scholarly journals Does job embeddedness predict turnover intentions in SMEs?

2019 ◽  
Vol 68 (2) ◽  
pp. 340-361 ◽  
Author(s):  
Alan Coetzer ◽  
Chutarat Inma ◽  
Paul Poisat ◽  
Janice Redmond ◽  
Craig Standing
Keyword(s):  
Statistical Power ◽  
Large Firm ◽  
Turnover Intentions ◽  
Theoretical Foundation ◽  
Group Cohesion ◽  
Job Embeddedness ◽  
Future Research ◽  
Content Type ◽  
Invariance Testing ◽  
Testing Data

Purpose There is an absence of research examining job embeddedness in SMEs. Results of job embeddedness studies may not apply to SMEs, because the process of managing a SME differs from that of the large firm. The purpose of this paper is to examine relationships between on-the-job embeddedness, as well as each of its sub-dimensions, and turnover intentions; and group cohesion, on-the-job embeddedness and turnover intentions. Design/methodology/approach Data were collected from 147 employees in SMEs located in Perth, Western Australia and 350 employees from SMEs operating in four business centres in South Africa. After invariance testing, data from the two countries were combined to increase statistical power of the analysis. Findings On-the-job embeddedness and each sub-dimension were negatively related to turnover intentions. Group cohesion was positively related to composite on-the-job embeddedness. Findings suggest that while group cohesion on its own does not reduce turnover intentions, it does contribute to development of on-the-job embeddedness that, in turn, reduces turnover intentions. Research limitations/implications Future research should control for the effects of external influences on turnover intentions. Findings imply that managerial actions related to antecedents of group cohesion could foster the on-the-job embeddedness of employees. Originality/value This study is perhaps the first that tests the operation of on-the-job embeddedness in SMEs located in two countries. The conceptual arguments for links between each of the sub-dimensions of on-the-job embeddedness and turnover intentions are based on distinctive characteristics of SMEs and can serve as a theoretical foundation for future research on embeddedness in SMEs.

The job embeddedness-turnover relationship

2017 ◽  
Vol 46 (6) ◽  
pp. 1070-1088 ◽  
Author(s):  
Alan Coetzer ◽  
Chutarat Inma ◽  
Paul Poisat
Keyword(s):  
Turnover Intentions ◽  
Work Group ◽  
Short Form ◽  
Group Cohesion ◽  
Job Embeddedness ◽  
Employee Perceptions ◽  
Three Dimensions ◽  
Content Type ◽  
Nuanced Understanding ◽  
Practical Implications

Purpose The purpose of this paper is threefold: first, to examine the job embeddedness (JE)-turnover intentions relationship in large and small organisations; second, to investigate how employee perceptions of each dimension of JE may differ in large and small organisations; and third, to determine if work group cohesion moderates the JE-turnover intentions relationship. Design/methodology/approach Using a short form of the original JE questionnaire, data were collected from 549 employees in organisations located in four major business centres in South Africa. Participants were from organisations in diverse industries. Findings JE predicted turnover intentions in large organisations, but not in small organisations. Contrary to expectations, employees in small organisations perceived that they would sacrifice more benefits than employees in large organisations if they were to quit. Results suggest that work group cohesion moderates the JE-turnover intentions relationship. Research limitations/implications Further research is needed to determine how JE operates in different size organisations and in urban and rural small organisations. Practical implications In small organisations, building group cohesion and persuasively communicating benefits of working in a small organisation can help to embed employees. Originality/value This study responds to calls for further JE research in a wider range of national contexts. It contributes to a more nuanced understanding of the three dimensions of JE by investigating how employee perceptions of each dimension differ in large and small organisations. The study also responds to appeals for research that examines moderators of the JE-turnover relationship by exploring work group cohesion as a potential moderator.

Retail blues in black and white: an emerging market context

2018 ◽  
Vol 46 (11/12) ◽  
pp. 1002-1025
Author(s):  
Pallavi Pandey ◽  
Saumya Singh ◽  
Pramod Pathak
Keyword(s):  
Turnover Intention ◽  
Turnover Intentions ◽  
Emerging Market ◽  
Culture Shock ◽  
Retail Industry ◽  
Future Research ◽  
Retail Sector ◽  
Theory Approach ◽  
Content Type ◽  
Front End

Purpose Research investigating turnover intention among frontline employees in the Indian retail industry is scarce. The purpose of this paper is to explore factors affecting withdrawal cognitions among front-end retail employees in India. Design/methodology/approach Semi-structured interviews were conducted to explore the factors responsible for developing turnover intentions among the front-end employees. Data were analyzed using the ground theory approach. Findings Qualitative investigation revealed nine factors (abusive supervision, favoritism, perceived job image, insufficient pay, work exhaustion, perceived unethical climate, organization culture shock, staff shortage and job dissatisfaction) are responsible for developing turnover intention among front-end employees in the Indian retail industry. Originality/value The study uncovers antecedents of turnover intention among front-end employees in the relatively neglected Indian retail sector through a qualitative technique. Theoretical contributions, managerial implications, limitations and direction for future research are discussed.

