DOCSLIB.ORG

Job Embeddedness Theory : Can It Help Explain Employee Retention?

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Job Embeddedness Theory : Can It Help Explain Employee Retention? University of Louisville ThinkIR: The University of Louisville's Institutional Repository Electronic Theses and Dissertations 5-2012 Job embeddedness theory : can it help explain employee retention?. Jeffery A. Young University of Louisville Follow this and additional works at: https://ir.library.louisville.edu/etd Recommended Citation Young, Jeffery A., "Job embeddedness theory : can it help explain employee retention?." (2012). Electronic Theses and Dissertations. Paper 1625. https://doi.org/10.18297/etd/1625 This Doctoral Dissertation is brought to you for free and open access by ThinkIR: The University of Louisville's Institutional Repository. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of ThinkIR: The University of Louisville's Institutional Repository. This title appears here courtesy of the author, who has retained all other copyrights. For more information, please contact [email protected]. JOB EMBEDDEDNESS THEORY: CAN IT HELP EXPLAIN EMPLOYEE RETENTION? By Jeffery A. Young B.S., University of Kentucky, 1985 M.P.A., University of Louisville, 1995 A Dissertation Submitted to the Faculty of the College of Education and Human Development of the University of Louisville in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Department of Leadership, Foundations and Human Resource Education University of Louisville Louisville, KY May 2012 Copyright 2012 by Jeffery A. Young All rights reserved JOB EMBEDDEDNESS THEORY: CAN IT HELP EXPLAIN EMPLOYEE RETENTION? By Jeffery A. Young B.S., University of Kentucky, 1985 M.P.A., University of Louisville, 1995 A Dissertation Approved on April 4, 2012 by the following Dissertation Committee: Dr. James Stone Dissertation Director Dr. Oscar Aliaga Abanto Dr. Brad Shuck Dr. Ann M. Herd Dr. Pradeep Kotamraju ACKNOWLEDGMENTS I want to express my deepest appreciation to my family, friends, colleagues, and fellow doctoral students, without whose support I would not have been able to accomplish this daunting task. Thanks especially to my wife, Sheila, for her understanding and support. Thanks to my children for their patience when I was gone, though in the same room. A special thanks to my parents who instilled in me a love for learning. In addition, I want to express my appreciation to the members of my dissertation committee. Your professionalism is matched only by your enthusiasm and generosity. Thank you, Dr. James Stone, for agreeing to walk this road with me. I have realized many times throughout this process how fortunate I was to have you on my team. Thank you, Dr. Oscar Aliaga Abanto, for your patience and willingness to share your wisdom, knowledge, and experience regarding the dissertation process. Thank you, Dr. Brad Shuck, for serving as "methodologist" and for being a reliable source of enthusiasm and support whenever I needed either. Thank you, Dr. Pradeep Kotamraju and Dr. Ann Herd, for agreeing to serve on my dissertation committee and for providing valuable feedback and advice. Thanks to Dr. Jimmy Henning, Associate Dean for the Extension and Director of the University of Kentucky Cooperative Extension Service, and Dr. Daryl Buchholz, Associate Director of Extension and Applied Research at Kansas State University, for 111 agreeing to support this study. It goes without saying that without your support, this work would not have happened. Thanks to Stacey Warner (Kansas State University), Dr. Kenneth Jones (University of Kentucky), Dr. Charlene Jacobs (University of Kentucky), and Martha Thompson (University of Kentucky) for serving as my panel of experts. Your insight into shaping the data-collection instrument was extremely helpful. Most important, thank you Father, God in Heaven. I could never have imagined the life You have blessed me with, the opportunities You have brought my way, and the wonderful, healthy family You have given me. Thank You. IV ABSTRACT JOB EMBEDDEDNESS THEORY: CAN IT HELP EXPLAIN EMPLOYEE RETENTION? Jeffrey A. Young April 4, 2012 Job embeddedness theory, as introduced by Mitchell, Holtom, Lee, Sablynski, and Erez (2001), offers a method of discovering why people stay in an organization. By analyzing the construct's three dimensions (links, fit, and sacrifice) within community and workplace contexts, an overall level of embeddedness was determined and then used to examine retention among Extension agents (N = 454) in the Kansas and Kentucky Extension Services systems. An Internet-based survey was used to gather background data and responses to various scales (embeddedness, job satisfaction, organization commitment, engagement, intent to stay, and discretionary effort). Research questions were examined through the use of correlations, analyses of variance, and linear regression analyses. This dissertation is divided into five chapters. Chapter 1 gives a historical overview of the problem of retention. Chapter 2 examines the major theories that scholars have used to explain retention and the factors that influence it; particular attention is given to job embeddedness theory. Chapter 3 contains a discussion of the research design, study population and sample, sampling procedure, instrumentation, and data- collection procedures. Chapter 4 presents the results ofthe study. The chapter presents the main analysis and more specific analyses by the study population's demographics v (including comparisons ofnonrespondents, respondents, and late respondents). Chapter 5 provides a summary of the study; a discussion of the results; implications for theory, research, and practice; and a discussion of the study's limitations. In summary, Kansas and Kentucky Extension agents reported significantly different levels of job embeddedness over the study period. Regression analyses showed that job embeddedness was significantly correlated with and predicted unique variance in intent to stay. An examination of the participants' background characteristics showed that age, education level, and geographic state of employment significantly influenced certain components of job embeddedness. VI TABLE OF CONTENTS PAGE ACKNOWLEDGMENTS ............................................................................................. iii ABSTRACT .................................................................................................................... v LIST OF TABLES .......................................................................................................... x INTRODUCTION ........................................................................................................... 