The job embeddedness-turnover relationship

Abstract

Purpose The purpose of this paper is threefold: first, to examine the job embeddedness (JE)-turnover intentions relationship in large and small organisations; second, to investigate how employee perceptions of each dimension of JE may differ in large and small organisations; and third, to determine if work group cohesion moderates the JE-turnover intentions relationship. Design/methodology/approach Using a short form of the original JE questionnaire, data were collected from 549 employees in organisations located in four major business centres in South Africa. Participants were from organisations in diverse industries. Findings JE predicted turnover intentions in large organisations, but not in small organisations. Contrary to expectations, employees in small organisations perceived that they would sacrifice more benefits than employees in large organisations if they were to quit. Results suggest that work group cohesion moderates the JE-turnover intentions relationship. Research limitations/implications Further research is needed to determine how JE operates in different size organisations and in urban and rural small organisations. Practical implications In small organisations, building group cohesion and persuasively communicating benefits of working in a small organisation can help to embed employees. Originality/value This study responds to calls for further JE research in a wider range of national contexts. It contributes to a more nuanced understanding of the three dimensions of JE by investigating how employee perceptions of each dimension differ in large and small organisations. The study also responds to appeals for research that examines moderators of the JE-turnover relationship by exploring work group cohesion as a potential moderator.

The influence of psychological capital and self-leadership strategies on job embeddedness in the banking industry

“…Studies on talent management have indicated that an organisation that is able to retain its human capital has a significant advantage over its competitors. This suggests that investing in mechanisms that can promote JE is crucial for organisational success because JE is known to predict turnover intention (Holtom & Darabi, 2018;Coetzer, Inma, & Poisat, 2017). As emphasised earlier, JE is characterised by three elements, that is, personal links with the organisation and people within the organisation; a sense of congruence between personal attributes and the demands of the job; and finally, a reluctance to lose the relationships and resources that have been established within or because of the organisation (Mitchell et al, 2001).…”

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“…A study conducted in South Africa examined the job embeddedness and turnover intention relationship in small and large organizations (Coetzer et al, 2017). Coetzer et al focused solely on the on-the-job links, sacrifice, and fit dimensions and did not include discussion of the off-the-job dimensions.…”