Job embeddedness and its connection with person-organization fit among Saudi Arabian employees
-
Received April 7, 2022;Accepted May 20, 2022;Published June 3, 2022
-
Author(s)Link to ORCID Index: https://orcid.org/0000-0002-7628-3751
-
DOIhttp://dx.doi.org/10.21511/ppm.20(2).2022.29
-
Article InfoVolume 20 2022, Issue #2, pp. 348-360
- TO CITE АНОТАЦІЯ
-
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
- 639 Views
-
409 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
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.
- Keywords
-
JEL Classification (Paper profile tab)J24, L20, M12
-
References80
-
Tables10
-
Figures1
-
- Figure 1. Structural equation modeling
-
- 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
-
- Ambrose, M. L., Arnaud, A., & Schminke, M. (2008). Individual moral development and ethical climate: The influence of person-organization fit on job attitudes. Journal of Business Ethics, 77(3), 323-333.
- Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
- Bagozzi, R. P., Yi, Y., & Phillips, L. W. (1991). Assessing construct validity in organizational research. Administrative Science Quarterly, 36(3), 421-458.
- Becker, G. S. (1964). Human capital (2nd ed.). New York: Columbia University Press.
- Becker, G. S. (2002). Human capital. EconLib.
- Bentler, P. M. (1990). EQS Structural Equations Program Manual. Los Angeles, CA: BMDP Statistical Software.
- Bentler, P. M., & Bonett, D. G. (1980). Significance Tests and Goodness-of-Fit in the Analysis of Covariance Structures. Psychological Bulletin, 88(3), 588-606.
- Bergiel, E. B., Nguyen, V. Q., Clenney, B. F., & Taylor, G. S. (2009). Human resource practices, job embeddedness and intention to quit. Management Research News, 32(3), 205-219.
- Biswas, S., & Bhatnagar, J. (2013). Mediator analysis of employee engagement: Role of perceived organizational support, P-O Fit, Organizational Commitment and Job Satisfaction. Vikalpa: The Journal for Decision Makers, 38(1), 27-40.
- Bollen, K. A. (1989). Structural equations with latent variables. New York: John Wiley.
- Bontis, N., Dragonetti, N. C., Jacobsen, K., & Roos, G. (1999). The knowledge toolbox: A review of the tools available to measure and manage intangible resources. European Management Journal, 17(4), 391-402.
- Bowen, D. E., Ledford Jr, G. E., & Nathan, B. R. (1991). Hiring for the organization, not the job. The Executive, 5(4), 35-51.
- Byrne, B. M. (1994). Burnout: Testing for the validity, replication, and invariance of causal structure across elementary, intermediate, and secondary teachers. American Educational Research Journal, 31(3), 645-673.
- Cable, D. M., & DeRue, D. S. (2002). The congruent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875-884.
- Cable, D. M., & Judge, T. A. (1994). Pay preferences and job search decisions: A person-organization fit perspective. Personnel Psychology, 47(2), 317-348.
- Chatman, J. A. (1991). Matching people and organizations: Selection and socialization in public accounting firms. Administrative Science Quarterly, 36(3), 459-484.
- Cho, D., & Son, J. (2012). Job Embeddedness and Turnover Intentions: An Empirical Investigation of Construction IT Industries. International Journal of Advanced Science and Technology, 40, 101-110.
- Crawford, R. (1991). In the era of human capital: The emergence of talent, intelligence, and knowledge as the worldwide economic force and what it means to managers and investors. HarperCollins Publishers.
- Diamantopoulos, A., & Siguaw, J. A. (2000). Introducing LISREL. London: Sage Publications.
- Eslamlou, A., Karatepe, O. M., & Uner, M. M. (2021). Does job Embeddedness mediate the effect of resilience on cabin attendants’ career satisfaction and creative performance? Sustainability, 13(9), 5104.
- Faisal, S., Naushad, M., & Faridi, M. (2020). A study on the level and relationship of job embeddedness and turnover intentions among Saudi Arabian working-class. Management Science Letters, 10(13), 3167-3172.
- Felps, W., Mitchell, T. R., Hekman, D. R., Lee, T. W., Holtom, B. C., & Harman, W. S. (2009). Turnover contagion: How coworkers’ job embeddedness and job search behaviors influence quitting. Academy of Management Journal, 52(3), 545-561.
- Fındık, M., Öğüt, A., & Çağlıyan, V. (2013). An evaluation about person-organization fit, job satisfaction, and turnover intention: a case of health institution. Mediterranean Journal of Social Sciences, 4(11), 434-434.
- Firmand, S. (2010). Employee turnover and cognition: A phenomenological study (Doctoral Thesis). University of Phoenix.
- Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18(3), 382-388.
