Organizational Job Embeddedness Research Articles

Impact of Climate, Cynicism and Culture on Organizational Citizenship Behavior with Intervening Impact of Job Embeddedness

The standoff between management and the young doctor's organization (YDA) caused by periodic strikes has had major consequences for patients who do not receive medical attention when needed. This includes the stoppage of treatment in public hospital emergencies, which frequently results in patient deaths, reflecting a negative image of public hospitals. Analysis of the procedural imbalance and relationships between several organizational environment, culture, cynicism, citizenship behavior, and job embeddedness criteria in public-sector hospitals is the goal of this study. However, information gathered from the young doctors at Lahore's Public Sector Health Hospitals was necessary for this study to be successful. To compute the results, several statistical procedures were used, including factor analysis, regression, correlation, and reliability analysis. To examine the findings, information was gathered from 146 responders, who were young physicians. This study found that whereas JE mediates the association between organizational climate, cynicism, culture, and citizenship behavior among young doctors in Lahore's public sector hospitals, organizational climate has a considerable impact on OCB while organizational cynicism and culture have a small impact.

Be a boundaryless good guy! How job embeddedness mediates and organizational identification moderates the associations of boundaryless career attitude with extra-role behaviours

PurposeThis paper aims to examine the mediating role of job embeddedness and the moderating role of organizational identification on the relationships between boundaryless career attitude and extra-role behaviours (i.e. organizational citizenship behaviours and counterproductive work behaviours).Design/methodology/approachA two-wave study was carried out on 296 employees from public and private organizations in Italy. Boundaryless career attitude, organizational identification and demographics were measured at Time 1. Four months later (Time 2), job embeddedness, organizational citizenship behaviours and counterproductive work behaviours were assessed. Responses were analysed by means of multigroup structural equation modelling.FindingsJob embeddedness mediated the positive relationship between boundaryless career attitude and counterproductive work behaviours, as well as its negative association with organizational citizenship behaviours; organizational identification buffered this latter indirect effect.Practical implicationsOrganizations can promote stronger organizational identification and job embeddedness to retain boundaryless-oriented talent and foster positive extra-role behaviours.Originality/valueThis study integrated the protean/boundaryless careers literature with organizational behaviour theories to examine contextual factors influencing the effects of these contemporary career attitudes.

The impact of perceived organizational justice on young nurses’ job performance: a chain mediating role of organizational climate and job embeddedness

BackgroundThe level of nurses’ job performance has always been of great concern, which not only represents the level of nursing service quality but is also closely related to patients’ treatment and prognosis. The aim of this study was to analyze the relationship between perceived organizational justice and job performance and to explore the mediating role of organizational climate and job embeddedness among young Chinese nurses.MethodsA cross-sectional survey of 1136 young nurses was conducted between March and May 2023 using convenience sampling. Data were collected using the Job Performance Scale, Organizational Justice Assessment Scale, Nursing Organizational Climate Scale, and Job Embeddedness Scale, and the resulting data were analyzed using SPSS 25.0 and AMOS 26.0.ResultsThere was a significant positive correlation between job performance and perceived organizational justice (r = 0.477, p < 0.01), organizational climate (r = 0.500, p < 0.01), and job embeddedness (r = 0.476, p < 0.01). Organizational climate and job embeddedness acted as chain mediators between perceived organizational justice and job performance. The total effect of perceived organizational justice on job performance (β = 0.513) consisted of a direct effect (β = 0.311) as well as an indirect effect (β = 0.202) mediated through organizational climate and job embeddedness, with the mediating effect accounting for 39.38% of the total effect.ConclusionsOrganizational climate and job embeddedness play a chain mediating role between perceived organizational justice and job performance, so hospital managers should pay attention to the level of perceived organizational justice among young nurses, and develop a series of targeted measures to improve their job performance using organizational climate and job embeddedness as entry points.

Fostering organisational commitment: a resilience framework for private-sector organisations in South Africa.

