Antecedents of organizational and community embeddedness: The roles of support, psychological safety, and need to belong

Abstract

Summary Defining embeddedness as a psychological construct that influences individuals to stay, we draw on conservation of resources theory to develop and test a model of the influence of contextual social support resources on both organizational and community forms of embeddedness. In addition to the direct relationship between support and embeddedness, we also assess the mediating influence of organizational and community psychological safety and the moderating impact of need to belong. Using a multisource sample of employees and coworkers (N = 165), we found support for most of the hypotheses. Social support resources emanating from the organization and the community were positively associated with embeddedness in each domain, and psychological safety mediated these relationships. We also found that need to belong was an important boundary condition in the determination of organizational embeddedness. We discuss the theoretical contributions and practical implications of our findings.

Nurses’ Perceptions of Job Embeddedness in Public Hospitals

“…The nonsignificant findings concerning the linkage between coworker support and job embeddedness as well the one between job embeddedness and extra-role performance are responsible for the absence of the significant mediating effects. The finding which reveals that coworker support has no bearing on job embeddedness does not receive support from the work of Singh et al (2018). Employees who are embedded in their jobs exhibit higher extra-role performance.…”

Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

“…The need to belong , defined as an individual's “fundamental, strong, and pervasive need to form and maintain at least a certain minimum number of social relationships” (Baumeister, ), is an important personal resource (Singh et al, ). A person with a strong need to belong seeks to build and develop social resources (Leary & Kelly, ), which in turn are conducive to job embeddedness.…”

“…Research shows that organisational tenure not only relates to psychological resources, such as organisational commitment and attachment (Bannister & Griffith, 1986), but it also provides a set of pragmatic resources such as access to work-related knowledge and rewards (Williams & O'Reilly, 1998). In particular, empirical studies have supported the positive association of organisational tenure with job embeddedness (e.g., Felps et al, 2009;Singh, Shaffer, & Selvarajan, 2018). We measured organisational tenure as the number of years a person had served the organisation.…”

I Would Speak Up to Live Up to Your Trust: The Role of Psychological Safety and Regulatory Focus

“…As discussed above, voice is a form of personal initiative that may result in positive consequences (such as promotion opportunities at work) or negative consequences (such as being recognized as a challenge to the status quo). To clarify perceived behavioral control of voice, employees often apply important channels as sourcing from their immediate interpersonal networks (i.e., supervisors and coworkers) to help them to determine the extent to which they will be viewed favorably if they express themselves at work (Liang et al, 2012;Jonczyk et al, 2016;Singh et al, 2018). In other words, it is worth noting that being acknowledged of if it is favored to enact voice, voicing without fearing of the negative consequences is regular within organizational context or not.…”