The Effects of Organizational Structures and Learning Organization on Job Embeddedness and Individual Adaptive Performance

Abstract

This study aims to investigate the effects of organizational structures and learning organization on job embeddedness and individual adaptive performance. In literature, studies suggest that learning organization and organizational structures bring about some desirable outputs for both individuals and organizations. Accordingly, within the scope of the study, job embeddedness and individual adaptive performance are considered as important consequences which have been thought to be affected by the organizational conditions. In this context, the data which were collected from 216 employees of hotel establishments by the survey method were analyzed using the structural equation modelling technique. The results of the study indicate that organic organization structure has been found to have no direct effect on job embeddedness and individual adaptive performance. In addition to this, mechanistic organization structure affects job embeddedness positively, while it has no direct effect on individual adaptive performance. However, learning organization affects both job embeddedness and individual adaptive performance positively and learning organization has a fully mediator role in the relationships between organic organization structure and job embeddedness. It also has a fully mediator role in the relationships between organic organization structure and individual adaptive performance. Moreover, learning organization has a fully mediator role between mechanistic organization structure and individual adaptive performance.

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