1 Retention of Extension Agents ................................................................................... 3 Retention Rates in Kansas and Kentucky .................................................................. .4 Extension Agents' Retention Rates Compared to Other Sectors ................................ .4 Problem Statement ..................................................................................................... 7 Purpose ...................................................................................................................... 7 Research Questions .................................................................................................... 8 Significance of Job Embeddedness .......................................................................... 10 Delimitations ........................................................................................................... 11 Defmitions of Key Terms ......................................................................................... 13 Organization ............................................................................................................ 16 Summary ................................................................................................................. 17 LITERATURE REVIEW .............................................................................................. 18 The Land-Grant University System and Cooperative Extensions .............................. 18 History of Retention Problems ................................................................................. 20 Wanted Versus Unwanted Tumover. ........................................................................ 25 Antecedents to Job Embeddedness ........................................................................... 26 Job Embeddedness ................................................................................................... 33 Vll Prior Research on Job Embeddedness ...................................................................... 39 Research Gaps ......................................................................................................... 46 Study Model ............................................................................................................ 54 Summary ................................................................................................................. 54 METHOD ..................................................................................................................... 57 Research Method and Design ................................................................................... 57 Census Population ................................................................................................... 59 Variables and Instrumentation .................................................................................. 62 Data Collection .......................................................................................................
Load more

Recommended publications
  • The Effect of Interpersonal Counterproductive Workplace Behaviors on the Performance of New Product Development Teams
    The Effect of Interpersonal Counterproductive Workplace Behaviors on the Performance of New Product Development Teams Tianjiao Qiu California State University, Long Beach Benjamin Steven Peschek California State University, Long Beach This research aims to investigate how interpersonal counterproductive work behaviors impact new product development team performance through teamwork. Specifically, we address two aspects of team work: team trust and team learning. Analyzing survey responses from 26 student teams with hierarchical linear modeling techniques, we demonstrate that team members’ interpersonal misbehaviors lead to lower levels of emotional integration and less sharing and acquiring of new knowledge within the team. Furthermore, interpersonal misbehaviors are not only detrimental to effective team collaboration process, but also directly influence the success of new product development projects. INTRODUCTION New product development (NPD) teams are commonly adopted in organizations to optimize NPD process, rather than assigning projects to individuals solitarily (e.g., Brockman, Rawlston, Jones, & Halstead, 2010). Integrated product development is dependent upon how team members work together toward a common goal. The complex NPD process (including discovery, development, testing and launch) is inherently a group process, which requires the concerted efforts of all team members (e.g., Qiu, Qualls, Bohlmann, & Rupp, 2009). Any single team member who works in isolation will be at a disadvantage compared to a team of individuals who can utilize the entirety of the team members’ contributions. The increased need for teamwork has received wide attention in current research (Bstieler & Hemmert, 2010). One main stream of research focuses how cross-functional integration influences NPD success (e.g., Qiu et al., 2009). Another stream of research addresses the leadership role in promoting NPD performance through better coordination (e.g., Sarin & McDermott, 2003).