- Frank, R. H., & Bernanke, B. S. (2007). Principles of Microeconomics (3rd ed.). New York: McGrawHill/Irwin.
- Gefen, D., Straub, D., & Boudreau, M. C. (2000). Structural equation modeling and regression: Guidelines for research practice. Communications of the Association for Information Systems, 4(1), 7.
- Ghosh, D., & Gurunathan, L. (2015). Job embeddedness: A ten-year literature review and proposed guidelines. Global Business Review, 16(5), 856-866.
- Giosan, C. (2003). Predictors of job embeddedness. The New School Psychology Bulletin, 1(1), 51-53.
- Hair, J. E. Jr., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis (7th ed.). Upper Saddle River, New Jersey: Prentice-Hall.
- Hendricks, L. (2002). How important is human capital for development? Evidence from immigrant earnings. American Economic Review, 92(1), 198-219.
- Hobfoll, S. E. (1989). Conservation of resources: a new attempt at conceptualizing stress. American Psychologist, 44(3), 513-524.
- Hoffman, B. J., & Woehr, D. J. (2006). A quantitative review of the relationship between person-organization fit and behavioral outcomes. Journal of Vocational Behavior, 68(3), 389-399.
- Holtom, B. C., & Inderrienden, E. J. (2006). Integrating the unfolding model and job embeddedness model to better understand voluntary turnover. Journal of Managerial Issues, 18(4), 435-452.
- Holtom, B. C., & O’Neill, B. S. (2004). Job embeddedness: A theoretical foundation for developing a comprehensive nurse retention plan. JONA: The Journal of Nursing Administration, 34(5), 216-227.
- Holtom, B. C., Mitchell, T. R., Lee, T. W., & Tidd, S. (2006). Less is more: validation of a short form of the job embeddedness measure and theoretical extensions. In Annual meeting of the Academy of Management Conference. Atlanta.
- Howell, J. P., & Costley, D. L. (2006). Understanding Behaviors for Effective Leadership (2nd ed.). Englewood Cliffs, NJ: Pearson Prentice Hall.
- Hu, L., & Bentler, P. M. (1999). Cutoff criteria for fit indices in covariance structure analysis: conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1-55.
- Hulland, J. (1999). Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strategic Management Journal, 20(2), 195-204.
- Jin, M. H., McDonald, B., & Park, J. (2018). Person-organization fit and turnover intention: Exploring the mediating role of employee followership and job satisfaction through conservation of resources theory. Review of Public Personnel Administration, 38(2), 167-192.
- Johnson, A. (1995). The business case for work-family programs. Journal of Accountancy, 180(2), 53-59.
- Kaur, J., & Sharma, S. K. (2015). Internal marketing: Scale development and validation. Vision, 19(3), 236-247.
- Khalid, U., Mushtaq, T., Khan, A. Z., & Mahmood, F. (2021). Probing the impact of transformational leadership on job embeddedness: the moderating role of job characteristics. Management Research Review, 44(8), 1139-1156.
- Kiazad, K., Holtom, B. C., Hom, P. W., & Newman, A. (2015). Job embeddedness: A multifoci theoretical extension. Journal of Applied Psychology, 100(3), 641-659.
- Kim, T.-Y., Aryee, S., Loi, R., & Kim, S.-P. (2013). Person–organization fit and employee outcomes: test of a social exchange model. The International Journal of Human Resource Management, 24(19), 3719-3737.
- Koster, F., De Grip, A., & Fouarge, D. (2011). Does perceived support in employee development affect personnel turnover? The International Journal of Human Resource Management, 22(11), 2403-2418.
- Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1-49.
- Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of Individuals’ fit at work: A meta-analysis OF person-job, person-organization, person-group, and person-supervisor fit. Personnel Psychology, 58(2), 281-342.
- Lee, T. W., Mitchell, T. R., Sablynski, C. J., Burton, J. P., & Holtom, B. C. (2004). The Effects of Job Embeddedness on Organizational Citizenship, Job Performance, Volitional Absences, and Voluntary Turnover. Academy of Management Journal, 47(5), 711-722.
- Mallol, C. M., Holtom, B. C., & Lee, T. W. (2007). Job embeddedness in a culturally diverse environment. Journal of Business and Psychology, 22(1), 35-44.
- Mathis, R. L., & Jackson, J. H. (2010). Human resource management. South-Western College.
- Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44(6), 1102-1121.
- Mohapatra, M., & Sharma, B. R. (2010). Study of employee engagement and its predictors in an Indian public sector undertaking. Global Business Review, 11(2), 281-301.
- Namasivayam, K., & Denizci, B. (2006). Human capital in service organizations: identifying value drivers. Journal of Intellectual Capital, 7(3), 381-393.
