Relationships between job embeddedness and employees’ life satisfaction

Abstract

Purpose The purpose of this paper is to explore relationships between organisation embeddedness and life satisfaction, and community embeddedness and life satisfaction. The study also examined relationships between each sub-dimension of organisation embeddedness and community embeddedness and life satisfaction. These sub-dimensions are “links”, “fit” and “sacrifice”. Design/methodology/approach Data were collected from 549 employees in organisations located in four major business centres in South Africa. The data were analysed using structural equation modelling. Findings Both organisation embeddedness and community embeddedness were positively related to life satisfaction. Regarding the sub-dimensions of organisation embeddedness, only organisation fit and sacrifice were positively related to life satisfaction. As regards the sub-dimensions of community embeddedness, only community fit was positively related to life satisfaction. Practical implications Adopting practices which embed employees in the organisation and communities where they live is potentially beneficial for both organisations and employee well-being. Originality/value The bulk of research on job embeddedness (JE) and work-related outcomes has focussed on benefits for the organisation. The effects of embeddedness on employee well-being have been largely overlooked. The current study is an attempt to redress this imbalance in JE research.

Factors affecting employees’ job embeddedness in the Egyptian airline industry

“…Furthermore, DeConinck and Johnson (2009) emphasised that employees with a low level of organisational commitment are more likely to show negative work outcomes such as job-search behaviour, turnover intention and actual turnover. Turnover intention can be referred to of employees' awareness regarding the possibility of leaving organisation in the near future (Mowday et al, 1982;Ampofo et al, 2017;Li et al, 2017), and it represents the strongest predictor of actual turnover behaviour (Joo and Park, 2010). The present research confirms that employees' turnover intentions negatively related to organisational commitment (Joo and Park, 2010;Lee and Bruvold, 2003;Fazio et al, 2017;Lim et al, 2017).…”

Factors Affecting Staff Turnover of Young Academics: Job Embeddedness and Creative Work Performance in Higher Academic Institutions

“…A positivist paradigm of research design is adopted for this study because its epistemological positioning allows researchers a legitimate way of primary data generation, by interacting with people, asking questions and recording responses through standard questionnaires (Ampofo et al, 2017).…”

“…Over the years, several researchers have worked on the relations between embeddedness, performance and turnover. Their empirical findings suggested that JE characteristics predict both the employee's intention to quit and actual turnover (Choi and Kim, 2015;Ampofo et al, 2017). Bergiel et al (2009) established the significance of JE as a link amongst organizational practices and purpose to leave.…”

“…In the past, researchers have applied the traditional model of Ampofo et al (2017) in which displeasure was seen as the primary source of low performance and high turnover (Choi and Kim, 2015;Hussain and Deery, 2018). Later, Mitchell et al (2001) have investigated key dimensions of JE which are linked with VTOI beyond the obvious factors, such as job satisfaction and commitment.…”

Multifaceted Role of Job Embeddedness Within Organizations: Development of Sustainable Approach to Reducing Turnover Intention

“…Jiang et al (2012) found a strong correlation between JE dimensions, job satisfaction, and organizational commitment. Ampofo et al (2017) found the effect of a colleague's JE on individual employee turnover, and the results showed that at the individual level, organizational commitment is a stronger predictor of voluntary separation compared with JE. Emotional commitment is relevant 2017Roles of engagement JE Manufacturing industries Engagement, job performance and intention to leave Ng & Feldman (2014) Organizational embeddedness and insomnia issues Managers array of industries Performance, labor member exchange & organization-based self-esteem Bergiel et al (2009) Human resource practices, JE and quite State department Human resource practices and intention to quit N. Ferreira & Coetzee (2013) Embeddedness on bank employees and commitment Services industry Turnover contagion and job search behavior Wijayanto & Kismono (2004) Organizational citizenship behavior Hospitality firm Social capital and human capital Allen et al (2016) JE means "Stuck" environments Business industries Organizational citizenship behavior Wilson (2010) JE survey items for education Education sector Adventure education population N. Ferreira & Coetzee (2013) Embeddedness on bank employees and commitment Services industry Work-family conflict and intention to leave Karatepe (2011) Coworker and perceived organizational support Hotel employees Job outcomes and organizational justice Acquah (2015) HRM practices and turnover intention Hotel industry Voluntary turnover Morganson et al (2015) Embeddedness theory and promote persistence Students universities Employee retention TOI Wheeler et al 2012How do employee effect Education sector Conscientiousness and performance Holtom et al (2012) Mediation effect organizational citizenship behavior between JE and TOI…”