    [Show full text]
  • The Relationship Between Job Satisfaction, Job Performance and Employee Engagement: an Explorative Study
    Issues in Business Management and Economics Vol.4 (1), pp. 1-8, January 2016 Available online at http://www.journalissues.org/IBME/ http://dx.doi.org/10.15739/IBME.16.001 Copyright © 2015 Author(s) retain the copyright of this article ISSN 2350-157X Original Research Article The relationship between job satisfaction, job performance and employee engagement: An explorative study Received 15 December, 2015 Revised 6 January, 2016 Accepted 11 January, 2016 Published 20 January, 2016 Abdulwahab S. Bin Successful organizations know that employee satisfaction, performance and Shmailan employee engagement are crucial. This research was conducted to examine what contributes to a satisfied employee by examining a number of factors Department of Management and such as job fit, good communication, appreciation and clear objectives. The Information Technology, Jubail study will also look at the roles of the organization and individual in Industrial College,P.O. Box employee satisfaction. Job performance, another key success factor for 10099, Jubail Industrial City, organizations, will also be examined. The link between employee 31961, Saudi Arabia. satisfaction and performance findings will be illuminated and related examples of what can be done to improve both variables will be provided. Author’s Email: Finally, this study discusses employee engagement which combines the [email protected] above topics and much more including definitions, organizational success, and how to develop a successful employee engagement program. This study will also provide compelling information that will help to understand the advantages of having satisfied and high performing employees as well as using the power of employee engagement to be competitive and profitable.
    [Show full text]
  • Resource 1: CTE Orientation to the Employer Community
    Resource 1: CTE Orientation to the Employer Community Talent Pipeline Management® (TPM) TPM RESOURCE GUIDE: A Compendium for High-Quality CTE Resource 1: Table of Contents Orienting CTE to Employers, Employer Organizations, and Professional Roles .....................................................................................1.2 Employers are in both the public and private sectors ...................................................1.2 Employers in the private sector are usually classified by industry and size with one or more physical locations or establishments ................................................................................................................1.3 Employers vary widely in how they organize work and how they define their critical jobs ....................................................................................1.4 Employers vary widely on how and where they recruit talent for their most critical jobs ...........................................................................1.6 Employers utilize professionals in multiple roles for recruiting and developing talent .................................................................................1.7 Employers directly engage in workforce initiatives and partnerships as well as through trusted intermediaries, including business associations. .......................................................................................1.9 Recommended Actions for CTE Programs and Professionals ..........................................................................................
    [Show full text]
  • The Role of Job Embeddedness on Employee Performance: The
    Job Embeddedness & Employee Performance The Role of Job Embeddedness on Employee Performance: The Interactive Effects With Leader‐Member Exchange & Organization‐ based Self‐esteem This Research Briefing is a service from BC HRMA’s research group. Our aim is to make it easier and quicker for HR professionals to find and apply the latest and best people management insight to their challenges and projects. This paper contains a concise and practical summary of a recent academic finding that should shape your HR practices. Summary Job Embeddedness As satisfaction‐based models have proven to be poor predictors of employees actually leaving, Job Embeddedness ‐ Originally conceived as a researchers have moved to the concept of job construct to help explain why people stay embeddedness to explain why people stay with with an orgnaization, job embeddedness uses their organizations. Job embeddedness looks three factors that are considered from both beyond the traditional factors of satisfaction and an internal and external perspective to explain commitment that have typically been people's connections to their organizations considered to retain people in organizations. It and roles. looks at connections to both the organization The three factors are: and external community and how they tie people to their organizations, influencing their Links ‐ to other people or activities in the organization and the community. decisions to stay. The research paper, “The Role of Job Embeddedness on Employee Fit ‐ with the role (e.g., skill fit) and the Performance: The Interactive Effects With community / geography (e.g., recreational fit) Leader‐Member Exchange & Organization‐based around the organization. Self‐esteem” by Tomoki Sekiguchi, James P.
