Job embeddedness

Job embeddedness is the collection of forces that influence employee retention. It can be distinguished from turnover in that its emphasis is on all of the factors that keep an employee on the job, rather than the psychological process one goes through when quitting. The scholars who introduced job embeddedness described the concept as consisting of three key components (links, fit, and sacrifice), each of which are important both on and off the job. Job embeddedness is therefore conceptualized as six dimensions: links, fit, and sacrifice between the employee and organization, and links, fit and sacrifice between the employee and the community. Job embeddedness is the collection of forces that influence employee retention. It can be distinguished from turnover in that its emphasis is on all of the factors that keep an employee on the job, rather than the psychological process one goes through when quitting. The scholars who introduced job embeddedness described the concept as consisting of three key components (links, fit, and sacrifice), each of which are important both on and off the job. Job embeddedness is therefore conceptualized as six dimensions: links, fit, and sacrifice between the employee and organization, and links, fit and sacrifice between the employee and the community. Job embeddedness was first introduced by Mitchell and colleagues. in an effort to improve traditional employee turnover models. According to these models, factors such as job satisfaction and organizational commitment and the individual's perception of job alternatives together predict an employee's intent to leave and subsequently, turnover (e.g.,). Since these scholars suggest traditional models only modestly predict turnover, Mitchell et al. proposed job embeddedness as an alternative model and incorporated 'off-the-job' factors (e.g. attachment to family) and other organizational factors (e.g. attachment to working groups) that have also been shown to affect employee retention, but were not included in these traditional models. When creating this alternative model for explaining why employees stay on a job, Mitchell and colleagues drew on research from Lee and Mitchell's unfolding model of turnover. This line of research suggests that many of those who leave a job are a) mostly satisfied with their jobs, b) do not search for an alternative position before leaving, c) and quit due to some sudden off-the-job event. Results of the initial study indicated that job embeddedness predicted both intent to leave and actual turnover, and was a better predictor of voluntary turnover than job satisfaction, organizational commitment, and job search alternatives. Mitchell and colleagues:1104 describe job embeddedness as 'a net or web in which an individual can become stuck'. Those who are highly embedded have many closely connected ties in both the community and the organization. These individuals are more likely to remain at a current job than those who have fewer connections. As mentioned above, job embeddedness as originally introduced is conceptualized as having three components. Fit is defined as an employee's 'perceived compatibility or comfort level' with the organization and surrounding environment. Important components of fit between an employee and the organization include an individual's career goals, personal values, as well as more immediate job-specific factors such as job knowledge, demands, skills, and abilities. In terms of an employee's surrounding environment, components of employee-community fit include weather, location, amenities, political climate, and availability of entertainment options. The better fit one has with the organization and the community, the more embedded one is in the job. A second key aspect of job embeddedness is links, the number of connections (formal or informal) that a person has with the surrounding community and the organization itself. Links between the employee and the organization may include connections with other people or groups in the organization, while community-specific links encompass a broad range of connections. These community-specific connections range from relationships with family members and non-work friends, to other off-the-job social institutions and the physical environment itself. The more links a person has with the organization and community, the more embedded one is in the organization. The third dimension of job embeddedness, sacrifice, is the 'perceived cost of material or psychological benefits that may be forfeited from broken links by leaving a job'.:1, 1105 Organizational sacrifices are the loss of colleagues, worthwhile projects, job-related perks, as well as 'switching costs' (e.g. the loss of job stability and/or possibility of advancement, accrued eligibility for a pension plan). Community sacrifices might be the loss of a safe, attractive home, desirable neighborhood characteristics, non-work friends, or an easy commute. The sacrifice between an employee and the community is usually more highly associated with job embeddedness if the individual is required to relocate when changing jobs. Job embeddedness is primarily assessed using one of two measures, a composite scale developed by the scholars who introduced the concept, and a global measure of job embeddedness. The developers of the composite scale designed the measure to quantify the six dimensions of job embeddedness: fit, sacrifice, and links, both on-the-job and off-the-job. Test administrators report results with an overall score that is the average of the scores for each of six dimensions. The initial composite measure consisted of 48 items thought to represent predictors of an individual's embeddedness on and off the job. The more items endorsed by the examinee, the more embedded the individual is in the job, and higher levels of embeddedness imply a lower likelihood of quitting. A shorter, 21-item composite scale has been used (e.g.,) that similarly predicts voluntary quitting. Most of the items are likert-type items such that the responses indicate the level of agreement or disagreement with the statement. Several fill in the blank and yes/no items are also included. The following table gives a sample item for each of the six dimensions. The global measure of job embeddedness is a 7-item scale that represents the general level of embeddedness of an employee in an organization, with 'off-the job' embeddedness not directly measured. Crossley and colleagues developed this global measure with the belief that the 'whole is greater than the sum of its parts'. Moreover, the scale is intentionally reflective, which means that the developers intended for the concept (i.e. job embeddedness) to cause the item responses. This is in direct contrast to the original composite measure, which was designed so that the item responses form or cause job embeddedness (a formative scale). In the global measure, instructions direct respondents to consider both work and non-work related factors, and rate their agreement with the following seven statements.