Organisations worldwide encounter three significant and challenging issues related to talent management: intense competition for skilled employees, elevated rates of employee attrition, and the ongoing struggle to attract top-tier talent. This research focused on investigating the interconnected dynamics among factors associated with employee retention, including organisational commitment, job embeddedness, and hardiness, in conjunction with resilience-related behaviours such as resilience and career adaptability. A cross-sectional survey design was used to gather quantitative data from a convenience sample of employees within the private sector in South Africa (N = 293). The self-assessments of the participants were assessed using a range of well-established and validated instruments. Correlation and regression analyses, followed by structural equation modelling, were utilised to construct a resilience framework designed specifically for private sector organisations in South Africa. The results reveal significant associations between organisational commitment, job embeddedness, and hardiness (as retention-related attributes) and resilience and career adaptability (as resilience-related behavioural capacities). These relationships served as the basis for the development of a resilience framework for employees in South African private organisations. In South African private-sector organisations, talent retention is crucial due to a talent shortage. The study found that employees have a strong emotional attachment to their organisations, are highly aligned with their jobs and communities, and display resilience. Organisational commitment, job embeddedness, and hardiness are key factors in reducing turnover, forming an effective retention strategy. This research contributes to the development of a resilience framework for South African private sector organisations.

The role played by high-performance work systems in reducing turnover intention in the Kuala Lumpur tourism sector: The role played by job embeddedness and organisational justice

The study examined the role of high-performance work systems in reducing turnover intention within the tourism sector of Kuala Lumpur and the mediation effect of organisational justice and job embeddedness. A quantitative design was applied to the data collected from 112 rank-and-file employees of Kuala Lumpur restaurants. The findings revealed that employee relations, performance management, and appraisal reduced employee turnover intention. The findings contributed to the literature by highlighting the mediation effects of job embeddedness and organisational justice. Moreover, the current study emphasised the importance of promoting employee workplace practices that foster high-performance work systems to retain talented employees. The findings also provide implications for the tourism sector and organisations and reveal the significance of policies and practices to ensure high-performance work systems, organisational justice, and job embeddedness in increasing employee retention and reducing turnover intention.

Effect of Organizational Cynicism Management Educational Program on Nurses’ Organizational Commitment and Job Embeddedness

Effect of Organizational Cynicism Management Educational Program on Nurses’ Organizational Commitment and Job Embeddedness

Impact of Leader-Member Exchange and Perceived Organizational Support on Job Embeddedness: The Moderating Role of Self-Efficacy

The perception of the relationship between leader-member exchange and good organizational support largely determines an employee’s desire to stay in their jobs. This study aims to examine the effect of leader-member exchange and perceived organizational support on job embeddedness, with self-efficacy as a moderating variable. The study was conducted in three Islamic banks in Indonesia, namely Bank Syariah Indonesia, Bank Madina Syariah, and Bank Muamalat. This research was quantitative, and the sample used comprised 302 respondents obtained through purposive sampling, with data collected using a questionnaire. The results of this study indicate that leader-member exchange and perceived organizational support positively influence job embeddedness in employees. Additionally, this study demonstrates the role of self-efficacy in moderating the relationship between perceived organizational support and job embeddedness. However, self-efficacy could not moderate the relationship between leader-member exchange and job embeddedness. Based on the results of the study, the leaders of Bank Syariah Indonesia, Bank Madina Syariah, and Bank Muamalat must pay attention to fostering good relations between leaders and employees, as well as ensuring positive support from the organization.

Job Embeddedness in the Hospitality Industry: Developing a Model of Psychological Antecedents and Behavioral Consequences

ABSTRACT This study examines interpersonal psychological factors as antecedents and crisis/supportive behavior factors as consequences of organizational job embeddedness (OJE) in the hospitality industry. Workplace fun (WF) and humor (WH) as psychological factors, quitting intention (QI) as a crisis factor, and service recovery performance (SRP) and proactive customer service performance (PCSP) as supportive behavior factors were studied. Data from 333 hotel employees and 40 supervisors were collected through a questionnaire, analyzed using SEM-PLS3. WF and WH serve as a valuable framework for understanding OJE. WH influences WF, which positively impacts OJE. Increased OJE results in SRP and PCSP, reducing QI.