    [Show full text]
  • The Interactive Effects of Citizenship Pressure and Job Embeddedness on Positive and Negative Outcomes of Engagement
    CORE Metadata, citation and similar papers at core.ac.uk Provided by eGrove (Univ. of Mississippi) University of Mississippi eGrove Electronic Theses and Dissertations Graduate School 2015 The Interactive Effects Of Citizenship Pressure And Job Embeddedness On Positive And Negative Outcomes Of Engagement Jeremy Logan Jones University of Mississippi Follow this and additional works at: https://egrove.olemiss.edu/etd Part of the Business Administration, Management, and Operations Commons Recommended Citation Jones, Jeremy Logan, "The Interactive Effects Of Citizenship Pressure And Job Embeddedness On Positive And Negative Outcomes Of Engagement" (2015). Electronic Theses and Dissertations. 663. https://egrove.olemiss.edu/etd/663 This Dissertation is brought to you for free and open access by the Graduate School at eGrove. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of eGrove. For more information, please contact [email protected]. THE INTERACTIVE EFFECTS OF CITIZENSHIP PRESSURE AND JOB EMBEDDEDNESS ON POSITIVE AND NEGATIVE OUTCOMES OF ENGAGEMENT A Dissertation presented in partial fulfillment of the requirements for the degree of Doctor of Philosophy in the Department of Management at the University of Mississippi by Jeremy Logan Jones August 2015 Copyright 2015 Jeremy Logan Jones ALL RIGHTS RESERVED ABSTRACT A more comprehensive understanding of the positive and negative outcomes of engagement could allow for a better conceptualization of the construct. The three goals of this study were: (1) to examine, based on the job demands and resources framework, potential negative antecedent and outcome relationships (i.e., role conflict, role ambiguity, and counterproductive work behaviors); (2) to identify interactions that could negatively impact engagement’s positive outcomes (i.e.
    [Show full text]
  • Criminal Background and Job Performance Dylan Minor, Nicola Persico and Deborah M
    Minor et al. IZA Journal of Labor Policy (2018) 7:8 https://doi.org/10.1186/s40173-018-0101-0 ORIGINALARTICLE Open Access Criminal background and job performance Dylan Minor, Nicola Persico and Deborah M. Weiss* * Correspondence: deborah.weiss@ northwestern.edu Abstract Northwestern University, Evanston, IL, USA Job applicants with criminal records are much less likely than others to obtain legitimate employment. Recent efforts to address this problem include campaigns to persuade employers to hire applicants with a record voluntarily and legislation such as Ban the Box laws. The success of any remedial strategy depends on whether employer concerns are founded on an accurate view of how employees with a criminal background behave on the job if hired. Little empirical evidence now exists to answer this question. This paper attempts to fill this gap by examining firm-level hiring practices and worker-level performance outcomes. Our data indicate that individuals with criminal records have a much longer tenure and are less likely to quit their jobs voluntarily than other workers. Some results, however, differ by job: sales employees with a criminal record have a higher tendency than other workers to leave because of misconduct, while this effect is smaller and less significant forcustomerserviceworkers.Byexaminingpsychometric data, we find evidence that bad outcomes for sales people with records may be driven by job rather than employee characteristics. We find some evidence that psychometric testing might provide a substitute for the use of criminal records, but that it would not in our own sample. Keywords: Criminal records, Discrimination, Personnel economics, Job performance JEL Classification: K14, J24, J78 1 Introduction Job applicants with a criminal record are much less likely than others to receive an offer of employment.
