The wires are abuzz with studies telling employers why their hires are leaving. But what exactly are the factors that make employees want to stick around?
A new study in the Journal of Leadership & Organizational Studies (JLOS) explores the “six dimensions of job embeddedness” that make employees stay put, including relationships with coworkers, community and area appeal, perks workers don’t want to give up, and much more. Implications for practitioners are offered.
David D. Dawley of West Virginia University and Martha C. Andrews of the University of North Carolina Wilmington published “Staying Put: Off-the-Job Embeddedness as a Moderator of the Relationship Between On-the-job Embeddedness and Turnover Intentions” on May 31, 2012 in JLOS. To see other OnlineFirst articles, please click here.
The abstract:
This study examined the relationship between two forms of embeddedness and turnover intentions using a sample of 1,189 employees of a government agency and an additional sample of 346 nurses at a hospital. The authors propose that while both on-the-job and off-the-job embeddedness factors are negatively related to turnover intentions, on-the-job embeddedness is more strongly related to turnover intentions. More important, off-the-job factors moderate the relationship between on-the-job embeddedness and turnover intentions such that this relationship is weaker when off-the-job embeddedness is higher. These results highlight the mitigating role of off-the-job factors in helping to retain employees. Implications for researchers and practitioners are discussed.
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