Examining the relationships between HR practices, organizational job embeddedness, job satisfaction, and quit intention

Abstract

Purpose The purpose of this paper is to extend job embeddedness research by investigating employees’ perception of human resource (HR) practices as the predictors of organizational job embeddedness, and its mediating role between HR practices and quit intention. It also assesses the moderating effect of job satisfaction on the job embeddedness-turnover relationship. Design/methodology/approach Data were collected through a questionnaire survey from 1,028 accountants in various disciplines from one of the largest corporations in Thailand, including its numerous subsidiaries and joint ventures. Hypotheses were tested and analyzed by means of a confirmatory factor analysis, multiple regressions, and a bootstrapping procedure. Findings The results reveal that all HR practices except training are positively related to organizational job embeddedness. Analysis also provides support for the mediating effects on quit intention of two HR practices, namely rewards and career development, through organizational job embeddedness. In addition, the interaction effect shows that the negative relationship between organizational job embeddedness and quit intention reduces when job satisfaction is high. Research limitations/implications The current research took place among accountants. Replicating the study in a variety of business sectors, professions, or cultures would be useful for the generalizability of the findings. Practical implications Several HR strategies and tactics can help improve employee loyalty. Particularly effective are attractive rewards that reflect work values, and a promising career roadmap. Organizations might need to consider work conditions that sustain job satisfaction for turnover prevention in the short-term, and continuously manage long-term retention through embeddedness. Originality/value This study extends current research by investigating the relationships of so far untested theorized antecedents that clarify how employees become embedded in the workplace in order to keep them from quitting.

The impact of human resource management practices and career satisfaction on employee’s turnover intention

“…According to these findings, when compensation systems, performance appraisal, career promotion, and training & development programs are satisfactory to employees and reflect the intrinsic and extrinsic aspects of career satisfaction, then employees have less turnover intention and increase their motivation at work. These findings support previous suggestions (Duarte et al, 2015;Dechawatanapaisal, 2018;Srirangam et al, 2018).…”

“…Previous studies show that the relationship between HRM practices and employees' turnover intention is not a direct relationship, and may be mediated by other variables (Allen et al, 2003;Duarte et al, 2015;Dechawatanapaisal, 2018;Srirangam et al, 2018). Career satisfaction can be used as a mediator in the mentioned relationship (Karatepe, 2012;Chan & Mai, 2015;Zopiatis et al, 2018).…”

“…HRM practices contribute to develop and raise the level of skills, knowledge, and commitment of employees, thus, employees are empowered to work and motivate themselves to continue their careers, and increase their desire to stay longer at work (Yousaf et al, 2018). High compensation systems and fair performance appraisal systems are the most important HRM practices associated with employee turnover intention, because they are the main driver of employees' intention to stay or leave the work (Rubel & Kee, 2015;Shaukat et al, 2017;Dechawatanapaisal, 2018). Moreover, the lack of promotion speed and training & development programs that do not contribute to the progress and growth of employees are considered as the reasons to drive employees to leave work (Busari et al, 2017;Santhanam et al,2017).…”

HR Practices for Supporting Interpersonal Trust and Its Consequences for Team Collaboration and Innovation

“…HR practices refer to the activities oriented toward managing people in organizations [38]. They can be considered as instruments that help to influence employees' attitudes, perceptions, and behaviors to align them with organizational goals [39,40].…”

Work Stress and Job Satisfaction among Egyptian Employees: The Impact of Stress and Satisfaction on Egyptian Employees

“…Job embeddedness is another important factor of job satisfaction. There is a negative relationship between organizational job embeddedness and quit intention and this decreases when job satisfaction is high (Dechawatanapaisal, 2018).…”