The Ties that Bind: Perceived Job Embeddedness and Voluntary Turnover

2006 ◽  
Author(s):  
Craig D. Crossley ◽  
Jennifer L. Burnfield ◽  
Joseph Mazzola ◽  
Steve M. Jex ◽  
Rebecca J. Bennett
Keyword(s):  
Voluntary Turnover ◽  
Job Embeddedness

Job embeddedness: a new perspective to predict voluntary turnover

2011 ◽  
Vol 2 (4) ◽  
pp. 418-446 ◽  
Author(s):  
Chunjiang Yang ◽  
Qinhai Ma ◽  
Ling Hu
Keyword(s):  
Voluntary Turnover ◽  
Job Embeddedness ◽  
New Perspective

scholarly journals Job embeddedness, organisational commitment and voluntary turnover of academic staff at a higher education institution in South Africa

2019 ◽  
Vol 38 (1) ◽  
pp. 9-30
Author(s):  
Cebile Mensele ◽  
Melinde Coetzee
Keyword(s):  
Higher Education ◽  
South Africa ◽  
South African ◽  
Academic Staff ◽  
Voluntary Turnover ◽  
Education Institution ◽  
Job Embeddedness ◽  
Normative Commitment ◽  
Organisational Commitment ◽  
Intention To Stay

Academic staff recruitment and retention remain a challenge in South Africa and internationally. Most academics at South African universities are ageing, with fewer younger people entering academia. The objectives of the study were to determine empirically whether job embeddedness and organisational commitment significantly predict voluntary turnover and whether people from different gender, race and age groups differ significantly in terms of these three variables. The measuring instruments used were the Job Embeddedness Scale (JES), the Organisational Commitment Scale (OCS) and the Voluntary Turnover Scale (VTS). A cross-sectional quantitative survey design was used to collect data from a random sample of (N=102) full-time academic staff at a South African higher education institution in Gauteng. The findings showed that organisational fit, community links and normative commitment significantly and positively predicted the participants’ intention to stay at the institution. Female participants showed higher levels of organisational fit and sacrifice, hence a stronger intention to stay. White participants had stronger community links and fit, and the African participants had higher levels of normative commitment than the other race groups. The current study adds to the knowledge base on the turnover intentions of academic staff and makes recommendations for retention practices and possible future research.

The Relationships Between Trust in Supervisor, Turnover Intentions, and Voluntary Turnover

2016 ◽  
Vol 15 (4) ◽  
pp. 174-183 ◽  
Author(s):  
Debora E. Purba ◽  
Janneke K. Oostrom ◽  
Marise Ph. Born ◽  
Henk T. van der Molen
Keyword(s):  
Survey Data ◽  
Turnover Intentions ◽  
Voluntary Turnover ◽  
Job Embeddedness ◽  
Mediating Effect ◽  
Healthy Environment ◽  
Low Levels ◽  
The Relationship ◽  
Restaurant Chain

Abstract. This study investigated the mediating effect of on-the-job embeddedness on the relationship between trust in supervisor and turnover. Survey data were collected among 471 employees of a restaurant chain in Indonesia. Results showed that job embeddedness mediated the relationship between trust in supervisor and turnover intentions. Turnover intentions were positively correlated with actual voluntary turnover 15 months later. The results confirmed that the trustworthiness of supervisors affects the quality of the relationships between supervisors and employees. Hence, low levels of trust must be addressed as soon as possible in order to maintain a healthy environment in which employees are able to develop their job embeddedness.

