PurposeThe purpose of this paper is to test the whether job embeddedness is a mediator of the relationship between human resource practices and employees’ intention to quit. The study presented here used job embeddedness, a new construct, to investigate its mediation effect on the relationship between employees’ intentions to leave and four areas of human resource practices: compensation, supervisor support, growth opportunity and training.Design/methodology/approachA questionnaire was given to employees at a state department of corrections asking their attitudes about their job, their place of employment, and the agency as a whole. The results of this questionnaire were analyzed utilizing the four‐step method for mediation analysis.FindingsJob embeddedness fully mediated compensation and growth opportunity, partially mediated supervisor support, and did not mediate training in relation to employees’ intention to quit. Research limitations/implications –A self‐reported, cross‐sectional questionnaire was used to collect all measures. Additionally, this study used a single sample. Future research needs to obtain more diversified samples and continue to expand current research by examining additional areas of human resource practices.Practical implicationsManagers can utilize several strategies and tactics from a variety of human resource practices in order to build deeper links, make a better fit, and create greater potential sacrifices for employees should they decide to look for or pursue other employment opportunities.Originality/valueThis paper presents one of the first studies to examine how job embeddedness develops, and what factors cause employees embedded in their jobs to keep them from leaving the organization.

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