Perceived Organizational Support and Job Embeddedness in Startup Employees

Job embeddedness has proven to have an effect on the effectiveness and productivity of companies, including startups. Employees who have job embeddedness in their work tend to feel more attached to colleagues, work and the organization and express attachment by maintaining organizational membership in the workplace.This study analyzes the perceived organizational support and job embeddedness. The subjects in this study were 105 employees at a startup company in Yogyakarta. Sampling using random sampling technique. Data were collected job embeddedness scale and perceived organizational support scale. The data analysis method uses correlation techniques and the results, there is a positive relationship between perceived organizational support and job embeddedness in startup employees. One way that companies can use to improve job embeddedness is to provide positive support for employees. The perception of organizational support has an important role in increasing employee job embeddedness.Keterikatan kerja terbukti berpengaruh pada efektifitas dan produktifitas perusahaan, termasuk startup. Karyawan yang memiliki job embeddedness dalam pekerjaan cenderung merasa lebih melekat pada kolega, pekerjaan dan organisasi dan mengekspresikan keterikatan dengan mempertahankan keanggotaan organisasi di tempat kerja. Penelitian ini bertujuan untuk mengetahui hubungan persepsi dukungan organisasi dengan keterikatan kerja. Subjek dalam penelitian ini sejumlah 105 karyawan di salah satu perusahaan startup di Yogyakarta. Pengambilan sampel menggunakan teknik random sampling. Pengumpulan data dilakukan dengan dua alat ukur, yaitu skala keterikatan kerja dan skala persepsi dukungan organisasi. Metode analisis data menggunakan teknik korelasi dan hasil analisis menunjukkan terdapat hubungan positif antara persepsi dukungan dengan job embeddedness pada karyawan startup. Salah satu cara yang dapat digunakan oleh perusahaan untuk meningkatkan job embeddednes adalah memberikan dukungan positif terhadap karyawan. Hal ini menunjukkan bahwa persepsi dukungan organisasi memiliki peranan penting dalam meningkatkan Keterikatan kerja pada karyawan.

The critical role of job embeddedness: The impact of psychological empowerment and learning orientation on organizational commitment.

Job embeddedness (JE) has been recognized as a key factor to address the issue of employee turnover and employee attitudes. This study explores underlying mechanisms of job embeddedness that link the organizational environment and the individuals' perceptions of the job. Particularly, the effects of psychological empowerment and learning orientation on organizational commitment were examined. This study hypothesizes that psychological empowerment (PE) and learning orientation (LO) should influence organizational commitment (OC) and job embeddedness plays a significant mediating role in these relationships. Data were collected from 27 offices of Human Resource Development Service of Korea (governmental agency) located in major cities in South Korea. Results indicate that all hypothesized relationships (PE and JE, LO and JE, LO and OC, JE and OC, and the mediating role of JE) are supported, except for psychological empowerment and organizational commitment. While the impact of psychological empowerment was not significantly related to organizational commitment, it is notable that through job embeddedness, psychological empowerment had indirect effects on organizational commitment. Further, learning orientation had significant effects on job embeddedness and organizational commitment. Lastly, the most compelling finding is a full mediation of job embeddedness in the relationship between psychological empowerment and organization commitment. Implications for research and practice are discussed.

The Impact of Transformational Leadership on Employee Turnover Intention: The Mediating and Moderating Role of Affective Organizational Commitment and Job Embeddedness

The Impact of Transformational Leadership on Employee Turnover Intention: The Mediating and Moderating Role of Affective Organizational Commitment and Job Embeddedness

The Relationship between Perceived Organizational Support and Job Crafting among Hospital Nurses: The Moderating Role of Job Embeddedness

Background. The purpose of the present study was to investigate the relationship between perceived organizational support and job crafting considering the moderating role of job embeddedness of nurses in this relationship. The three main dimensions considered for job crafting concept were: task crafting, relational crafting and cognitive crafting. Methods. This research is an applied one in terms of purpose, and a descriptive survey research in terms of data gathering method. The statistical population of this study was the nurses of hospitals affiliated to Qom University of Medical Sciences. The sample consisted of 269 nurses and the sampling method was random. The standard questionnaires of Slemp &amp;Vella-Brodrick (2013), Eisenberger et al., (1986) and Felps et al., (2009) were used for data collection on three main variables of the study i.e., job crafting, perceived organizational support and job embeddedness. The data were analyzed by structural equation modeling using Smart PLS3.2.6 software. Results. The findings showed that perceived organizational support had a significant positive effect on the relational (0/651 path coefficient) and cognitive (0/681 path coefficient) dimensions of job crafting. But this relationship for task crafting was not confirmed (0.836 T Value). In addition, job embeddedness had a significant moderating role in the relationship between perceived organizational support and all aspects of job crafting (0/461, 0.472 and 0.642 path coefficients). That is to say, employees with job embeddedness, upon perceiving organizational support, were more likely to do job crafting in all three task, relational and cognitive dimensions. Conclusion. Since the results showed that perceived organizational support affects job crafting in relational and cognitive dimensions, we suggest managers of Qom University of Medical Sciences pay due attention to perceived organizational support in the complexity of today's jobs and the need to consider the role of employees in designing their jobs

