inclusive leadership further reinforce the TM-ER relationship. This is particularly so in sectors where knowledge and innovation are central to success. The review shows that despite the abundant data, several gaps persist. Most studies rely on cross-sectional design,s indicating a scarcity of longitudinal and mixed-method designs studies. Furthermore, there is limited representation of low and middle-income countries (LMICs), especially in Africa and Latin America. This study offers a unique contribution to the field of Talent Management by systematically analysing the relationship between talent management and employee retention within knowledge-intensive firms (KIFs).

Purpose This study aims to explore job embeddedness (JE) from a stuckness perspective by nesting the principles of conservation of resources (COR) theory in the context of public energy sector organizations. The study examines the impact of on-the-job embeddedness (ONTJE) and off-the-job embeddedness (OFFTJE) on the workplace well-being of employees. Remote locations are a common feature of energy sector organizations and a significant concern for both employees and employers. The study examines the moderating role of locational remoteness in the relationship between OFFTJE and workplace well-being. Design/methodology/approach The hypothesized model was evaluated using 399 data points collected from employees of energy sector organizations through an online survey. The data for independent and dependent variables were collected at various times. The partial least squares-structural equation modeling technique was used to assess the measurement and structural model. Findings The study found that both ONTJE and OFFTJE are positively associated with workplace well-being. However, OFFTJE demonstrated a slightly stronger standardized path coefficient (ß = 0.375) compared to ONTJE (ß = 0.323), indicating its higher predictive strength in this context. In addition, remoteness was found to moderate the relationship between OFFTJE and workplace well-being, contributing to the resource caravan’s discussion in the COR theory. Practical implications The results of the study indicate that, despite its many positive effects, JE is not a cure-all. According to the complementarity perspective, employees who are embedded report lower levels of well-being when assigned to remote locations. In this context, leaders of the organization and policymakers must consider the context in which they are embedded to avoid potential unintended negative effects. Originality/value To the best of the authors’ knowledge, this is one of the initial studies to examine the relationship between embeddedness and workplace well-being, which includes both the hedonic and eudemonic perspectives. The study also includes the understudied dimension of embeddedness and OFFTJE and weaves it into the context of the study to bring out its criticality for energy and allied sectors by studying it alongside remoteness.

Mentorship in academia is essential to both the success of students and the advancement of faculty. These guiding relationships include a gender complexity within academia. To better understand this dynamic, 36 women of varying academic positions were interviewed and surveyed about their experiences of mentorship in higher education. Viewing this complex relationship through the job embeddedness theory, thematic analysis of the data revealed a primary theme detailing mentorship on a continuum from investment to exploitive. The continuum includes (a) contextual influences, (b) relational experiences, and (c) impact, each of which has implications for academia and academic women, including mentors and mentees. In consideration of these implications, we offer recommendations for universities, mentors, and mentees centered around fit and links, including the importance of availability and vulnerability, shared identity and focus, as well as consideration of sacrifice, each of which is a foundational aspect of the job embeddedness theory.

ABSTRACT Grounded in the resource caravan perspective of conservation of resources theory, this study examines how mindfulness shapes job embeddedness and career satisfaction through the sequential mechanisms of resilience and career adaptability. Data were collected from 247 full-time employees in Thailand, and hypotheses were tested using structural equation modelling with bootstrapping procedures. Results demonstrate that resilience and career adaptability jointly mediate the link between mindfulness and both job embeddedness and career satisfaction. These findings extend organizational and managerial literature by clarifying mindfulness as a psychological resource, validating conservation of resources theory, and situating these dynamics within the career adaptability framework.

Developing human capital can significantly improve the competitive position of businesses in the hospitality sector. Insights are generated through combing the Job Embeddedness framework with the Employee Value Proposition model to analyze 10 semi-structured interviews with restaurant owners/managers in the Netherlands to reveal best practices for building human capital through successful employee retention. The results from the study highlight that many restaurants engage in one or more practices for building human capital. The identified practices include payment of wages above market rates, development of a realistic work-life balance, and investment in engaging with employees and in developing a supportive organization culture. However, the research revealed that most of these practices are not part of an integral plan. Findings support the development of a more structurally planned and aligned approach to retaining and engaging employees, which may help restaurants to develop their human capital to build and maintain a competitive advantage.