Work grit as a moderator of politics perceptions

2018 ◽  
Vol 23 (6/7) ◽  
pp. 576-594 ◽  
Author(s):  
Samantha L. Jordan ◽  
Wayne A. Hochwarter ◽  
Gerald R. Ferris ◽  
Aqsa Ejaz
Keyword(s):  
Leadership Development ◽  
Turnover Intentions ◽  
Well Being ◽  
Interactive Effects ◽  
Quality Of Work Life ◽  
Citizenship Behavior ◽  
Future Research ◽  
Multiple Sources ◽  
Content Type ◽  
Work Settings

Purpose The purpose of this paper is to test the interactive effects of grit (e.g. supervisor and employee) and politics perceptions on relevant work outcomes. Specifically, the authors hypothesized that supervisor and employee grit would each demonstrate neutralizing effects when examined jointly. Design/methodology/approach Three studies (N’s=526, 229, 522) were conducted to test the moderating effect across outcomes, including job satisfaction, turnover intentions, citizenship behavior and work effort. The authors controlled for affectivity and nonlinear main effect terms in Studies 2 and 3 following prior discussion. Findings Findings across studies demonstrated a unique pattern differentiating between grit sources (i.e. employee vs supervisor) and outcome characteristic (i.e. attitudinal vs behavioral). In sum, both employee and supervisor grit demonstrated neutralizing effects when operating in politically fraught work settings. Research limitations/implications Despite the single source nature of data collections, the authors took steps to minimize potential biasing factors (e.g. time separation, including affectivity). Future research will benefit from multiple sources of data as well as a more expansive view of the grit construct. Practical implications Work contexts have grown increasingly more political in recent years primarily as a result of social and motivational factors. Hence, the authors recommend that leaders investigate factors that minimize its potentially malignant effects. Although grit is often challenging to cultivate through interventions, selection and quality of work life programs may be useful in preparing workers to manage this pervasive source of stress. Originality/value Despite its practical appeal, grit’s impact in work settings has been under-studied, leading to apparent gaps in science and leadership development. Creative studies, building off the research, will allow grit to maximize its contributions to both scholarship and employee well-being.

The mediational effect of regulatory focus on the relationships between mindfulness and job satisfaction and turnover intentions

2014 ◽  
Vol 19 (5) ◽  
pp. 494-507 ◽  
Author(s):  
Martha C. Andrews ◽  
K. Michele Kacmar ◽  
Charles Kacmar
Keyword(s):  
Job Satisfaction ◽  
Regulatory Focus ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Equation Modeling ◽  
Future Research ◽  
Snowball Sampling ◽  
Prevention Focus ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to explore the role of mindfulness as a predictor of the two components of regulatory focus theory (RFT): promotion and prevention focus. It further examines promotion focus and prevention focus as mediators of the mindfulness-job satisfaction and mindfulness-turnover intentions relationships. Finally, job satisfaction is also examined as a mediator of the mindfulness-turnover intentions relationship. Design/methodology/approach – The model was tested using data collected via a snowball approach. Online surveys were distributed to undergraduate students enrolled in a business course. Students were then given the opportunity to earn extra credit by sending the survey to potential respondents. The relationships were tested using structural equation modeling. Findings – Support was found for four of the six hypotheses. Prevention focus did not negatively mediate the relationship between mindfulness and job satisfaction as well as the relationship between mindfulness and turnover intentions. Research limitations/implications – One limitations of this research is the placement of mindfulness as an antecedent to promotion and prevention focus. Another plausible alternative is to consider mindfulness as a consequence. An additional limitation is the use of a snowball sampling technique. Future research should examine these findings using employees of a single organization. Originality/value – This research theoretically and empirically links RFT and mindfulness. This study also adds to the limited research empirically linking RFT and turnover intentions, both directly and indirectly via job satisfaction. Finally, this research extends previous research that established the positive relationship between mindfulness and job satisfaction by examining the mindfulness-job satisfaction-turnover intentions relationship.

