Why People Stay? Exploring the Content of Job Embeddedness Profiles and Their Differential Effects on Positive and Negative Work Attitudes and Behaviors

• Main Authors: Miao-yueh Su, 蘇妙悅
• Other Authors: Nai-Wen Chi
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/23369083981750540659

碩士 === 國立中山大學 === 人力資源管理研究所 === 104 === Job embeddedness refers to internal and external forces that affect employee retention. Past research found that job embeddedness can predict employee turnover, performance, work attitudes and behaviors effectively. To extend previous research, this study explores how the three dimensions of job embeddedness (fit, links, and sacrifice) combine to form embedded profiles, and examines the content of different embedded profiles and their differential effects on positive and negative work attitudes and behaviors. The sample was composed of 319 supervisor-subordinate pairs from various industries. Five embedded profiles was found using cluster analysis: highly embedded profile, fit-links dominant profile, sacrifice dominant profile, moderately embedded profile, and not embedded profile. The result of MANOVA showed that different profiles have differential effects on organizational citizenship behavior, task performance, turnover intention, and affective commitment. Overall, “highly embedded profile” expresses positive work attitudes and behaviors most frequently, while “not embedded profile” is contrary to it. Theoretical and practical implications are discussed for practitioners and future researchers’ reference.