This study investigated the complex interplay between workplace well-being, workplace incivility, job embeddedness, and turnover intention among employees in the logistics sector. Amid rising concerns about interpersonal mistreatment and employee retention, understanding how these interacting variables become critical in high-incivility environments is necessary. The primary objective is to assess the direct effects of wellbeing and incivility on turnover intention and examine whether job embeddedness moderates these relationships. Using a quantitative approach, data were collected from 160 logistics employees in East Kalimantan and analyzed using Partial Least Squares Structural Equation Modeling with SmartPLS 4. The results reveal that workplace incivility has a strong positive effect on turnover intention, whereas workplace well-being has no significant effect. Job embeddedness significantly moderates the relationship between incivility and turnover intention, but not between well-being and turnover intention. These findings provide new insights into the boundary conditions of embeddedness theory and highlight the importance of social cohesion in mitigating the effects of negative workplace behaviors. Practical implications emphasize the need for respectful work culture and strategic HR interventions to strengthen employee attachment and reduce attrition risks in high-stress settings.

This study investigates the effects of job involvement and job embeddedness on organizational commitment, with job satisfaction as a mediating variable, within a relationship-oriented small and medium enterprise (SME) context. Grounded in Social Exchange Theory, the research emphasizes how employees’ emotional and social attachment to their organization contributes to stronger affective commitment through enhanced job satisfaction. Data were collected from 37 employees of CV Dear Eleanor, an SME operating in the food and beverage sector in Yogyakarta, Indonesia. Using Structural Equation Modeling with Partial Least Squares (SEM-PLS), the results reveal that job involvement and job embeddedness significantly and positively influence job satisfaction. Furthermore, job satisfaction has a significant mediating effect on the relationship between both antecedents and organizational commitment. However, the direct relationship between job involvement and organizational commitment was found to be insignificant, indicating that employee commitment in SMEs is primarily driven by satisfaction derived from involvement rather than involvement itself. The findings reinforce the relevance of Social Exchange Theory in explaining employee behavior within relationally oriented SMEs, where interpersonal bonds and perceived organizational support play vital roles in shaping commitment. This study contributes to the literature by providing empirical evidence on how job satisfaction functions as a psychological mechanism linking involvement, embeddedness, and organizational commitment in small-scale service enterprises. Managerially, the results highlight the importance of fostering employee satisfaction and relational attachment to enhance commitment and retention in SMEs.

Background: The global healthcare sector faces significant challenges in retaining skilled nurses due to various reasons leading to high turnover. These issues affect both public and private healthcare systems. Addressing these is crucial to ensure quality patient care and sustainable healthcare services, especially as the demand for skilled healthcare workers grows globally. This study examines the impact of job embeddedness and self-leadership on retention and turnover intentions among skilled nurses. Methods: This cross-sectional study involves 138 skilled nurses who met the criteria and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Results: Job embeddedness significantly enhances nurse self-leadership (β = 0.671, p < 0.001) and intention to stay (β = 0.658, p < 0.001), promoting commitment but negatively impacts turnover intention (β = -0.312, p = 0.004), suggesting its effectiveness in reducing turnover. Nurse self-leadership did not directly relate to the intention to stay. The moderating effect of length of service on the relationship between self-leadership and intention to stay underscores the importance of customized retention strategies. Conclusion: Job embeddedness is essential for retaining skilled nurses, and healthcare facilities should create a supportive environment that encourages connection and belonging. Retention strategies such as self-leadership training can enhance nurse commitment and reduce turnover. These findings offer valuable insights for effective nurse retention strategies in the competitive healthcare landscape. Keywords: intention to stay; job embeddedness; nurse self-leadership; turnover intention

IntroductionWith the rapid advancement of the artificial intelligence (AI) industry, the demand for employee innovation performance has become increasingly critical for enterprise competitiveness. However, how organizational factors such as perceived organizational support (POS) influence innovation performance among AI employees remains underexplored.MethodsDrawing upon Social Exchange Theory and Self-Determination Theory, this study develops and empirically tests a moderated mediation model. Data were collected through a questionnaire survey of employees from AI enterprises of varying sizes (n = 536). The model examines the mediating effects of job satisfaction and job embeddedness, as well as the moderating effect of company size, on the relationship between POS and innovation performance.ResultsThe findings reveal that perceived organizational support indirectly enhances innovation performance through job satisfaction and job embeddedness. The direct effect of POS on innovation performance was not significant, indicating a fully mediated relationship. Moreover, company size significantly moderated the link between POS and job satisfaction, with the effect being stronger in smaller firms.DiscussionThese results highlight the importance of employee attitudes as psychological mechanisms translating organizational support into innovative outcomes. The study provides theoretical insight into how POS functions differently across firm sizes and offers practical implications for tailoring HR strategies—such as enhancing perceived support and fostering job satisfaction—to strengthen innovation capacity in AI enterprises.

