Do commitment based human resource practices influence job embeddedness and intention to quit?

Debjani Ghosh · L. Gurunathan

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Job Satisfaction and Organizational Behavior Employee Performance and Management Human Resource and Talent Management

Abstract

This empirical paper provides evidence that commitment based human resource practices (CBHRP) influence employees' turnover intentions by embedding newcomers more extensively into organisations. The study was conducted with 501 managers in 19 financial service organisations in India. Results reveal that CBHRP enable organisations to actively embed employees. The results also indicate that on-the-job embeddedness (on-the-JE) is negatively related to turnover intentions and mediates relationships between CBHRP and employees' intention to quit.

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1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1986Self-Reports in Organizational Research: Problems and Prospects 2017Exchange and Power in Social Life 1965Exchange and Power in Social Life.1960The Norm of Reciprocity: A Preliminary Statement 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1996MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS.

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