Examining the job search–turnover relationship: The role of embeddedness, job satisfaction, and available alternatives.

Swider, Brian W.; Boswell, Wendy R.; Zimmerman, Ryan D.

doi:10.1037/a0021676

Cited by 135 publications

(154 citation statements)

References 51 publications

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“…Currently, there are almost no published studies that link SM assessments to facets of job performance, such as task performance and contextual performance/citizenship behaviors (e.g., LePine, Erez, & Johnson, 2002;Motowidlo & Van Scotter, 1994). Nor are there any published studies that show SM assessments can identify propensity to engage in withdrawal behaviors (including lateness, absenteeism, and turnover) or other important outcomes such as the withholding of extra effort on the job (Lee & Mitchell, 1994;Swider, Boswell, & Zimmerman, 2011;Swider & Zimmerman, 2010;Takeuchi, Marinova, Lepak, & Liu, 2005).…”

Section: The Role Of Structure In Social Media Assessmentsmentioning

confidence: 99%

Social Media in Employee-Selection-Related Decisions

Roth

Bobko

Iddekinge

et al. 2013

Journal of Management

208

148

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Section: The Role Of Structure In Social Media Assessmentsmentioning

confidence: 99%

Social Media in Employee-Selection-Related Decisions

Roth

Bobko

Iddekinge

et al. 2013

Journal of Management

208

148

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“…These authors' thinking moves our understanding of job embeddedness and turnover far beyond what Mitchell and Lee originally envisioned! Expanding Job Embeddedness via Moderators in the Prediction of Turnover Swider et al (2011) sought to better understand the effects of job search on subsequent turnover. With a sample of 895 university staff employees, they found strong moderating roles for job satisfaction and available alternatives, with a weaker moderating role emerging for job embeddedness.…”

Section: Expanding Job Embeddedness To Include Expatriation and Repatmentioning

confidence: 99%

The Story of Why We Stay: A Review of Job Embeddedness

Lee

Burch

Mitchell

2014

Annu. Rev. Organ. Psychol. Organ. Behav.

249

119

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In this article, we examine the history and development of job embeddedness, beginning with the story of the idea's conception, theoretical foundation, and original empirical structure as a major predictor of employee voluntary turnover. We then consider more recent expansions in the theoretical structure and empirical measurement of job embeddedness, exploring job embeddedness as a causal indicator model versus a reflective model. Next, we review some promising expansions of embeddedness to new domains (e.g., family embeddedness) as well as important contingency factors that enhance or diminish its impact. Finally, we describe how job embeddedness affects important organizational outcomes beyond turnover, including job performance, organizational citizenship behavior, innovation, and the development of social and human capital. Throughout the article, we provide our opinions on how the theory and research on embeddedness have progressed as well as ideas on how it can be improved.

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“…Results also suggest that changing jobs may harm employees with stable or improving performance. While the main focus of this paper has been a change of scenery, this finding addresses another common adage and underlying driver of employee turnover: employee belief that "the grass is greener on the other side" (Boswell et al, 2009;Swider, Boswell, & Zimmerman, 2011). Changing jobs resulted in a performance drop-off for individuals who left when performance was improving, suggesting that when one is performing well in one organization, the grass isn't always greener elsewhere.…”

Section: Theoretical Contributionsmentioning

confidence: 97%

Turning up by Turning Over: The Change of Scenery Effect in Major League Baseball

et al. 2016

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Permanent WRAP URL:http://wrap.warwick.ac.uk/81408 Copyright and reuse:The Warwick Research Archive Portal (WRAP) makes this work by researchers of the University of Warwick available open access under the following conditions. Copyright © and all moral rights to the version of the paper presented here belong to the individual author(s) and/or other copyright owners. To the extent reasonable and practicable the material made available in WRAP has been checked for eligibility before being made available.Copies of full items can be used for personal research or study, educational, or not-for profit purposes without prior permission or charge. Provided that the authors, title and full bibliographic details are credited, a hyperlink and/or URL is given for the original metadata page and the content is not changed in any way. Publisher's statement:The final publication is available at Springer via http://dx.doi.org/10.1007/s10869-016-9468-3 A note on versions:The version presented here may differ from the published version or, version of record, if you wish to cite this item you are advised to consult the publisher's version. Please see the 'permanent WRAP url' above for details on accessing the published version and note that access may require a subscription. Findings Results indicate players with declining performance benefited significantly from a change of scenery. Following a team change, these players experienced a significant increase to their performance that remained stable through a subsequent season. The effect was not different for players who changed teams via trade and free agency, and was modest for those returning to a past organization. Analysis also showed that players leaving while their performance was improving suffered a subsequent performance drop-off in the new organization.Implications As the war for talent escalates and employees change jobs more frequently, extending our understanding of how performance can be influenced by work context may provide new insight into organization staffing policies.Originality/Value Results extend field theory by highlighting how past performance interacts with new work contexts to influence performance. This is one of the few studies evaluating the job change-performance relationship, and perhaps the first to account for the effects of performance trends prior to exit.

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Examining the job search–turnover relationship: The role of embeddedness, job satisfaction, and available alternatives.

Cited by 135 publications

References 51 publications

Social Media in Employee-Selection-Related Decisions

Social Media in Employee-Selection-Related Decisions

The Story of Why We Stay: A Review of Job Embeddedness

Turning up by Turning Over: The Change of Scenery Effect in Major League Baseball

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