Can the sense of ta’awun behavior reduce voluntarily job turnover in Indonesia?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ken Sudarti ◽  
Olivia Fachrunnisa ◽  
Alifah Ratnawati
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Structural Equation ◽  
Voluntary Turnover ◽  
Job Embeddedness ◽  
Equation Model ◽  
Citizenship Behavior ◽  
Content Type

Purpose This study aims to examine the role of ta’awun in reducing voluntary turnover intention. The authors defined ta’awun as the willingness to help colleagues without being asked and expecting rewards as promised by Islam. Also, the antecedent variables of organizational identification and job embeddedness are used to predict ta’awun. Design/methodology/approach This study used 216 respondents from Islamic Universities in Indonesia. Structural equation model was used to analyze data and test the empirical model. Findings Job embeddedness and organizational identification can improve ta’awun behavior. Ta’awun behavior has also been proven to be able to reduce voluntary turnover intention as well as successfully mediating the relationship between job embeddedness and organizational identification with voluntary turnover intention. Research limitations/implications Ta’awun enriches organizational citizenship behavior (OCB) studies which are intervened with Islamic values. The questionnaire given to respondents are very susceptible for self-response bias so that this type of bias influences the conclusion. Thus, consistency of results can be retested in several different objects. Practical implications Organizations need to consider the factor of religiosity when recruiting employees. HRM practices need to be encouraged to create organizational identification through pride in the organization to reduce voluntary turnover intention through ta’awun behavior. Originality/value The Ta’awun concept is a refinement of the previously existing concept, which is OCB. Orientation in the world and the hereafter that underlies this ta’awun behavior is more effective in reducing the intention of voluntary displacement.

WHY PEOPLE STAY: USING JOB EMBEDDEDNESS TO PREDICT VOLUNTARY TURNOVER.

2001 ◽  
Vol 44 (6) ◽  
pp. 1102-1121 ◽  
Author(s):  
T. R. Mitchell ◽  
B. C. Holtom ◽  
T. W. Lee ◽  
C. J. Sablynski ◽  
M. Erez
Keyword(s):  
Voluntary Turnover ◽  
Job Embeddedness

scholarly journals Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover.

2007 ◽  
Vol 92 (4) ◽  
pp. 1031-1042 ◽  
Author(s):  
Craig D. Crossley ◽  
Rebecca J. Bennett ◽  
Steve M. Jex ◽  
Jennifer L. Burnfield
Keyword(s):  
Voluntary Turnover ◽  
Job Embeddedness ◽  
Traditional Model ◽  
Global Measure

scholarly journals EXPRESS: The Interactive Effects of Socialization Tactics and Work Locus of Control on Newcomer Work Adjustment, Job Embeddedness, and Voluntary Turnover

2020 ◽  
pp. 001872672098684
Author(s):  
Vesa Peltokorpi ◽  
Jie Feng ◽  
Sasha Pustovit ◽  
David G Allen ◽  
Alex L Rubenstein
Keyword(s):  
Locus Of Control ◽  
Social Integration ◽  
Voluntary Turnover ◽  
Job Embeddedness ◽  
Interactive Effects ◽  
Work Adjustment ◽  
Role Clarity ◽  
Work Locus Of Control ◽  
Psychological Differences ◽  
Organizational Newcomers

Previous research has focused on general best practices for onboarding organizational newcomers. In this study, we shift the conversation to address the question: for whom are certain socialization tactics more or less beneficial? Whereas institutionalized socialization tactics provide considerable structure and help newcomers adjust, less is known about whether and how individual psychological differences cause some newcomers to react differently to the same tactics. To examine the interplay between organizational socialization efforts and newcomer individual differences, we hypothesize that newcomers’ work locus of control (WLOC) moderates the relationship between socialization tactics and voluntary turnover. We also examine the indirect role of newcomer work adjustment—role clarity, work mastery, social integration—and job embeddedness in transmitting the interaction between socialization tactics and WLOC to turnover. Data collected from 676 newcomers in various organizations provided general support for our hypotheses: Newcomers with an external WLOC showed higher social integration and embeddedness and lower turnover under institutionalized tactics, but lower social integration and embeddedness and higher turnover under individualized tactics. Their turnover was also reduced from individualized to institutionalized tactics. In contrast, newcomers with an internal WLOC were less influenced by either socialization tactic approach in terms of their social integration, embeddedness, or turnover.

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