scholarly journals Organizational Embeddedness Dimensions’ Roles in Perceived Career Opportunities: Turnover Intention of Indonesian Millennials

2019 ◽  
Author(s):  
Haiti Maria Esterlita ◽  
Debora Eflina Purba
Keyword(s):  
Turnover Intention ◽  
Career Opportunities ◽  
Organizational Embeddedness

The mediating role of organizational embeddedness on the relationship between quality of work life and turnover

2017 ◽  
Vol 38 (5) ◽  
pp. 696-711 ◽  
Author(s):  
Decha Dechawatanapaisal
Keyword(s):  
Life Quality ◽  
Work Life ◽  
Quality Of Work Life ◽  
Content Type ◽  
Mediating Role ◽  
Career Opportunities ◽  
Organizational Embeddedness ◽  
The Relationship

Purpose The purpose of this paper is to investigate the mediating effect of organizational embeddedness in the relationship between quality of work life (QWL) and turnover under a foundation of conservation of resources theory. Design/methodology/approach Data were collected from 422 healthcare professionals through a questionnaire survey, and analyzed by means of a confirmatory factor analysis and structural equation modeling. Findings The results indicate that organizational embeddedness has a negative impact on employees’ intention to leave, and on actual turnover. For QWL perception, career opportunities, work life balance, and job characteristics are positive and significant predictors of organizational embeddedness. In addition, organizational embeddedness plays an intermediary role that mediates the relationship between the three components of QWL mentioned earlier and turnover intention, and also between the factor of career opportunities and actual turnover. Research limitations/implications The current research took place within two healthcare organizations. Replicating the study in a variety of business sectors or professions with a larger sample of subjects would be useful for the generalizability of the findings. Practical implications Organizations may improve their retention of employees by offering intrinsic resources that can be obtained from the social contexts of the individual through human resource management system, e.g., growth opportunities, a healthy and caring work life quality. Such motivational resources then develop a sense of obligation toward their places of employment, which influences their intention to stay or leave. Originality/value This study examines the mediating role of organizational embeddedness between employees’ perception of their work life quality and their desire and behavior to withdraw, which is an area of inquiry that has not been fully investigated in the literature.

scholarly journals The Inferred Determinants of Employees’ Turnover Intention: A Comparison between Japanese and Foreign-Owned Firms in Japan

2021 ◽  
Vol 16 (8) ◽  
pp. 96
Author(s):  
Rei Hasegawa ◽  
Shinji Hasegawa ◽  
Takashi Akiyama
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Structural Equation ◽  
Foreign Firms ◽  
Equation Modeling ◽  
Supporting Evidence ◽  
Multiple Group ◽  
Japanese Firms ◽  
Career Opportunities ◽  
Firm Type

This study compares the factors that are inferred to directly and indirectly influence the process of determining employees’ turnover intention in Japan. This study focuses on the differences made by firm type, that is, Japanese firms vs. foreign-owned or foreign-affiliated firms. Multiple-group structural equation modeling was attempted by applying factors such as perceived organizational support, the positiveness of a worker, firm-specific skills, organizational commitment, perception of career opportunities within the current firm and in other firms, and turnover intention. It was found that the inferred determinants of turnover intention differed by firm type; specifically, career prospects, either internal or external, do not directly affect turnover intention in Japanese firms. For workers in foreign firms, positivity is significantly higher than that of Japanese firms. Positivity plays a crucial role in both firms; moreover, our study provides supporting evidence of the existence of sub-markets in Japan and shows that the transition of workers from foreign-owned to Japanese firms might be rare.

scholarly journals Exploring antecedents and consequences of burnout in a call centre

2008 ◽  
Vol 34 (2) ◽  
Author(s):  
Willie A. Visser ◽  
Sebastiaan Rothmann
Keyword(s):  
Turnover Intention ◽  
Affective Commitment ◽  
Performance Monitoring ◽  
Turnover Intentions ◽  
Call Centre ◽  
Work Overload ◽  
Emotional Labour ◽  
Career Opportunities ◽  
Antecedents And Consequences ◽  
The Relationship

The aim of this study was to investigate the relationship between six characteristics of call centre work environments, burnout, affective commitment and turnover intentions. These characteristics were competing management goals, work overload, electronic performance monitoring, lack of career opportunities, lack of skill variety and emotional labour. A convenient sample of employees (N = 146) was obtained from a call centre. Multiple regression analysis showed that work overload, lack of career opportunities, skill variety and emotional labour were the most important predictors of burnout. Burnout had a direct effect on turnover intentions. Affective commitment partially mediated the relationship between burnout and turnover intention.