조직사회화, 직무배태성, 이직의도의 관계- 전문가지향성의 역할 -

It is needed to pay more attention to the content of organizational socialization and its possibilities that have not yet been looked at because related research has been attempted much less than that of other dimensions. Especially, the adaptation factor can not be created without socialization to understand an organization from the inner side of an individual. In addition, turnover intention shall be prevented more systematically by understanding the nature of the concept embedded and its process. Therefore, based on Conservation of Resource Theory this study designed a model that connects the content of organizational socialization, job embeddedness and turnover intention. And it also identified their interaction effects that reflect professional career orientation in order to extend the scope of description of the model. For an empirical analysis of the hypothesis suggested, this study used the survey data for 358 office workers to whom time lag was applied. The results of the study show that goals and values and performance proficiency of organizational socialization have positive effects on job embeddedness. And job embeddedness has a negative effect on turnover intention and it serves as a complete mediator among the contents of organizational socialization. In addition, a moderation effect has been confirmed: the higher the professional orientation, the stronger negative effects of job embeddedness on turnover intention. Therefore, the mechanism using job embeddedness which is the center of the model and management implications originated from professional-oriented perspectives shall be suggested.

Factors affecting lecturers’ decision to stay or leave academia, Namibia

Orientation: Attracting and retaining academic staff needs to become a priority for tertiary institutions.Research purpose: Instead of spending funds on replacing staff members, tertiary institutions need to invest in interventions to keep staff committed to and embedded into the organisation.Motivation for the study: Lecturing staff are valuable resources that need to be nurtured, taken care of, and retained to keep tertiary institutions functioning effectively. This study focused on factors that impact lecturing staff’s decision to stay at or leave the University of Namibia.Research approach/design and method: Making use of quantitative research (a questionnaire), data was collected from lecturing staff (n = 242) to investigate the relationship between organisational commitment, job embeddedness and turnover intention.Main findings: Affective commitment, normative commitment, organisational fit and organisational sacrifices reported significant negative relationships with turnover intention. Affective commitment, organisational fit and organisational sacrifice were found to be significant predictors of turnover intention.Practical/managerial implications: Including lecturing staff in the decision-making process, ensuring that there is an equitable exchange for their labour and being fair during interactions enhances psychological meaningfulness and affective commitment. Providing career development opportunities enhances organisational fit, effectiveness of staff and reduces turnover intention. Assessing the job demands-resources relationship remains of cardinal importance.Contributions/value-add: Provision of benefits, employees identifying with the organisation and having the needed resources mitigate the demands of the job, reduce exhaustion, enhance levels of commitment and decrease turnover intention.

The relationship between employees’ psychological capital, organizational citizenship behavior, job embeddedness and their job performance and turnover intention

Recently, the business environment has become increasingly complex with unpredictable changes in nature, politics and society. They bring both positive and negative effects in various aspects such as labor results, employee – organization relationships, , etc. To be able to flexibly adapt to such an uncertain and dynamic situation, one of the most critical assets for organizations and employees is strong psychological capital. This study focuses on examining the impact of PsyCap on employees’ organizational citizenship behavior (OCB), job performance, job embeddedness, and turnover intention. The data analysis and research model testing process (SEM) were performed using SPSS and AMOS software. The results of data analysis from 331 employees working for organizations in Vietnam across a variety of industries have shown that PsyCap has a direct positive impact on OCB, job performance, and job embeddedness. At the same time, PsyCap also has indirect effects on employee performance and intention to quit. The research findings once again confirm the significant role of PsyCap for each organization in improving job performance and reducing turnover intention among its members in the current context. Besides, the study also shows that jJob embeddedness has a positive effect on OCB. At the same time, OCB has a positive impact on employees’ jJob performance. Finally, the positive impact of jJob embeddedness on employees' intention to quit is also supported.

