Organizational Job Embeddedness Research Articles

Probing the impact of transformational leadership on job embeddedness: the moderating role of job characteristics

PurposeThis paper aims to evaluate how transformational leadership can increase job embeddedness in their employees that persuade them to stay in their organization and how this relationship is contingent upon the job characteristics.Design/methodology/approachSample of 328 useable responses was available for analysis. Questionnaires were distributed to the employees who are working in different Pakistani organizations. Regression analysis was used to test for hypotheses.FindingsThe findings support that there is a significant impact of transformational leadership for shaping job embeddedness, and the results endorsed the role of job characteristics as a moderator in describing the relationship of transformational leadership and job embeddedness. Transformational leaders would motivate employees to work together in productive manners in challenging work settings.Originality/valueThis paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between transformational leadership in creating organizational job embeddedness. Second, it highlights how job characteristics of highly challenging work settings may shape employees’ job embeddedness. Third, this paper offers a novel perspective in leadership research by incorporating high challenging work setting (i.e. job characteristics) as moderator. Managers may get new insight by opting for transformational leaders' attributes and concentrating on high challenging work settings for creating embeddedness in employees to prolong their stay with the job and firm.

A meta-analysis on predictors of turnover intention of hospital nurses in South Korea (2000-2020).

AimsTo identify the predictors of Registered Nurses’ turnover intention and analyse the effect sizes.DesignA systematic review and meta‐analysis of previous research, conducted to comprehensively identify the predictors of turnover intention.MethodsIn total, 417 studies from 1 January 2000 to 30 April 2020 that investigated predictors of turnover intention of South Korean nurses were reviewed. The data were analysed using the R statistical package. Network graphs were used to analyse the relationships among turnover predictors, and meta‐analysis was performed to determine the effect sizes of the correlations.ResultsThis review analysed common predictors identified in previous studies. Burnout (0.541), emotional exhaustion (0.511), job stress (0.390) and career plateau (0.386) showed positive effect sizes, while organizational commitment (−0.540), person−organizational fit (−0.521), career commitment (−0.508), work engagement (−0.503), job satisfaction (−0.491) and job embeddedness (−0.483) showed negative effect sizes.

How to increase hotel employee organisational job embeddedness: management commitment to safety perspective

There are many problems with staff turnover in the hospitality industry. Drawing from social exchange and conservation of resources theories, this study extends and tests a theoretical model of organisational job embeddedness using a confirmatory analysis. The data was collected from 202 frontline hotel employees working in Abuja through a structured questionnaire and analysed using SmartPLS 3.2.6. The findings show that distributive justice, procedural justice and perceived job security predict organisational job embeddedness. Further, management commitment to safety moderated the links between the predictors' constructs and organisational job embeddedness. The relationship between procedural justice and perceived job security on organisational job embeddedness is stronger for hotels with a high level of management commitment to safety, but not for hotels with a low level of management commitment to safety. However, unexpectedly, the relationship between distributive justice and organisational job embeddedness is stronger for hotels with a low level of management commitment to safety, but not for hotels with high levels of management commitment to safety. Implications and future research directions are provided.

The Impact of Corporate Social Responsibility on Organisational Citizenship Behaviour, Work Engagement, and Job Embeddedness

This study examines the impact of corporate social responsibility on organisational citizenship behaviour, work engagement, and job embeddedness. Structural equation modeling tests were conducted on 522 responses gathered from telecommunications companies in the Kurdistan Region of Iraq. The results depicted that corporate social responsibility improvements have positive effects on organisational citizenship behaviour, work engagement, and job embeddedness. Further observations depicted an insignificant positive partial causal path between corporate social responsibility, work engagement, and organizational citizenship behaviour. This study's novelty elements are inherent in its potency to examine the causal path between corporate social responsibility, work engagement, and organizational citizenship behavior. This study contributes to the literature by further expanding job embeddedness theory and proposing a comprehensive job embeddedness framework that researchers and practitioners can adopt in future research.

The effect of servant leadership on turnover intentions: mediating effects of perceived organizational support, job satisfaction and job embeddedness

PurposeThe purpose of this study is to provide a theoretical foundation for the effects of servant leadership and to examine the mediating effects of perceived organizational support, job satisfaction and job embeddedness on employees turnover intentions.Design/methodology/approachData is gathered from the responses of 115 full-time employees from a number of organizations in a metropolitan area in the southeastern United States to a questionnaire survey.FindingsServant leadership is a significant predictor of POS, job embeddedness and job satisfaction. Support is found for the mediating effect of POS and job embeddedness on the servant leadership-turnover intentions relationship.Practical implicationsOrganizations can put steps into place to decrease turnover intentions through increasing links between individuals within the workplace and community, increasing potential sacrifices and adopting a servant leadership style of management.Originality/valueThis paper has an original approach as it examines the mechanisms through which servant leadership affects turnover intentions.

