The mediating role of organizational embeddedness on the relationship between quality of work life and turnover

Abstract

Purpose The purpose of this paper is to investigate the mediating effect of organizational embeddedness in the relationship between quality of work life (QWL) and turnover under a foundation of conservation of resources theory. Design/methodology/approach Data were collected from 422 healthcare professionals through a questionnaire survey, and analyzed by means of a confirmatory factor analysis and structural equation modeling. Findings The results indicate that organizational embeddedness has a negative impact on employees’ intention to leave, and on actual turnover. For QWL perception, career opportunities, work life balance, and job characteristics are positive and significant predictors of organizational embeddedness. In addition, organizational embeddedness plays an intermediary role that mediates the relationship between the three components of QWL mentioned earlier and turnover intention, and also between the factor of career opportunities and actual turnover. Research limitations/implications The current research took place within two healthcare organizations. Replicating the study in a variety of business sectors or professions with a larger sample of subjects would be useful for the generalizability of the findings. Practical implications Organizations may improve their retention of employees by offering intrinsic resources that can be obtained from the social contexts of the individual through human resource management system, e.g., growth opportunities, a healthy and caring work life quality. Such motivational resources then develop a sense of obligation toward their places of employment, which influences their intention to stay or leave. Originality/value This study examines the mediating role of organizational embeddedness between employees’ perception of their work life quality and their desire and behavior to withdraw, which is an area of inquiry that has not been fully investigated in the literature.

Effects of leader-member exchange ambivalence on work attitudes: a moderated mediation model

“…Employees are likely to increase their embeddedness when they feel connected to their job and their colleagues, feel they fit into the workplace and its culture and have a strong psychological need to protect rather than relinquish resources accumulated through their obligation to the organization. Such resources are supplied from the various contextual forces related to people and their perspectives, for instance perceived organizational support (Halbesleben et al, 2014); quality of work life (Dechawatanapaisal, 2017); work-life balance (Thakur and Bhatnagar, 2017); human resource management practices (Bambacas and Kulik, 2013); locus of control (Ng and Feldman, 2011) and leader-follower relationship (Harris et al, 2011). Resource abundance makes employees become more embedded and obtain positive work outcomes (Halbesleben et al, 2014).…”

Quality of Work Life and Burnout in Healthcare Workers in Turkey

“…Additionally, low QWL often reduces the performance of healthcare workers and the quality of care (Grunfeld et al, 2005;Knox & Irving, 1997) and causes high turnover rate (Hayes et al, 2006). Dechawatanapaisal (2017) revealed that perceived QWL, career opportunities, work-life balance and job characteristics were positive and significant predictors of organisational embeddedness. Brooks et al (2007) reported that work design and work content led to a significant increase in workers' desire to stay.…”

Meaningful work on career satisfaction: a moderated mediation model of job embeddedness and work-based social support

“…To date, research on job embeddedness has expanded to predict other work outcomes such as organizational citizenship behaviors, innovation-related behaviors, work satisfaction, and performance (Ghosh and Gurunathan, 2015). However, a review of the literature suggests that studies on the antecedents of job embeddedness are still limited (Dechawatanapaisal, 2017; Nguyen et al , 2017; Singh et al , 2018). In particular, it is important to understand embeddedness as an intervening mechanism, including factors that may cause employees to become embedded in an organization (Thakur and Bhatnagar, 2017; Zhang et al , 2012).…”