Job embeddedness and its connection with person-organization fit among Saudi Arabian employees
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Received April 7, 2022;Accepted May 20, 2022;Published June 3, 2022
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Author(s)Link to ORCID Index: https://orcid.org/0000-0002-7628-3751
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DOIhttp://dx.doi.org/10.21511/ppm.20(2).2022.29
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Article InfoVolume 20 2022, Issue #2, pp. 348-360
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Cited by1 articlesJournal title: Personnel PsychologyArticle title: Person‐organization fit theory and research: Conundrums, conclusions, and calls to actionDOI: 10.1111/peps.12581Volume: 76 / Issue: 2 / First page: 375 / Year: 2023Contributors: Amy Kristof‐Brown, Benjamin Schneider, Rong Su
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Job embeddedness and person-organization fit are two constructs that reflect employees’ attachment toward their organizations. While job embeddedness enhances employees’ affection, person-organization fit involves the value convergence with the organization. Therefore, the two constructs facilitate continuance in employment. The study attempted to identify the relationship between job embeddedness, person-organization fit, and human capital among the Saudi workforce. Data for the study were collected from 190 full-time employees employed in various organizations in Saudi Arabia. Convenient sampling was used to collect data. The respondents belong to different demographic categories. The data were analyzed using SPSS and structural equation modeling (SEM) techniques. Three hypotheses were formulated for the study to denote the relationships between the variables. For all the hypotheses formulated in the study, t-values (0.71, 0.88, and 0.84) showed a five percent level of significance. The research results thus indicated a significant positive relationship between job embeddedness, person-organization fit, and human capital. The relationship between the constructs and demographic variables was also examined. The findings are significant as the identified constructs help dealing with turnover intention, which is a bane for any organization. Therefore, the results could be used to identify retention strategies.
Acknowledgments
This publication was supported by the Deanship of Scientific Research at Prince Sattam Bin Abdulaziz University, Alkharj, Saudi Arabia, under the Specialized Research Grant program with Grant No- 2020/02/17318.
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JEL Classification (Paper profile tab)J24, L20, M12
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References80
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Tables10
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Figures1
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- Figure 1. Structural equation modeling
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- Table 1. Dimensions of JE
- Table 2. Dimensionality of P-O fit
- Table 3. Demographics
- Table 4. Reliability and validity measures
- Table 5. Discriminate validity
- Table 6. Fit index
- Table 7. Descriptive statistics
- Table 8. Hypothesis testing
- Table 9. Data and t-value based on demographics
- Table 10. Data and ANOVA based on qualification
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Conceptualization
Shaha Faisal
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Data curation
Shaha Faisal
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Formal Analysis
Shaha Faisal
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Investigation
Shaha Faisal
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Methodology
Shaha Faisal
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Software
Shaha Faisal
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Supervision
Shaha Faisal
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Validation
Shaha Faisal
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Visualization
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Writing – original draft
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Writing – review & editing
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Conceptualization
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Factors affecting employee turnover and sound retention strategies in business organization: a conceptual view
Chowdhury Abdullah Al Mamun , Md. Nazmul Hasan doi: http://dx.doi.org/10.21511/ppm.15(1).2017.06Problems and Perspectives in Management Volume 15, 2017 Issue #1 pp. 63-71 Views: 15682 Downloads: 6689 TO CITE АНОТАЦІЯ“Employee turnover” as an expression is broadly used in business organization. Despite the fact that several studies have been performed on this topic, little research has been conducted on examining the causes and leading factors of turnover as well, as advising some feasible approaches, which can be applied by bosses to ensure that employees will continue in their respective organizations to enhance organizational effectiveness and productivity. The main purpose of this study is to determine the reasons and key factors in the perspectives of the relevant literature and identify to the intention of employee turnover. This conceptual paper also suggests various possible strategies on how to minimize the turnover and retain employees in the organizations. Hence, the paper has proposed a conceptual framework that shows the major variables in explaining the phenomenon of employee turnover and addressing sound retention strategies to handle these issues.
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Investigating the impact of workplace bullying on employees’ morale, performance and turnover intentions in five-star Egyptian hotel operations
Ashraf Tag-Eldeen , Mona Barakat , Hesham Dar doi: http://dx.doi.org/10.21511/tt.1(1).2017.01In today’s competitive business environment, human resources are one of the most critical assets particularly for service-focused organizations. Consequently, employees’ morale has become invaluable for maintaining outstanding organizational performance and retaining employees. One of the most important factors which may affect employees’ satisfaction is workplace bullying from employers and colleagues at large. It is considered a negative and unethical issue which may degrade, humiliate and create a risk to a healthy working environment. Therefore, the main objective of this research is to investigate the extent to which workplace bullying may affect the organizational outcomes of a sample of five-star hotels in Egypt. Two questionnaires were distributed among the subjects of the sample; bell desk staff, kitchen stewards and head departments. The results of this research confirmed that there is a correlation between workplace bullying, employees’ morale and turnover intentions but, showed no correlation between workplace bullying and employees’ work performance.
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The development of talent management in Malaysian public sector: a comprehensive review
Sharmaine Sakthi Ananthan , Halimah Abdul Manaf , Mega Hidayati , Dian Suluh Kusuma Dewi doi: http://dx.doi.org/10.21511/ppm.17(2).2019.18Problems and Perspectives in Management Volume 17, 2019 Issue #2 pp. 242-253 Views: 2227 Downloads: 1118 TO CITE АНОТАЦІЯThe aim of this current study was to analyze recent development of talent management among public service managers in Malaysia. The study brings understanding on talent management and broader human capital issues within Malaysia context by analysing the comprehensive literature. Government of Malaysia is emphasizing on development of talent in the public sector, as it is the most significant resource for the public service. The study found that the government has invested in various programs and initiatives to develop and produce key talented human capital within the public sector. However, despite the initiatives taken by the government, Malaysia is still short of talented people and struggling to develop talent, and talented skilful people are leaving. The study also indicated that year after year increasing number of graduates are being produced at the public universities, but the education system is not producing the right skilful individuals for the particular position or task, resulting in talent mismatch. Another key issue is the incapability to retain talented people that led to poor innovation and creativity within the country. Is key issue is part of the factors discussed in the 10th and 11th Malaysia Plan, and is a concern, as it plays a role in preventing the progress of Malaysia in achieving a developed nation by 2020. As one of the key aspirations of Malaysia is to enrich public service in Malaysia as a citizen centre that is having talented human capital. The study revealed that there is a need for in-depth quantitative and qualitative further research to discover new insights on talent management and retain talent among the public sector managers in Malaysia.