Introduction of Topic3
Dimensions of Job Embeddedness4
Organization and Community Links4
Organization and Community Fit4
Organization and Community Sacrifice5
Guiding Model of Employee Retention8
Data Analysis Techniques to be used14
Overview and Samples15
State Bank of Bikaner and Jaipur15
SBBJs’ Vision and Mission16
Industrial Development Bank of India Ltd.17
Vision of IDBI Ltd.19
Age wise Distribution22
Calculation of Mean and Standard Deviation23
I. Results based on the Measure of Central Tendency (i.e. Mean) and Variability (i.e. Standard Deviation)29
II. Results based on the Hypothesis Testing – Chi-Square Tests30
Limitation and Future Directions31
JOB EMBEDDEDNESS SURVEY ITEMS35
Introduction of Topic
One the basis of research reported by Mitchell, et al. (2001), we believe that job embeddedness is a promising new theory to explain why people stay on their jobs. Job embeddedness (JE) represents a broad array of influences on employee retention. The critical aspects of job embeddedness are (a) the extent to which people have links to other people or activities, (b) the extent to which their job and community are similar to or fit with the other aspects in their life space and, (c) the ease with which links can be broken--what they would give up if they left, especially if they had to physically move to another city or home. These three dimensions are called links, fit and sacrifice and they are important both on and off the job. This 3 x 2 matrix suggests 6 dimensions: links, fit and sacrifice in the organization and in the community.
“Embeddedness suggests that there are numerous strands that connect an employeeand his or her family in a social, psychological, and financial web that includes work and non-work friends, groups, the community, and the physical environment in which he or she lives” (p. 1104). Put simply, job embeddedness attempts to capture thetotality of the forces that encourage an individual to stay in a particular job (or hold back an individual from leaving his/her job). Mitchell and Lee (2001) suggest that an individual’s decision to leave an organization is not made in isolation but is shaped by the environment (both work and non-work) in which the individual is ‘embedded.’ Thus, an individual is ‘embedded’ when s/he has multiple links to people in the organization and community, when the organization and the community are a good fit for the individual, and when the individual has to sacrifice a lot to leave the organization and community. In this section, I first describe the dimensions of embeddedness. I then describe a new addition to the job embeddedness model – family embeddedness - that expands the job embeddedness model to include a new perspective.
Dimensions of Job Embeddedness
In the job embeddedness model, both the relationship of the individual to the organization and the relationship of the individual to the community are important predictors of turnover. Within the organization and the community, an individual can have three kinds of attachments: links, fit, and sacrifice. Thus, with the two factors (organization and community) and the three kinds of...