Psychological Diversity Climate, Organizational Embeddedness, and Turnover Intentions: A Conservation of Resources Perspective

2020 ◽  
Vol 61 (4) ◽  
pp. 416-431
Author(s):  
Phillip M. Jolly ◽  
Timothy T. Self
Keyword(s):  
Turnover Intention ◽  
Turnover Intentions ◽  
The United States ◽  
Employee Perceptions ◽  
Conservation Of Resources ◽  
Diversity Climate ◽  
Restaurant Managers ◽  
Organizational Embeddedness ◽  
The Relationship ◽  
Positive Climate

The hospitality workforce is the most diverse in the United States. Given this fact, a growing body of research has sought to investigate the effects of employee perceptions of their organization’s climate regarding diversity, also known as psychological diversity climate. However, little is still known about whether and how diversity climate perceptions might affect hospitality employees’ intentions to leave their organizations. Adopting a Conservation of Resources Theory perspective, we argue that diversity climate represents an important resource that employees wish to preserve by continuing employment with their organizations, thus increasing employee organizational embeddedness and decreasing turnover intention. Organizational embeddedness captures why employees stay and represents a totality of forces that serve to keep an employee with his or her current organization. These forces are driven by employees’ possession or pursuit of resources derived through employment with their current organization. Drawing on samples of frontline restaurant employees (Study 1) and restaurant managers (Study 2), we found evidence that psychological diversity climate is positively associated with organizational embeddedness. However, the relationship between psychological diversity climate and turnover intentions was mediated only by the sacrifice dimension of organizational embeddedness. Our results point to the importance of developing a positive climate for diversity as a means to retain employees and also shed light on how the dimensions of organizational embeddedness can have differential effects on turnover intentions.

scholarly journals Stay or Leave? The Role of Career Adaptability and Organizational Embeddedness for Turnover Intentions

2021 ◽  
pp. 089484532110283
Author(s):  
Sieraadj Orie ◽  
Judith H. Semeijn
Keyword(s):  
The Netherlands ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Future Research ◽  
Career Adaptability ◽  
Public And Private ◽  
Private Organizations ◽  
Organizational Embeddedness ◽  
The Relationship

The purpose of this article is to investigate the relationship between career adaptability (CA) and organizational embeddedness (OE) and organizational and occupational turnover intention among employees in the Netherlands. Logistic regression analysis was utilized to examine survey data obtained from 173 employees with various occupations, who worked for (semi-)public and private organizations in the Netherlands. The variable measuring CA did not contribute to explaining organizational or occupational turnover intention. The variable measuring OE contributed to explaining organizational and, to a lesser extent, occupational turnover intention. In addition, for moderately to higher embedded workers, the odds of organizational turnover increased when they had higher CA. Our results suggest that the fostering of CA, in general, does not influence the likelihood of workers making transitions. Implications for practice and future research are discussed.

How Communication in Organizations Is Related to Foci of Commitment and Turnover Intentions

2020 ◽  
pp. 1-12
Author(s):  
Sebastian Holzwarth ◽  
George Gunnesch-Luca ◽  
Roman Soucek ◽  
Klaus Moser
Keyword(s):  
Organizational Communication ◽  
Turnover Intention ◽  
Structural Equation ◽  
Affective Commitment ◽  
Turnover Intentions ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Confirmatory Factor ◽  
Communication In Organizations ◽  
Cohesion Theory

Abstract. The current study analyzes how two components of perceived organizational communication (vertical and horizontal) are related to employee turnover intentions via three types of affective commitment foci (organization, supervisor, and team). Using second-order confirmatory factor analysis and structural equation modeling techniques with a large cross-sectional dataset ( n = 3,317), our results show that, in line with social cohesion theory, vertical communication (e.g., supportiveness from the organization) is strongly related to affective organizational commitment, whereas horizontal communication (e.g., supportiveness from colleagues) is primarily related to affective team commitment. Additionally, both communication dimensions are related to affective supervisory commitment. Finally, these three foci of affective commitment incrementally explain and differentially mediate the relationship between perceived organizational communication and turnover intention.

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