When and how is job embeddedness predictive of turnover? A meta-analytic investigation.

Jiang, Kaifeng; Liu, Dong; McKay, Patrick F.; Lee, Thomas W.; Mitchell, Terence R.

doi:10.1037/a0028610

Cited by 362 publications

(440 citation statements)

References 90 publications

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“…beyond being involved in organizational activities that increase an individual's investment in their job (Jiang et al, 2012;. People who are more strongly connected to others tend to be resistant to particular shocks that might lead others to start quitting processes ).…”

Section: Voluntary Turnovermentioning

confidence: 99%

“…This broad ranging theory postulates that an employee's embeddedness in the workplace, that is, the extent to which they are connected to other individuals or groups, makes employees less likely to leave (Felps, Mitchell, Hekman, Lee, Holtom, & Harman, 2009;Jiang, Liu, McKay, Lee, & Mitchell, 2012;Lee, Mitchell, Sablynski, Burton, & Holtom, 2004;Mitchell, Holtom, Lee, Sablynski, & Erez, 2001). The theory of job embeddedness examines how turnover is related to the number of coworkers that an individual interacts with (links), the extent to which a job fits an individual's life (fit), and what they would be giving up by leaving a job (sacrifice) ).…”

Section: Introductionmentioning

confidence: 99%

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The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

M@n@gement

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AcknowledgementsWe are very grateful for the insightful comments of Nathalie Delobbe and the three reviewers. We also thank Gary Ballinger, Rob Cross and Greg Molecke and the participants of the 31st Sunbelt International Network for Social Network Analysis conference. 2 AbstractIn this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover. We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. We test our hypotheses using longitudinal network data collected annually within the IT department of a global engineering consulting firm over a four-year period. Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. In contrast, when others perceive interactions with the focal actor as increasing their level of energetic activation it reduces the focal actor's risk of involuntary turnover. This relationship is also mediated by performance. When others within the organization perceive interactions with the focal actor as increasing their level of energetic activation, it results in the focal actor having higher performance, which in turn reduces the focal actor's involuntary turnover. In conclusion, we note that our findings are specific to knowledge workers with IT skills and may not be generalizable to all employees. We also suggest implications for managers and potential areas for future research.

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Section: Voluntary Turnovermentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

M@n@gement

View full text Add to dashboard Cite

show abstract

“…Simply put, we do not yet know what the key forces are in a given setting, organization, industry, or profession. For example, different profiles of causal indicators may hold across private and public organizations' employees (Jiang et al 2012) versus radiologists and surgeons (Pratt et al 2006) versus humanities and life science professors. Further, these forces may not operate in a simple linear fashion.…”

Section: What Is the Empirical Structure Of Job Embeddedness?mentioning

confidence: 99%

The Story of Why We Stay: A Review of Job Embeddedness

Lee

Burch

Mitchell

2014

Annu. Rev. Organ. Psychol. Organ. Behav.

Self Cite

240

119

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In this article, we examine the history and development of job embeddedness, beginning with the story of the idea's conception, theoretical foundation, and original empirical structure as a major predictor of employee voluntary turnover. We then consider more recent expansions in the theoretical structure and empirical measurement of job embeddedness, exploring job embeddedness as a causal indicator model versus a reflective model. Next, we review some promising expansions of embeddedness to new domains (e.g., family embeddedness) as well as important contingency factors that enhance or diminish its impact. Finally, we describe how job embeddedness affects important organizational outcomes beyond turnover, including job performance, organizational citizenship behavior, innovation, and the development of social and human capital. Throughout the article, we provide our opinions on how the theory and research on embeddedness have progressed as well as ideas on how it can be improved.

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“…Jiang (2012) analysis found that the negative correlation between organizational embeddedness and turnover intention was more significant in female dominated organizations and public institutions. The influence of community embeddedness on turnover intention is stronger in collectivism culture [1]. The study of Holtom (2013) found that the predictive power of job embeddedness on turnover enhanced with the increase of working years [2].…”

Section: A Organizational Embeddedness and Job Performancementioning

confidence: 97%

Research on the Relationship between Organizational Embeddedness and Job Performance among the Generation after 90s--Self Efficacy as Mediating Variable

Song¹,

Li²

2017

Proceedings of the 2017 2nd International Conference on Politics, Economics and Law (ICPEL 2017)

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Abstract-This study is aimed at the generation after 90s who have high mobility and individual independence. It investigates the relationship between the organizational embeddedness and job performance among this group. This study introduces selfefficacy as mediating variable. The results show that organizational embeddedness has a significant positive effect on self-efficacy. This study proposes a human resource management practices and measures by establishing a clear post-demand quality model, paying attention to employee's personality, constructing smooth communication channels among company and forming a targeted incentive model.

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When and how is job embeddedness predictive of turnover? A meta-analytic investigation.

Cited by 362 publications

References 90 publications

The impact of energizing interactions on voluntary and involuntary turnover

The impact of energizing interactions on voluntary and involuntary turnover

The Story of Why We Stay: A Review of Job Embeddedness

Research on the Relationship between Organizational Embeddedness and Job Performance among the Generation after 90s--Self Efficacy as Mediating Variable

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