Pengaruh organizational reward dan procedural justice terhadap perceived organizational support serta job embeddedness

The purpose of this study is to examine and analyze the role of perceived organizational support as a mediator between organizational rewards and procedural justice against job embeddedness. Respondents studied were 214 people who were employees of the Inche Abdoel Moeis Samarinda Regional Hospital (RSUD). The analytical model used in this study uses the Partial Least Square (PLS) approach. The result of this study found the higher the organizational rewards, the more effect on job embeddedness. In other words, the organizational rewards influence employees' intention to move through the dimensions associated with job embeddedness. The higher organizational rewards, the more influential the perceive organizational support for the employees. In other words, the organizational rewards influence employees' confidence in the organization regarding the appreciation of their contribution and care for their well-being. The higher the procedural justice, the higher the embeddedness job of employees. The higher the procedural justice, it will affect the perceive organizational support. In other words, procedural justice influences employees' confidence in the organization regarding respect for their contribution and care for their welfare. This means that the higher the perceive organizational support, the higher of the job embeddedness.

How does council–manager conflict affect managerial turnover intention? The role of job embeddedness and cooperative context

AbstractTurnover intention is an important yet underexamined concept in local government studies. Although the association between council–manager conflict and managerial turnover intention is well documented, the underlying mechanisms have not yet been elucidated. This study fills this research gap by analysing two variables in the relationship: organizational job embeddedness and cooperative context. Results from partial least squares structural equation modelling (PLS‐SEM) reveal that organizational job embeddedness mediates the link between task conflict and managerial turnover intention. The results also indicate that a cooperative context can moderate the negative indirect relationship between council–manager task conflict and managerial turnover intention.

The effect of servant leadership, perceived organizational support, job satisfaction and job embeddedness on turnover intentions

PurposeThe purpose of this study is to provide insights into the effect of servant leadership on turnover intentions. The authors investigate the mediating effects of perceived organizational support (POS), job embeddedness and job satisfaction on the relationship between servant leadership and turnover intentions. In doing so, the authors seek to make the following contributions. First, the authors seek to provide additional empirical evidence for servant leadership as an effective organizational theory. Additionally, the authors seek to establish POS, embeddedness and job satisfaction as underlying mechanisms that transmit the positive effects of servant leadership.Design/methodology/approachThe data were collected from a paper and pencil survey questionnaire provided to employees of different organizations in a metropolitan area in the southeastern United States. The sample consisted of 150 participants; complete (listwise) data were available for 115 participants.FindingsThe study shows that POS and embeddedness are mediating mechanisms through which servant leadership is related to employee turnover intentions. The authors found POS and job embeddedness to be significant mediating constructs which help explain the nature of the relationship between servant leadership and turnover intentions.Originality/valueBy investigating these constructs in the present framework, we help to provide answers to the questions of how and why servant leadership affects employee outcomes. These answers are an important step towards more fully understanding the complex ways by which followers respond to servant leadership.

The relationship between leader-member exchange, work engagement and organizational citizenship behaviour

PurposeThis study aims to provide a holistic model for leader–member exchange (LMX), work engagement (WE), organizational job embeddedness (OJE) and organizational citizenship behaviour (OCB) of employees in information technology (IT) industry taking conservation of resources theory and social exchange theory as the foundation of the study. This current study examined the effect of LMX and WE on IT employees’ citizenship behaviour mediated by OJE.Design/methodology/approachThe sample has been taken from 430 employees of IT organizations located in India. The data were analysed through confirmatory factor analysis and structural equation modelling. Besides, Preacher and Hayes’ (2004) mediation analysis technique has been used to analyse the mediating role of OJE.FindingsThe study findings reveal significant association between the key study variables. Organizational job embeddedness (OJE partially mediated the relationship between organizational factors such as LMX, WE and OCB.Practical implicationsThis study provides useful insights to better understand the antecedents of OJE and how it influences employees’ citizenship behaviour. Exploring the relationship among key study variables may have significant implications for organizations. The researchers and human resource practitioners may use the proposed investigation framework to formulate human resource practices and interventions to develop the job embeddedness, which can further promote citizenship behaviour among employees.Originality/valueFirst, the present study has focussed on the IT sector organizations based in India that have not been explored much regarding the study variables, as previous studies focussed more on Western countries. Second, the current study outspreads the preceding research by examining the OJE as a mediator between LMX, WE and OCB.