- Ng, T. W., & Feldman, D. C. (2010). The relationships of age with job attitudes: A meta-analysis. Personnel Psychology, 63(3), 677-718.
- Nguyen, V. Q., Taylor, G. S., & Bergiel, E. (2017). Organizational antecedents of job embeddedness. Management Research Review, 40(11), 1216-1235.
- Nunnally, J. C. (1978). Psychometric theory (2nd ed.). New York: McGraw-Hill.
- O’Reilly III, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487-516.
- Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
- Rainey, H. G. (2003). Understanding & managing public organizations (3rd ed.). San Francisco: JosseyBass.
- Ramesh, A., & Gelfand, M. J. (2010). Will they stay or will they go? The role of job embeddedness in predicting turnover in individualistic and collectivistic cultures. Journal of Applied Psychology, 95(5), 807.
- Resick, C. J., Baltes, B. B., & Shantz, C. W. (2007). Person-organization fit and work-related attitudes and decisions: Examining interactive effects with job fit and conscientiousness. Journal of Applied Psychology, 92(5), 1446-1455.
- Sandhya, S., & Sulphey, M. M. (2019). An assessment of contribution of employee engagement, psychological contract and psychological empowerment towards turnover intentions of IT employees. International Journal of Environment, Workplace and Employment, 5(1), 22-31.
- Sandhya, S., & Sulphey, M. M. (2021). Influence of Empowerment, Psychological Contract and Employee engagement on Voluntary Turnover Intentions. International Journal of Productivity and Performance Management, 70(2), 325-349.
- Schneider, B., Goldstiein, H. W., & Smith, D. B. (1995). The ASA framework: An update. Personnel psychology, 48(4), 747-773.
- Schultz, T. W. (1961). Investment in human capital. The American Economic Review, 51(1), 1-17.
- Schultz, T. W. (1981). Investing in people. University of California Press.
- Shaw, J. D., Park, T. Y., & Kim, E. (2013). A resource-based perspective on human capital losses, HRM investments, and organizational performance. Strategic Management Journal, 34(5), 572-589.
- Sheffin, M. S. (2003). Economics: principles in action. New Jersey: Pearson Prentice Hall.
- Siegall, M., & McDonald, D. (2004). Person-organization value congruence, burnout and diversion of resources. Personnel Review, 33(3), 291-301.
- Silverthorne, C. (2004). The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organization Development Journal, 25(7), 592-599.
- Sulphey, M. M. (2019). The Concept of Workplace Identity, its evolution, antecedents and development. International Journal of Environment, Workplace and Employment, 5(2), 151-168.
- Sulphey, M. M. (2021). Can spirituality and long-term orientation relate to workplace identity? An examination using SEM. International Journal of Sociology and Social Policy, 41(9/10), 1038-1057.
- Tanova, C., & Holtom, B. C. (2008). Using job embeddedness factors to explain voluntary turnover in four European countries. The International Journal of Human Resource Management, 19(9), 1553-1568.
- Van Vuuren, M., Veldkamp, B. P., De Jong, M. D., & Seydel, E. R. (2007). The congruence of actual and perceived person–organization fit. The International Journal of Human Resource Management, 18(10), 1736-1747.
- Vancouver, J. B., & Schmitt, N. W. (1991). An exploratory examination of person-organization fit: Organizational goal congruence. Personnel Psychology, 44(2), 333-352.
- Verquer, M. L., Beehr, T. A., & Wagner, S. H. (2003). A meta-analysis of relations between person–organization fit and work attitudes. Journal of Vocational Behavior, 63(3), 473-489.
- Yao, X., Lee, T. W., Mitchell, T. R., Burton, J. P., & Sablynski, C. S. (2004). Job embeddedness: Current research and future directions. In R. Griffeth & P. Hom (Eds.), Understanding Employee Retention and Turnover. Greenwich, CT: Information Age.
- Yu, K. Y. T. (2009). Affective influences in person–environment fit theory: Exploring the role of affect as both cause and outcome of PE fit. Journal of Applied Psychology, 94(5), 1210-1226.
- Zhao, E., & Liu, L. (2010). Comments on development of job embeddedness about study on turnover and exploration into application in enterprises. Asian Social Science, 6(6), 63-70.
-
-
Conceptualization
Shaha Faisal
-
Data curation
Shaha Faisal
-
Formal Analysis
Shaha Faisal
-
Investigation
Shaha Faisal
-
Methodology
Shaha Faisal
-
Software
Shaha Faisal
-
Supervision
Shaha Faisal
-
Validation
Shaha Faisal
-
Visualization
Shaha Faisal
-
Writing – original draft
Shaha Faisal
-
Writing – review & editing
Shaha Faisal
-
Conceptualization
-
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: 15554 Downloads: 6612 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.
-
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.
-
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: 2210 Downloads: 1111 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.