Theory Of Job Embeddedness

Job embeddedness research has emerged as an alternative view for the traditional attitude-job alternative-turnover OB model. According to Mitchell and Lee (2001), this view emanated from the scaricity of research focuses on why people stay rather than why people leave. This is important sice the traditional model turnover model has been shown little variance in explaing leaving dicision.
Organizational embeddedness is a relatively new organizational attachment construct introduced by Mitchell, Holtom, Lee, & Erez, (2001) and empirically examined in the early study by Lee, Sablynski, Burton, & Holtom, (2004). Highly embedded persons have shown to react in different ways to various negative shocks. In that, they shown to perform slightly better

The empirical problem lies in the occurrence of voluntary employee turnover in almost all types of organizations. Voluntary turnover has been perceived as an undesirable event by companies and scholars alike. To be more specific, the pivotal problem for this study is the high level of voluntary turnover in Saudi organizations. This phenomena can negatively impact the effectiveness of Saudi organizations. Due to the modest level of variance in turnover explained by satisfaction, commitment, etc., Job embeddedness has been emerged as a theory (Steel & Lounsbury, 2009) to understand employee-employer relationship (Reitz & Anderson, 2011). The focal behavior of job embeddedness is retention. This emphasis has altered a central questions of “why people leave” to be “why do they

Positing clan culture, empowerment, and satisfaction as an explicit outcomes to such approach of leadership, I further suggest that these outcomes stimulate employee’s links, fit, and sacrifices respectively. Furthermore, organizational embeddedness will support employee change behaviors in the form of reducing turnover intention as well as enhancing extra-role organizational citizenship behavior (OCB). In essence, we propose that through transformational leader-follower relationships, managers manifest the change processes (e.g., transformational leadership behaviors—creating change vision, involving employees in problem solving to accomplish change goals) shown to promote positive employee change