The influence of psychological capital and self-leadership strategies on job embeddedness in the banking industry

Abstract

Orientation: The success of organisations depends on their ability to appoint, develop, sustain and retain skilled employees. Retaining a strongly committed workforce has become a top priority for most organisations in the financial service sector. Nurturing positive organisational behaviours and emotions helps retain employees, and this is key to lowering the risk of losing precious talent.Research purpose: The purpose of the study was to determine if self-leadership and psychological capital positively influence job embeddedness.Motivation for the study: The study was motivated by the sentiments from a study conducted by Nafei (2015) that indicated that traditional methods of reducing turnover have become ineffective. The focus on positive retention was however described as promising.Research approach/design and method: A cross-sectional quantitative survey was employed using self-administered questionnaires. The sample comprised 303 banking sector employees. Data were analysed using SmartPLS.Main findings: Self-leadership strategies (constructive thought patterns, behavioural strategies and natural rewards) through psychological resources (hope, optimism and self-efficacy) positively influenced job embeddedness.Practical/managerial implications: The banking industry that seeks to retain employees may invest in increasing levels of job embeddedness, which can be achieved through enhancing psychological resources and utilising self-leadership strategies.Contribution/value add: The findings provide preliminary insights that contribute to the body of knowledge concerned with positive organisational behaviour and retention in the fields of industrial and organisational psychology in the South African context.

Leader–follower psychological capital congruence and work outcomes: the mediating role of organizational embeddedness

“…Prior research has considered PsyCap as a necessary antecedent of organizational embeddedness (e.g. Harunavamwe et al, 2020). According to MRTT, we suggest that the degree of leaderfollower PsyCap congruence may impact followers' organizational embeddedness.…”

“…Prior research has considered PsyCap as a necessary antecedent of organizational embeddedness (e.g. Harunavamwe et al. , 2020).…”

The relationship between employees’ psychological capital, organizational citizenship behavior, job embeddedness and their job performance and turnover intention

“…Vai trò của OCB ngày càng trở nên quan trọng để giúp doanh nghiệp tồn tại và phát triển. Điều này được phản ánh qua thực tế, khi mà Tổng Liên đoàn Lao động Việt Nam luôn kêu gọi người lao động hãy đồng cam, cộng khổ, làm việc trách nhiệm, tận tâm hơn 8 thiện tình trạng nghỉ việc của nhân viên 9 . Kết quả từ các nghiên cứu cho thấy vấn đề nghỉ việc của nhân viên còn ảnh hưởng xấu lên văn hóa tổ chức và tinh thần của các nhân viên khác 10 .…”

The role of hope and trust in management in internal employment opportunity and turnover intention relationship in the banking industry in Delta State, Nigeria

“…Over the years, the high turnover rate of employees in the banking industry has been one of the major concerns in scientific studies because of the centrality of employees to the success, competitiveness and sustainability of their organisations (Harunavamwe et al 2020). Turnover intention [TI], defined as the probability that an employee will voluntarily leave his/her job within a specified time period, predicts actual turnover behaviour, a construct of great importance due to the impending shortage of competent employees needed to facilitate organisational work (Albalawi et al 2019;Martin et al 2021).…”

“…The growing competition has exacerbated the challenges to talent retention practices, especially in the banking sector, where skills shortages have become more prominent (Joāo and Coetzee 2011). Harunavamwe et al (2020) argue that the cost-cutting measures adopted by banks have made them an undesirable work environment for highly competent and talented employees. In fact, Cole (2017) observed that over 48 percent of employees in the banking industry are actively searching for external job opportunities, while approximately 30 percent of these employees have been employed for less than a year.…”