Job Embeddedness Theory: Can It Help Explain Employee Retention Among Extension Agents?

Jeffery A. Young · Oscar A. Aliaga · Brad Shuck

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employer Branding and e-HRM

Abstract

The study reported here examined Job Embeddedness theory, as introduced by Mitchell, Holtom, Lee, Sablynski, and Erez (2001), which offers a method of discovering why people stay in an organization. Extension agents in two states (N=454) reported significantly different levels of job embeddedness during the study period. Regression analyses showed that job embeddedness was significantly correlated with and predicted unique variance in intent to stay.

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2007Educational Research: Quantitative, Qualitative, and Mixed Approaches 2001WHY PEOPLE STAY: USING JOB EMBEDDEDNESS TO PREDICT VOLUNTARY TURNOVER.1998AN ORGANIZATION-LEVEL ANALYSIS OF VOLUNTARY AND INVOLUNTARY TURNOVER.1983Handling Nonresponse Issues 2005Shocks as causes of turnover: What they are and how organizations can manage them 2004DO ORGANIZATIONAL SOCIALIZATION TACTICS INFLUENCE NEWCOMER EMBEDDEDNESS AND TURNOVER?2003Managing Employee Retention as a Strategy for Increasing Organizational Competitiveness.2000Learning from Those Who Leave

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