Developing organisational embeddedness: employee personality and social networking

Purpose Drawing on job embeddedness (JE) and reformulation of attitude theories, the purpose of this paper is to propose a conceptual model in which JE mediates the influence of job insecurity (JIS) on quitting intentions and service recovery performance (SRP). Design/methodology/approach Data came from 313 hotel service workers based on three waves through a two-week period in Iran. Service workers’ SRP was rated by their direct supervisors. The abovementioned linkages were gauged using structural equation modeling. Findings All hypotheses are supported. Specifically, JIS diminishes JE. Consistent with the study’s hypotheses, JE fosters SRP, while it reduces quitting intentions. As predicted, JE completely mediates the influence of JIS on propensity to quit and SRP. Originality/value What is known about how JIS can be mitigated is still scarce in the current literature. There is a paucity of evidence regarding the mechanism that links JIS to employee’s outcomes.

show abstract

“…This finding adds to current knowledge due to limited empirical research concerning the factors influencing JE (e.g. Singh, 2017).…”

Section: Discussionsupporting

confidence: 50%

“…Although studies have examined the outcomes of JE, the factors influencing JE have yet to be explored (e.g. Ferreira et al , 2017; Singh, 2017). There is also little empirical research about JE as a mediator of the impact of JIS on outcomes (Murphy et al , 2013).…”

Section: Introductionmentioning

confidence: 99%

The effect of job insecurity on employees’ job outcomes: the mediating role of job embeddedness

Safavı

Karatepe

2019

JMD

View full text Add to dashboard Cite

show abstract

“…The community or off-the-job dimensions are known as community embeddedness. Research supports job embeddedness as the most valid negative predictor of voluntary turnover (Mitchell et al, 2001;Halbesleben and Wheeler, 2008;Lee et al, 2004;Allen, 2006;Singh, 2016Singh, , 2017. Research also supports embeddedness as a positive predictor of various desirable organisational and employee outcomes, including organisational citizenship behaviours, employee engagement and performance (Halbesleben and Wheeler, 2008;Lee et al, 2004).…”

Section: Introductionmentioning

confidence: 85%

“…Organisational embeddedness, however, is a comparatively stronger predictor of desirable outcomes than community embeddedness in smaller countries (Mitchell et al, 2001;Lee et al, 2004). Singh (2017) suggests employees do not necessarily relocate or change "communities" upon changing jobs in small countries. Embeddedness is therefore considered a boon by most organisations and existing research supports this idea (Mitchell et al, 2001).…”

Section: Introductionmentioning

confidence: 99%

Organisational embeddedness as a moderator on the organisational support, trust and workplace deviance relationships

Singh

2019

EBHRM

Self Cite

View full text Add to dashboard Cite

Purpose Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The purpose of this paper is to answer this call by assessing the extent to which organisational embeddedness can negatively influence the perceived organisational support-workplace deviance and the organisational trust–deviance relationships. Design/methodology/approach A sample of 969 employees across the financial services sector in the Caribbean nation of Trinidad is used, with a two-wave research design. Multiple hierarchical regression analysis is used to test the research relationships. Findings The findings support the propositions that organisational support and trust each negatively predicts workplace deviance and organisational embeddedness moderates each of these relationships in an undesirable way, such that, higher embeddedness weakens the desirable relationships between support, trust and deviance. Originality/value This study addresses a clear gap since limited studies explore the potential negative impact of organisational embeddedness on various work perceptions and behaviours. Embeddedness is largely considered a predictor of various desirable employee and organisational outcomes.

show abstract

“…Since 2001, turnover researchers have focussed on the on-the-job and off-the-job factors that embed employees in their job, referred to as job embeddedness (Mitchell et al, 2001), to explain why employees stay with their organisation of employment. This literature explores the dynamic of understanding of why employees stay with their organisations and the associated outcomes of staying (Lee et al, 2004;Singh, 2017). While job embeddedness has been widely accepted as a predictor of employees' staying with their organisation (Mitchell et al, 2001;Lee et al, 2004;Ng and Feldman, 2011), it generally ignores the notion that employees may differ on the extent to which they desire to stay, and that different types of stayers may respond in various ways.…”

Section: Introductionmentioning

confidence: 99%

“I want to leave, but there is nowhere to go”

Singh

2019

IJOA

Self Cite

View full text Add to dashboard Cite

Purpose Limited research has explored the behavioural tendencies of reluctant stayers. This study aims to expand research here to explain how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. This study postulates that employees who are victims of abusive supervision are more likely to develop intentions to leave their job. Abusive supervision is expected to indirectly spur workplace deviance, with turnover intentions as the mediator. Further, the availability of job alternatives is expected to moderate the relationship between turnover intentions and workplace deviance, thereby forming a moderated-mediation model. Design/methodology/approach Employee data were collected from 228 frontline employees within the banking sector of Trinidad, using a two-wave research design. A path-analytic approach was used to test the research relationships. Findings The findings provided support for the propositions that abusive supervision predicts turnover intentions, that turnover intentions mediate the abusive supervision – workplace deviance relationship, and that the availability of job alternatives moderate the relationship between turnover intentions and workplace deviance. Originality/value This study addresses a clear research gap, as no study has examined how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. In fact, few studies have explored the behaviour of reluctant stayers and the moderating role of job alternatives in the behaviours of such stayers.

show abstract

Developing organisational embeddedness: employee personality and social networking

Cited by 21 publications

References 40 publications

The effect of job insecurity on employees’ job outcomes: the mediating role of job embeddedness

The effect of job insecurity on employees’ job outcomes: the mediating role of job embeddedness

Organisational embeddedness as a moderator on the organisational support, trust and workplace deviance relationships

“I want to leave, but there is nowhere to go”

Contact Info

Product

Resources

About