    [Show full text]
  • Job Embeddedness May Hold the Key to the Retention of Novice Talent in Schools Jennifer Moradian Watson California State University, Fresno
    Job Embeddedness May Hold the Key to the Retention of Novice Talent in Schools Jennifer Moradian Watson California State University, Fresno Abstract Teacher retention has been studied for decades, yet it has recently assumed renewed significance due to current teacher shortages. This study was designed to determine whether teachers’ job embeddedness (JE) is related to turnover. JE is found in organizational literature (Mitchell, Holtom, Lee, Sablynski, & Erez, 2001) and has been a robust predictor of retention across diverse groups of employees (Mallol, Holtom, & Lee, 2007) as well as among various countries and cultures (Lee, Burch, & Mitchell, 2014). For this study, we surveyed over 143 teachers with less than five years of experience in three school districts in Central California, and we identified a correlation between retention and embeddedness through the use of multivariate analysis of variance. The results indicate that JE is indeed related to novice teacher retention. 26 Educational Leadership Administration: Teaching and Program Development March 2018; Vol.29: Issue 1 Large numbers of novice teachers leave education or their original school site at alarming rates. The highest rate of teacher attrition occurs in the first three years of teaching in the United States (Boe, Cook, & Sunderland, 2008). The National Center for Educational Statistics (NCES, 2010) reports that nationwide, 12% of new teachers (with one to three years of experience) left the profession within two years, and 23% left the profession within five years (NCES, 2015). Of the teachers surveyed in 2007 in the United States, another 10% changed schools the following school year. The National Center for Educational Statistics also found that certain subject areas—such as math, science, and special education—are more difficult to staff (Esch et al., 2005).
    [Show full text]
  • Public Sector Leaders' Strategies to Improve Employee Retention Michael D
    Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2016 Public Sector Leaders' Strategies to Improve Employee Retention Michael D. Izard-Carroll Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Commons, Public Administration Commons, and the Public Policy Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Michael D. Izard-Carroll has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Denise Land, Committee Chairperson, Doctor of Business Administration Faculty Dr. Robert Miller, Committee Member, Doctor of Business Administration Faculty Dr. Carol-Anne Faint, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2016 Abstract Public Sector Leaders’ Strategies to Improve Employee Retention by Michael D. Izard-Carroll BA, Canisius College, 2003 MBA, Canisius College, 2005 MA, University at Buffalo, 2008 Certificate in Project Management, University at Buffalo, 2010 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University April 2016 Abstract The U.S. Department of Labor and Statistics consistently reports significant employee turnover in the public sector, including the federal, state, and local levels.
    [Show full text]
  • Job Knowledge/Professional Development – Technically and Professionally Skilled in All Position Responsibilities and Duties
    Job Knowledge/Professional Development – Technically and professionally skilled in all position responsibilities and duties. Seeks new skills and opportunities for self development. 5 – Exceptional 4 – High 3 – Satisfactory 2 – Fair 1 – Unsatisfactory Possesses job knowledge that Demonstrates thorough Demonstrates a basic Has mastered the application Shows a basic lack of is demonstrated thorough understanding of all understanding of all job of most procedures and understanding of how to understanding of how to procedures and processes knowledge skills, procedures processes required for fully perform routine assignments, perform regular work required to effectively perform and processes; knows successful job performance. even after repeated assignments as well as how all assignments. Very rarely resources to seek guidance In those areas where orientation. Frequently those assignments relate to needs help regarding how to for clarification as needed. additional knowledge and requires assistance from other areas. Serves as execute a given assignment. May seek clarification on new expertise are required, supervisor or others in order resource to others regarding When new procedures or assignments, but once satisfactory or better progress to complete task due to lack of work processes and processes are introduced, understood does not need is being demonstrated toward knowledge of applicable procedures. Significantly learns quickly and begins additional support and can their attainment. Requires procedures. Appears to work exceeds expectations on all efficient application. apply process to a similar above average level of independent of established tasks. Continuously strives to Consistently produces quality assignment. Willing to supervision on most tasks to department mission. Requires further improve job work under minimal expand job knowledge with be effective.
