The Four Dimensions Of Mnc's Turnover

When entering foreign markets, MNCs are faced with many challenges because of differing policies and practices; these challenges involve human resource management and industrial relations such as the recruitment, selection, training, development, and compensation of international employees (Park, Mitsuhashi, Fey, & Bjorkman, 2003; Gong, 2003). Due to the sensitivity and difficulty involved with International human resource management (IHRM), employee turnover has been a critical issue for organizations for long time. Most of the current theories and researches on employee turnover, argues that the intention of employee’s turnover results from the perceived range and type of job alternatives and job satisfaction, however, many researchers report

Fit describes the congruence between an employee's "personal values, career goals, and plans for the future...with the larger corporate culture and the demands for his or her immediate job". Links "are characterized as formal or informal connections between a person and institutions or other people" Sacrifice describes the "perceived cost of material or psychological benefits that may be forfeited by leaving the job". These three sub-dimensions are considered in two over-arching dimensions: an employee’s organization (on-the-job) and community (off-the-job), generating the six dimensions of the job embeddedness construct: links-organization, links-community, fit-organization, fit-community, sacrifice-organization and sacrifice community (Mitchell et al., 2001). However, only on-the-job dimensions of embeddedness are the focus in this

The discrete HRM functions directly relate to the three components of JE. Organizations transmit fit-related information during recruitment (Kristof, 1996), during hiring (Bretz et al., 1993), and during socialization and training (Autry and Wheeler, 2005).

HRM functions also influence links to the organization. Organizations increasingly rely upon teams, utilize promote-from-within practices to increase job and organization fit, and often reward employee tenure. Finally, in terms of sacrifice, organizations utilize resources (e.g., compensation) to attract, motivate, and retain employees during recruitment and selection and performance evaluation (Gerhart and Milkovich, 1992). Through HRM practices, organizations constantly signal to employees what they will sacrifice should they leave the organization. Taken together, it is expected that an organization's HRM effectiveness will be positively associated with employee JE; thus, the following hypothesis is