Organizational antecedents of job embeddedness

Vinh Q. Nguyen, G. Stephen Taylor and Erich Bergiel

Management Research Review, 2017, vol. 40, issue 11, 1216-1235

Abstract: Purpose - A recent major development in the turnover literature is the introduction of the job embeddedness (JE) construct. Although it has been shown to impact organizational outcomes such as voluntary turnover, there is very limited research on how JE develops or its generalizability. In an effort to begin addressing this gap, this paper aims to investigate a range of presumed organizational antecedents of JE in the context of Vietnam. Design/methodology/approach - A written survey questionnaire was used to collect data from employees in a state-owned company in Hanoi, Vietnam. Of the 473 survey questionnaires distributed to company employees, a total of 292 were determined usable surveys, producing an effective response rate of 61.7 per cent. Findings - The results indicated that organizational rewards, growth opportunities and procedural justice directly influence JE. In addition, perceived organizational support was found to mediate the relationships between these organizational factors and JE. Originality/value - This study contributes to the literature on both perceived organizational support and JE. In addition, this study is the first to empirically test the relationships among these two constructs and other organizational variables in the country of Vietnam.

Keywords: Human resource management; Perceived organizational support; Job embeddedness; Vietnam; Turnover; Human resource practices; Employee retention (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:mrr-11-2016-0255

DOI: 10.1108/MRR-11-2016-0255

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