The influence of servant leadership on employees' outcomes via job embeddedness in hospitality industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Qamar Zia ◽  
Muhammad Naveed ◽  
Muhammad Adnan Bashir ◽  
Asif Iqbal
Keyword(s):  
Servant Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Hotel Management ◽  
Content Type

PurposeDrawing from social exchange theory, the purpose of this study is to investigate the influence of servant leadership on organizational citizenship behavior, turnover intentions and work performance through mediating role of job embeddedness.Design/methodology/approachThe data were gathered from 252 frontline employees of Pakistan's hotel industry in two-time lags with an interval of two months by using purposive sampling. PLS-SEM was applied for the analysis of data and hypothesis testing.FindingsThe study ascertained that job embeddedness is a potent mediator between the nexus of servant leadership and aforementioned work outcomes. The study results portray that servant leadership promotes job embeddedness, OCB, work performance and reduces turnover intentions.Research limitations/implicationsHotel management can use job embeddedness to boost servant leadership and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' organizational citizenship behavior and work performance.Practical implicationsHotel management can use job embeddedness to boost OCB, work performance and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' citizenship behavior and work performance.Originality/valueThere are numerous calls for research to ascertain as well as sparse literature available whether job embeddedness act as a mediator in the nexus of servant leadership and work outcomes or not. The current study fills these voids and contributes to the literature by empirically examining the mechanism of job embeddedness between servant leadership and the work outcomes.

scholarly journals Predicting manufacturing employee turnover intentions

2019 ◽  
Vol 25 (49) ◽  
pp. 101-117 ◽  
Author(s):  
Angie R. Skelton ◽  
Deborah Nattress ◽  
Rocky J. Dwyer
Keyword(s):  
Job Satisfaction ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Turnover Intent ◽  
Positive Contribution ◽  
Health Issues ◽  
Physical And Mental Health ◽  
Content Type ◽  
Manufacturing Plants

Purpose Employee turnover expenses can cost businesses more than 100 per cent of a single employee’s annual wages and negatively affection an organization’s production and profits. High employee turnover also could affect community tax collections, social programs and physical and mental health issues. Therefore, understanding contributors to higher employee turnover remains essential for organizational managers from both a corporate and societal standpoint. This paper aims to provide an analysis of how job satisfaction and job embeddedness could predict employee turnover intent. Design/methodology/approach A randomly selected survey which consisted of Andrews and Withey’s (1976) job satisfaction questionnaire, a global job embeddedness scale (Crossley et al., 2007) and a three-item turnover intent questionnaire derived from a survey created by Mobley et al. (1978) using a Likert-type measurement to survey randomly selected individuals used within manufacturing plants located in the Southeastern USA. Findings The results of the multiple regression analysis showed a significant relationship between job satisfaction, job embeddedness and turnover intent; and that satisfied and committed employees are less likely to plan to leave their employment. Originality/value Limited current information is available on how job satisfaction and job embeddedness predict turnover intentions in US Southeast manufacturing. This study includes information that shows the importance of job satisfaction and job embeddedness on retaining employees in this region and industry. Given the importance of employee retention on corporate productivity, morale and profits along with the ability to improve the organization’s positive contribution to society, it is important for managers to understand these factors and their effect on employee turnover intent.

Occupational stress and its consequences

2014 ◽  
Vol 27 (3) ◽  
pp. 224-239 ◽  
Author(s):  
Ali Mohammad Mosadeghrad
Keyword(s):  
Occupational Stress ◽  
Turnover Intentions ◽  
Well Being ◽  
Small Sample ◽  
Working Environment ◽  
Future Research ◽  
Content Type ◽  
Hospital Employees ◽  
Validated Questionnaire ◽  
Increased Risk

Purpose – This study aims to identify the status of occupational stress among a sample of hospital employees in Iran. It further intended to reveal the harmful effects of occupational stress on employees’ health and well-being. Design/methodology/approach – The study used a cross-sectional research design. A validated questionnaire was used to collect data from hospital employees. Findings – Job-related, working environment, interpersonal and organisational factors were related to occupational stress. One-fourth of employees rated their occupational stress high. The major sources of occupational stress were inadequate pay, inequality at work, too much work, staff shortage, poor recognition and promotion, time pressure, job insecurity and lack of management support. High levels of occupational stress have been linked to an increased risk of physical injuries, cardiovascular disease, high blood pressure, depression and increases in negative personal behaviours such as anger, anxiety and irritability. Occupational stress was positively associated with employees’ turnover intentions. Research limitations/implications – The findings of this study are not generalisable to the wider population of hospital employees in Iran due to the small sample size. Thus, future research should involve additional samples. Practical implications – The study has practical relevance for designing and implementing strategies to decrease occupational stress among hospital employees. Originality/value – This article contributes to health care theory and practise by identifying factors contributing to employees’ occupational stress and examining the association between occupational stress and two important employee outcomes – health status and turnover intention.