Organizational Justice and Performance of Hotel enterprises: Impact of Job Embeddedness

ABSTRACTThis study was designed to verify the effects of organizational justice on the performance of hotel enterprises. In addition, it aimed to test the moderating role of job embeddedness. The data used in the empirical analysis were collected from Luxury hotel employees. A hierarchical regression analysis was used. Our results showed that among sub-factors of organizational justice, distributive justice has the greatest effect on work engagement, and work engagement has an important effect on decreasing turnover intention. Furthermore, job embeddedness, which was divided into non-financial and financial factors, played an important role moderating the proposed variables. Few studies have verified the effectiveness on the performance of hotel enterprises by considering organizational justice and job embeddedness in a simultaneous manner. This study was the first attempt to fully explain a significant relationship by which organizational justice had an effect on the performance of hotel enterprises.

Mission attachment and job embeddedness in the trade union sector of South Africa

The job embeddedness construct is a totality of forces that act as a web of attachments to mitigate employee turnover. This view has gained support from research by Holtom, Mitchell and Lee (2006) but further research is needed to expand our understanding of the concept. In this article the applicability of mission attachment as a fourth dimension of job embeddedness is tested, thereby adding to our understanding of the construct.Data from 134 (trade union) and 30 (comparison group) respondents were analysed quantitatively and it was found that within a social organisation such as a trade union there is a strong, consistent and positive ranking between mission awareness and organisational job embeddedness. The results also show that the different dimensions of mission attachment had a significant impact on employees in the trade union sample. An additional finding was that employees in the trade union sector who are highly attached to the mission of the organisation tend to be those who have been employed in that sector for a relatively short period and that mission attachment declines over time.

Mission attachment and job embeddedness in the trade union sector of South Africa

The job embeddedness construct is a totality of forces that act as a web of attachments to mitigate employee turnover. This view has gained support from research by Holtom, Mitchell and Lee (2006) but further research is needed to expand our understanding of the concept. In this article the applicability of mission attachment as a fourth dimension of job embeddedness is tested, thereby adding to our understanding of the construct.Data from 134 (trade union) and 30 (comparison group) respondents were analysed quantitatively and it was found that within a social organisation such as a trade union there is a strong, consistent and positive ranking between mission awareness and organisational job embeddedness. The results also show that the different dimensions of mission attachment had a significant impact on employees in the trade union sample. An additional finding was that employees in the trade union sector who are highly attached to the mission of the organisation tend to be those who have been employed in that sector for a relatively short period and that mission attachment declines over time.

THE INFLUENCE OF JOB EMBEDDEDNEES ON TURNOVER INTENTIONS AMONG ADVERTISING MANAGERS

In recent years, job embeddedness has been the focus of extensive research because of its relationship to employees’ turnover behavior. This research developed and tested a model, with a sample of advertising managers, examining the role of perceived supervisor support (PSS) as a mediator between organizational justice and job embeddedness. Distributive justice, interactional justice, and procedural justice were predictors of PSS. The relationship between organizational justice and job embeddedness was indirect through PSS. The results have important implications for controlling turnover.

Revitalising employee retention in Indian higher education industry: role of job embeddedness

Employee turnover is a great menace to the organisations that strive to achieve success and remain at top in today's immense competitive environment. Organisations are plagued with high rates of employee turnover across various sectors and Indian higher education sector is no different. Thus, the present study investigated applicability of job embeddedness (JE) model in predicting turnover intentions (TI) of employees in the Indian higher educational sector, by drawing a sample (N = 321) from faculty members working in private universities in India. Results demonstrated that organisational and community job embeddedness significantly predicted turnover intentions of employees, thereby providing the HR managers much needed solution to retain their valued employees. Moderation effect of gender on the above relationship was analysed further and the results depicted that gender significantly moderated the association amid individual dimensions of embeddedness and employees' quit intentions, respectively. Findings along with implications are discussed in the paper.

Revitalizing Employee Retention in Indian Higher Education Industry: Role of Job Embeddedness

Employee turnover is a great menace to the organisations that strive to achieve success and remain at top in today's immense competitive environment. Organisations are plagued with high rates of employee turnover across various sectors and Indian higher education sector is no different. Thus, the present study investigated applicability of job embeddedness (JE) model in predicting turnover intentions (TI) of employees in the Indian higher educational sector, by drawing a sample (N = 321) from faculty members working in private universities in India. Results demonstrated that organisational and community job embeddedness significantly predicted turnover intentions of employees, thereby providing the HR managers much needed solution to retain their valued employees. Moderation effect of gender on the above relationship was analysed further and the results depicted that gender significantly moderated the association amid individual dimensions of embeddedness and employees' quit intentions, respectively. Findings along with implications are discussed in the paper.