    [Show full text]
  • A Comprehensive Profile Analysis of the Effect of Job Embeddedness on Turnover Intention Among New Generation of Rural Migrant Workers in China: Based on PLS-SEM
    Advances in Social Sciences Research Journal – Vol.5, No.8 Publication Date: Aug. 25, 2018 DoI:10.14738/assrj.58.5006. MeiRun, T., Sin, J. S. H., & Wei, C. C. (2018). A Comprehensive Profile Analysis of the Effect of Job Embeddedness on Turnover Intention among New Generation of Rural Migrant Workers in China: Based on PLS-SEM. Advances in Social Sciences Research Journal, 5(8) 264-279. A Comprehensive Profile Analysis of the Effect of Job Embeddedness on Turnover Intention among New Generation of Rural Migrant Workers in China: Based on PLS-SEM Tang MeiRun School of Business Management,College of Business, Universiti Utara Malaysia, Sintok, Malaysia. Jennie Soo Hooi Sin School of Business Management, College of Business, Universiti Utara Malaysia, Sintok, Malaysia. Chuah Chin Wei Othman Yeop Abdullah Graduate School of Business, Universiti Utara Malaysia, Sintok Malaysia. ABSTRACT This paper aimed to examine the relationship between organization embeddedness (OE), community embeddedness (CE) and turnover intention in the context of manufacturer sector in China. A 37-item questionnaire was filled by 384 new generation of rural migrant workers. Data were examined through a first-order of reflective model (SME1) and a two-stage of second-order reflective-formative hierarchical model (SME2) with the technical of Partial Least Squares. The empirical test results indicated that both OE and CE negative and significant related to turnover intention. When further disaggregated the components of OE and CE into the three sub- dimensions of fit, links, and sacrifice, this study found that causal indicator model of job embeddedness predict more variance of turnover intention than reflective model.
    [Show full text]
  • Job Performance Model Based on Employees' Dynamic
    sustainability Article Job Performance Model Based on Employees’ Dynamic Capabilities (EDC) Agnieszka Bie ´nkowskaand Katarzyna Tworek * Department of Management Systems and Organizational Development, Wrocław University of Science and Technology, 50-370 Wrocław, Poland; [email protected] * Correspondence: [email protected] Received: 24 February 2020; Accepted: 11 March 2020; Published: 13 March 2020 Abstract: This article concerns the newly developed construct—EDC (Employees’ Dynamic Capabilities)—and the mechanism of its influence on the job performance of contemporary employees aiming to contribute to the sustainable development of organizations. EDC seems to be especially important in a modern, dynamically changing work environment, in which obtaining sustainability is not possible without dynamic capabilities, and EDC should be included as the element of organizational dynamic capabilities. The paper aims to define and characterize EDC and then develop a mediation model of EDC influence on job performance, introducing the person–job fit, work motivation, job satisfaction, work engagement and organizational commitment as potential mediators related to sustainable development. The model is empirically verified based on the sample of 550 employees from Poland and USA (research carried out in December 2018) using factors analysis for verification of EDC as a new construct and then regression analysis with mediators for the verification of the proposed model. The results confirmed the role of person–job fit, work motivation, job satisfaction and work engagement as mediators of the analyzed relation, underlining the mechanism of the EDC influence on job performance. The empirical research confirms that EDC influences job performance in a way that is crucial for achieving sustainable development of organizations.
    [Show full text]
  • Employee Job Embeddedness: Why People Stay
    Paulette Holmes, D.M. et al | Int.J.Buss.Mgt.Eco.Res., Vol 4(5),2013,802-813 www.ijbmer.com | ISSN: 2229-6247 Employee Job Embeddedness: Why People Stay Paulette Holmes, D.M. School of Advanced Studies University of Phoenix, Phoenix, AZ 85040 Timothy Baghurst, Ph.D.1 School of Applied Health and Educational Psychology Oklahoma State University, Stillwater, OK 74078 Tina Chapman, Ed.D. School of Advanced Studies University of Phoenix, Phoenix, AZ 85040 Abstract The purpose of the qualitative, phenomenological study was to explore the perceptions and lived experiences of human resource (HR) practitioners to understand their decisions to stay with an organization through employee job embeddedness. Eighteen HR practitioners at a government organization supporting the community as public civil servants were interviewed. Findings from the analysis of the interview responses revealed that employees believed they were valued by their organization when considering factors such as career advancement, good leadership, and job security which resulted in increases in retention. By contrast, employees believed they were devalued by their organization when they perceived a lack of training and mentoring, knowledgeable leadership, and communication. These findings may provide business leaders with viable information to predict employee turnover and to better understand why people stay in their current positions, thereby, reducing costs associated with employee turnover. INTRODUCTION Throughout history, reducing employee turnover remained high on the agenda of leaders of every industry across the nation because of the burdensome costs associated with it (North, Rasmussen, Hughes, & Finlayson, 2005). Although numerous studies have been conducted on employee turnover (why people leave), according to some scholars, limited amount of literature addresses employee job embeddedness (why people stay) (Kilburn & Kilburn, 2008; Zhao & Liu, 2010).
    [Show full text]