Human Resource Practices, Job Embeddedness and Intention to Quit

7279 Words Aug 15th, 2010 30 Pages
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Human resource practices, job embeddedness and intention to quit
Erich B. Bergiel
Management Department, Richards College of Business, University of West Georgia, Carrollton, Georgia, USA

Human resource practices


Vinh Q. Nguyen
Department of Business Administration and Economics, Coe College, Cedar Rapids, Iowa, USA

Beth F. Clenney
Management Department, Richards College of Business, University of West Georgia, Carrollton, Georgia, USA, and

G. Stephen Taylor
Department of Management and Information Systems, Mississippi State University, Starkville, Mississippi, USA
Purpose – The purpose of this
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Other frequently studied individual-level factors include organizational commitment (Angle and Perry, 1983; Pierce and Dunham, 1987), job involvement (Boal and Cidambi, 1984; Blau, 1986), and job performance (Steel and Ovalle, 1984; Williams and Parrack Livingstone, 1990). This study, while concentrating on individual-level factors, adds to our knowledge of turnover by examining the relative impact of job embeddedness on employees’ desire to work elsewhere. Job embeddedness, a new construct developed by Mitchell et al. (2001), represents a combination of factors that influence an employee’s decision to remain in or leave the organization. It is described as a net or web in which an individual becomes stuck. The theoretical foundation of job embeddedness stems from Kurt Lewin’s (1951) field theory and from embedded figures theories (Witkin et al., 1977). Embedded figures are immersed in their field and they are connected through many links within their backgrounds and environment (Mitchell et al., 2001). They are hard to separate from the field and become an intrinsic part of the surroundings.

Job embeddedness consists of three dimensions: (1) links to other people, teams and groups; (2) self-perceptions of fit with the job, organization and community; and (3) perceived sacrifices associated with changing jobs. To date, job embeddedness has been shown to predict both intent to leave and voluntary

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