Is negative workplace humor really all that "negative"? Workplace humor and hospitality employees' job embeddedness

The hospitality industry is known to have a relatively higher turnover rate. Job embeddedness (JE) was identified as an effective solution of voluntary turnover. Building on the Social Exchange Theory, the current study investigates the relationships among hospitality employees’ workplace humor, perceived workplace fun and organizational JE. Two studies using two different samples were conducted to examine the proposed relationships. Structural Equation Modeling was employed for hypotheses testing. Both studies suggested that hospitality employees’ use of affiliative humor and aggressive humor at workplace were positively associated with their perception of supervisor support for fun as well as coworker socializing. Furthermore, perceived supervisor support for fun was positively related to hospitality employees’ organizational JE. Only full-time hospitality employees’ perceived coworker socializing was positively associated with their organizational JE. The research provided useful human resource management practices for hospitality businesses in the U.S.

The Impact of Ethical Work Climate on Employees’ Organizational Job Embeddedness in Hotels

Hotels are now challenged to retain employees and understand why they are leaving their jobs early. Ethical work climate (EWC) is an organizational factor that influences employees’ attitudes and behaviors. Gaining knowledge about the impact of EWC can help hotel managers to deal effectively with dysfunctional behaviors and make a difference in increasing organizational job embeddedness (JE) of hotel employees. JE represents the forces that keep employees attached to their jobs and organizations. Despite the importance of EWC and JE for organizations and individuals, they have received very limited study, especially in the hospitality field. Therefore, this paper examines the extent to which the organization creates EWC; investigates the degree of the employees’ JE; and measures the relationship between these two variables. For achieving these objectives, data were collected using questionnaires. A convenience sample of 700 hotel employees from 14 five-star hotels in Sharm ElShiekh was chosen for investigation. From the 700 questionnaires that were distributed, 385 valid questionnaire forms were received from the respondents with response rate of 55 per cent. To analyze these forms, descriptive analysis, correlation analysis, Mann-Whitney and Kruskal-Wallis tests, as well as multiple regression analysis were used. The findings showed that EWC, including instrumental climate; caring climate; independence climate; rules climate; and law and code climate directly influence JE. In addition, demographic factors (i.e. age, gender, educational level, position, and work experience) were found to positively influence JE. Thus, it was recommended that hotel management should apply several ways to keep and hire effective employees, such as prevailing a strong ethical climate in hotels, particularly in food and beverage and housekeeping departments; paying more attention to the independence EWC; hiring male employees aged from 18 to 35 years who are university or high school graduates; and hiring persons whose personal and ethical values fit well with the organization ethical cli­mate.

Promoting Organizational Citizenship Behaviour: The Roles of Leader–Member Exchange and Organizational Job Embeddedness

The study attempts to examine the role of leader–member exchange (LMX) on the organizational citizenship behaviour (OCB). The present study also explains the mediating role of organizational job embeddedness (OJE) on the relationship between LMX and OCB in a given sample. The study was conducted on a sample of 365 employees working in Indian banking industry. Survey research with a correlation statistical technique (correlation and hierarchical regression analyses) is utilized to measure the association of several variables. The results indicate that there is a significant relationship among the key study variables. The OJE was found to partially mediate the LMX–OCB relationship. The findings suggest that the organizations can proactively enhance both OJE and OCB through high quality of LMX. The study contributes to the existing literature of key study variables.

The Mediating Effect of Exploitative and Explorative Learning on the Relationship Between Job Embeddedness and Innovative Work Behavior

It is the people and not the organizations that innovate and make a difference. Research has shown that thinking and implementing novel and useful ideas is one of the most difficult tasks for the employees and among many factors contributing to foster it, the role of job embeddedness has received little attention. This study draws on Organizational Ambidexterity Learning theory and Job Embeddedness Theory to conceptualize and confirm the relationship between job embeddedness, innovative work behaviour, and employee learning in the setting of frontline service employees. Data were collected from 437 frontline service employees in Pakistan. Consistent with the study’s predictions, both on- and off-the-job embeddedness were related with explorative learning, and innovative work behaviour. Furthermore, an employee’s learning mediated the effects of on- and off-the-job embeddedness on innovative work behaviour whereas explorative learning showed non-significant effects on innovative work behaviour. These findings provide several meaningful insights for future research and managerial practices.

The Mediating Role of Job Embeddedness Fit: Perceived Job Characteristics and Turnover Intention in the Services Sector

Organizations able to retain their human resources have an advantage over their competitors. Employee turnover adversely affects the stability of the workforce and carries the cost of having to hire and train new personnel. Employee retention is, therefore, a priority for senior management. This study explores the mediating impact of employee fit in terms of organizational job embeddedness on the relationship between job characteristics and employees’ intention to quit. Based on a sample of 375 employees working in a private commercial bank in Pakistan, we find that job identity, job significance and task variety have a significant negative effect on intention to quit. Job variety has the greatest impact on turnover intention. Organizational job embeddedness fit mediates the relationship between two of three job characteristics – job identity and significance – and turnover intention, but not the latter’s relationship with perceived task variety. Thus, organizational job embeddedness fit mediates the relationship between overall job characteristics and turnover intention.