The purpose of this article is to do determine whether the positive or the negative association between Organizational Citizenship Behaviors and Job Embeddedness, Organizational Identification, Job Performance, Voluntary Turnover Intention in Korea. At Present, the organizational costs of leaving a job are often very high. It is not surprising, then, that employee retention has the attention of top-level managers in today's organizations. Recently, Mitchell, Holtom, Lee, Sablyski, and Erez(2001) focused on why people stay rather than on how they leave. In particular, they drew attention to the reasons people stay through their job embeddedness construct. They aggregated job embeddedness correlated with intention to leave and predicted subsequent voluntary turnover. More recently, According to Lee, Mitchell, Sablynski, Burton & Holtom(2004), job embeddedness was disaggregated into its two major subdimensions, on-the-job (that is, organizational fit, links, and sacrifice) and off-the-job embeddedness (that is, community fit, links, and sacrifice). They revealed that off-the-job embeddedness was significantly predictive of subsequent "voluntary turnover". Also, they revealed that on-the-job embeddedness was significantly predictive of organizational citizenship. They predicted that employee withdrawal occurs over time, with a decision about performing preceding a decision about participating. On the basis of situational and theoretical backgrounds as above, the purpose of this study is to examine the relationship between on-the-job embeddedness and job performance, voluntary turnover intention, organizational identification in Korean employees and the mediating effect of organizational citizenship behavior in that relationship. To empirical study for test a model as above, 300 structured questionnaires were distributed to Korean employees in Seoul, Busan, and Gyeongnam, Korea. 255 were finally analyzed. The results revealed that individuals' fit, links to the organization and organization-related sacrifice significantly had negative effects on voluntary turnover intention and positive effects on job performance, organizational identification and that Organizational citizenship behavior mediated the relationship between on-the-job embeddedness and job performance, voluntary turnover intention, organizational identification. Implications for managers in organizations are suggested.
Moderating Effects of Job Embeddedness on the Relationship between Paternalistic Leadership and In-role Job Performance