The effect of servant leadership on turnover intentions: mediating effects of perceived organizational support, job satisfaction and job embeddedness

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Job Satisfaction ◽  
Servant Leadership ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Mediating Effect ◽  
Full Time ◽  
Mediating Effects ◽  
Content Type

Purpose The purpose of this study is to provide a theoretical foundation for the effects of servant leadership and to examine the mediating effects of perceived organizational support, job satisfaction and job embeddedness on employees turnover intentions. Design/methodology/approach Data is gathered from the responses of 115 full-time employees from a number of organizations in a metropolitan area in the southeastern United States to a questionnaire survey. Findings Servant leadership is a significant predictor of POS, job embeddedness and job satisfaction. Support is found for the mediating effect of POS and job embeddedness on the servant leadership-turnover intentions relationship. Practical implications Organizations can put steps into place to decrease turnover intentions through increasing links between individuals within the workplace and community, increasing potential sacrifices and adopting a servant leadership style of management. Originality/value This paper has an original approach as it examines the mechanisms through which servant leadership affects turnover intentions.

The effect of servant leadership, perceived organizational support, job satisfaction and job embeddedness on turnover intentions

2020 ◽  
Vol 8 (2) ◽  
pp. 177-194 ◽  
Author(s):  
Tobias M. Huning ◽  
Kevin J. Hurt ◽  
Rachel E. Frieder
Keyword(s):  
Job Satisfaction ◽  
Servant Leadership ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Content Type ◽  
Positive Effects ◽  
Mediating Mechanisms ◽  
The Relationship

PurposeThe purpose of this study is to provide insights into the effect of servant leadership on turnover intentions. The authors investigate the mediating effects of perceived organizational support (POS), job embeddedness and job satisfaction on the relationship between servant leadership and turnover intentions. In doing so, the authors seek to make the following contributions. First, the authors seek to provide additional empirical evidence for servant leadership as an effective organizational theory. Additionally, the authors seek to establish POS, embeddedness and job satisfaction as underlying mechanisms that transmit the positive effects of servant leadership.Design/methodology/approachThe data were collected from a paper and pencil survey questionnaire provided to employees of different organizations in a metropolitan area in the southeastern United States. The sample consisted of 150 participants; complete (listwise) data were available for 115 participants.FindingsThe study shows that POS and embeddedness are mediating mechanisms through which servant leadership is related to employee turnover intentions. The authors found POS and job embeddedness to be significant mediating constructs which help explain the nature of the relationship between servant leadership and turnover intentions.Originality/valueBy investigating these constructs in the present framework, we help to provide answers to the questions of how and why servant leadership affects employee outcomes. These answers are an important step towards more fully understanding the complex ways by which followers respond to servant leadership.

A systematic literature review of emotional labor research from the hospitality and tourism literature

2019 ◽  
Vol 31 (7) ◽  
pp. 2808-2826 ◽  
Author(s):  
Lindsey Lee ◽  
Juan M. Madera
Keyword(s):  
Emotional Labor ◽  
Turnover Intentions ◽  
Well Being ◽  
Future Research ◽  
Conservation Of Resources ◽  
Cross Sectional ◽  
Content Type ◽  
Hospitality And Tourism ◽  
Labor Stress ◽  
Underlying Mechanisms

Purpose The purpose of this paper is to provide an exhaustive review of emotional labor research from the hospitality and tourism literature by outlining the theories, the antecedents and the outcomes of emotional labor, as well as the underlying mechanisms (i.e. mediators and moderators) of emotional labor. Design/methodology/approach This study provides a qualitative and critical review of emotional labor research from the hospitality and tourism literature, providing insights into the trends and gaps in the literature. Findings The conservation of resources theory and affective event theory are the two most common theories in the reviewed literature. Emotional intelligence and personality are the most commonly investigated antecedents while burnout and job satisfaction are the most investigated outcomes of emotional labor. Stress and burnout are the most examined mediators of emotional labor and subsequent outcomes, such as commitment, turnover intentions and well-being. Moderators include leader-member exchange, job position, gender and climate of authenticity. Practical implications Four major gaps for research and practice are identified as follows: the lack of an overarching theoretical framework; inconsistency in how emotional labor is defined and measured; the vast majority of emotional labor studies are cross-sectional studies; and no research examines potential interventions to help service employees engage in effective emotional labor strategies. Originality/value This review offers a model providing a comprehensive framework that outlines the various antecedents, outcomes, mediators and moderators of emotional labor and corresponding theories for future research.

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