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

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

The Relationship Of Organizational Justice And Job Embeddedness On Turnover Intention With Mediation Of Organizational Commitment

In the context of education, the teacher's role is one of the most important components needed to build quality education and promote the good name of the school. The most important thing is how to retain qualified teachers and how the principal can set a strategy so that teachers remain bound, committed, and have no intention of leaving the organizational environment of their work. The emergence of teacher turnover intention is a big challenge for school principals not to lose qualified teachers. For this reason, the purpose of this study was to determine the role of organizational justice and job embeddedness on turnover intention mediated by organizational commitment. The research was conducted using a survey using a questionnaire where the respondents used were 275 non-civil servant junior high school teachers. Data were analyzed using Structural Equation Model (SEM). The results of the first study show that there is a relationship between organizational justice and organizational commitment. Second, there is a relationship between organizational justice and turnover intention. Third, there is a relationship between job embeddedness and organizational commitment. Fourth, there is a relationship between job embeddedness and turnover intention. Finally, the fifth conclusion shows that there is a relationship between organizational commitment and turnover intention. In this study, it is necessary to determine other factors that influence organizational commitment and turnover intention such as organizational culture variables. Meanwhile, the managerial implication in this research is the need to create a good organizational culture, as well as build cohesiveness among teachers and the need for rewards from the achievements of the teachers.

Can the sense of ta’awun behavior reduce voluntarily job turnover in Indonesia?

Purpose This study aims to examine the role of ta’awun in reducing voluntary turnover intention. The authors defined ta’awun as the willingness to help colleagues without being asked and expecting rewards as promised by Islam. Also, the antecedent variables of organizational identification and job embeddedness are used to predict ta’awun. Design/methodology/approach This study used 216 respondents from Islamic Universities in Indonesia. Structural equation model was used to analyze data and test the empirical model. Findings Job embeddedness and organizational identification can improve ta’awun behavior. Ta’awun behavior has also been proven to be able to reduce voluntary turnover intention as well as successfully mediating the relationship between job embeddedness and organizational identification with voluntary turnover intention. Research limitations/implications Ta’awun enriches organizational citizenship behavior (OCB) studies which are intervened with Islamic values. The questionnaire given to respondents are very susceptible for self-response bias so that this type of bias influences the conclusion. Thus, consistency of results can be retested in several different objects. Practical implications Organizations need to consider the factor of religiosity when recruiting employees. HRM practices need to be encouraged to create organizational identification through pride in the organization to reduce voluntary turnover intention through ta’awun behavior. Originality/value The Ta’awun concept is a refinement of the previously existing concept, which is OCB. Orientation in the world and the hereafter that underlies this ta’awun behavior is more effective in reducing the intention of voluntary displacement.

Does National Culture Matter? Restaurant Employees’ Workplace Humor and Job Embeddedness

The ability to retain employees is a tenacious phenomenon in the restaurant workplace. Focusing on job embeddedness (JE) as possible explanatory factor in the application of the broaden-and-build theory and the social exchange theory, this study assesses the relationships among restaurant employees’ workplace humor, perceived workplace fun, perceived workplace aggression, and organizational JE (OJE). It examines to what extent these relationships vary across contexts, depending on national culture. A structural modeling analysis of data from 540 employees in restaurants in the United States and China provides broad support for our hypothesis: Workplace fun is positively associated with restaurant employees’ OJE while only coworker aggression is negatively related to employees’ OJE. Restaurant employees’ use of affiliative humor and aggressive humor is positively related to perceived workplace fun and negatively associated with perceived workplace aggression. Furthermore, national culture moderates the relationships between affiliative humor and perceived workplace aggression, aggressive humor and perceived workplace fun, as well as between workplace fun and OJE. Our findings contribute to clarifying the dynamics between perceptions of certain organizational factors for understanding when employees may develop OJE. The implication is that restaurant companies with international operations can foster OJE by placing various levels of emphasis on types of humor, workplace fun, and workplace aggression, in societies where individuals perceive these variables differently.

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.