Job Embeddedness

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Contents

Introduction of Topic3

Job Embeddedness3

Dimensions of Job Embeddedness4

Organization and Community Links4

Organization and Community Fit4

Organization and Community Sacrifice5

Organization Links5

Organization Fit6

Organization Sacrifice6

Community Links7

Community Fit7

Community Sacrifice7

Guiding Model of Employee Retention8

Links8

Fit9

Sacrifice10

Literature Review12

Research Methodology14

Data Analysis Techniques to be used14

Chi-Square Test:14

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

Data Analysis20

Observation tables21

Gender wise21

Age wise Distribution22

Calculation of Mean and Standard Deviation23

Conclusion29

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

Recommendations31

Limitation and Future Directions31

References33

Annexure35

JOB EMBEDDEDNESS SURVEY ITEMS35

Fit, community35

Fit, organization35

Links, community36

Links, organization36

Sacrifice, community36

Sacrifice, organization36

Introduction of Topic

Job Embeddedness

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...
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