Job Embeddedness: A new attitudinal measure

Terry Ng‐Knight · David E. Guest

68 citations0/0 files storedInternational Journal of Selection and Assessment

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Job Satisfaction and Organizational Behavior Human Resource and Talent Management Employer Branding and e-HRM

Abstract

Job embeddedness is a relatively new concept that offers the potential to improve our ability to explain why people stay in their jobs. This article outlines the development and testing of new measures of on‐ and off‐the‐job embeddedness. Analyses of survey data show the measures demonstrate adequate psychometric properties across samples (three military and one nonmilitary organization) and across different organizational levels, genders, and tenure, as well as discriminant validity over other turnover‐relevant constructs and appropriate convergent validity with a number of further constructs identified in the literature.

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References

1991Scale Development : Theory and Applications 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 2000A Review and Synthesis of the Measurement Invariance Literature: Suggestions, Practices, and Recommendations for Organizational Research 2000A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium 2001WHY PEOPLE STAY: USING JOB EMBEDDEDNESS TO PREDICT VOLUNTARY TURNOVER.1982Development of reliable and valid short forms of the marlowe-crowne social desirability scale 1975Michigan Organizational Assessment Questionnaire 1988Handbook of Organizational Measurement

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2017Relationships between job embeddedness and employees’ life satisfaction 2018Job embeddedness and employee enactment of innovation-related work behaviours 2013A longitudinal study of newcomer job embeddedness and sales outcomes for life insurance salespersons 2021Links, fit or sacrifice: job embeddedness and intention to quit among Generation Y 2020

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