ObjectivesNurse turnover is a global challenge facing healthcare systems, severely impacting the stability of nursing teams and the quality of care. Job embeddedness is a key predictor of nurse retention. This study aims to explore the relationship between nurses’ emotional exhaustion and job embeddedness and to analyze the mediating and moderating roles of decent work perception and job crafting in this relationship.MethodsThis was a multicenter cross-sectional study. From February to March 2025, an online questionnaire was administered to 653 nurses from three general hospitals in Shanxi Province, China, using convenience sampling. The questionnaire consisted of the Demographic Information Questionnaire, Emotional Exhaustion Scale, Decent Work Perception Scale, Job Crafting Scale, and Job Embeddedness Scale. The mediating and moderating effects were tested via the PROCESS Macro 4.1 (Model 4 and Model 5) of SPSS 27.0.ResultsThere was a significant negative correlation between nurses’ emotional exhaustion and job embeddedness (p < 0.001). Decent work perception played a partial mediating role between emotional exhaustion and job embeddedness, accounting for 44.1% of the total effect. In addition, job crafting positively moderated the effect of emotional exhaustion on job embeddedness.ConclusionBased on the results of this study, nursing managers should develop and adopt comprehensive and effective intervention strategies to reduce nurses’ emotional exhaustion, stimulate their level of decent work perception and job crafting to improve their job embeddedness, and ultimately stabilize the nursing workforce.

This study examines how inclusive organizational cultures influence employee retention through the psychology of belonging, using MTN Nigeria as a case study. Drawing on industrial/organizational psychology, the research applies theories such as Social Identity Theory, Self-Determination Theory, Organizational Commitment, Leader–Member Exchange, and Job Embeddedness. A descriptive survey design was used with 120 staff across MTN departments in Lagos and Abuja. Data collection included structured questionnaires measuring perceived inclusion, belonging, organizational commitment, and turnover intention. Findings show that inclusivity strengthens psychological belonging, which in turn predicts retention through higher job embeddedness and affective commitment. However, barriers such as implicit bias, weak psychological safety, and inconsistent policy application were identified. The study recommends institutionalizing inclusive leadership training, developing a diversity climate index, and embedding belonging measures into HR dashboards to sustain workforce stability.

Purpose : This study aimed to examine the effects of work–life balance and job embeddedness on turnover intention among nurses who care for patients with cancer. These findings provide the foundational data for developing retention strategies in oncology nursing. Methods : A cross-sectional survey was conducted among 112 nurses with at least one year of experience caring for patients with cancer in general or tertiary hospitals; nurse managers were excluded. Data were collected through a self-administered online questionnaire and analyzed using descriptive statistics, t-tests, one-way ANOVA with Scheffé’s test, Pearson’s correlation, and multiple regression analysis. Results : Turnover intention was significantly and negatively correlated with work–life balance (r=-.39, p ＜.001) and job embeddedness (r=-.20, p =.025). Higher levels of work-life balance (β=-.38, p ＜ .001) and job embeddedness (β=-.18, p =.028) were significant predictors of lower turnover intention. The regression model was statistically significant (F=9.71, p ＜.001) and explained 17.6% of the variance in turnover intention (adjusted R2 =.176). Conclusion : Higher levels of work–life balance and job embeddedness were associated with lower turnover intention among oncology nurses. These findings highlight the importance of fostering supportive work environments and enhancing job embeddedness to reduce turnover and improve continuity of care for patients with cancer.

The present study examines the effect of meaningful work (MW), career satisfaction (CS), job embeddedness (JE), and innovation (INO) on employee productivity (EP). The researchers followed scholars like Zanabazar et al. (2024) and Sumaryono et al. (2025) and based this study on quantitative methods. The data were collected from Egyptian higher educational institutions’ (HEIs) employees using a survey questionnaire. Using path analysis of moment structures (AMOS), the study confirmed a positive effect of factors such as MW, CS, JE, and INO on EP. Besides, the mediation analysis demonstrates a mediating effect of INO in developing the association between MW, CS, and EP, but it does not mediate between JE and EP. The study’s findings will assist in developing policies and plans to enhance the EP by encouraging and promoting employees’ commitment to CS, JE, MW, and INO. The HEIs would launch and promote different training programs to enhance their employees’ MW, CS, JE, and innovative ideas, ultimately leading to improved productivity, performance, and profitability. Finally, the domain literature would be enriched with this study’s empirical contribution.