The job embeddedness-turnover relationship: Effects of organisation size and work group cohesion

Document Type

Journal Article

Publication Title

Personnel Review

Publisher

Emerald Publishing Limited

Place of Publication

United Kingdom

School

School of Business and Law

RAS ID

25575

Comments

Coetzer, A., Coetzer, A., Inma, C., Inma, C., Poisat, P., & Poisat, P. (2017). The job embeddedness-turnover relationship: Effects of organisation size and work group cohesion. Personnel Review, 46(6), 1070-1088. https://doi.org/10.1108/PR-12-2015-0312

Abstract

Purpose: The purpose of this paper is threefold: first, to examine the job embeddedness (JE)-turnover intentions relationship in large and small organisations; second, to investigate how employee perceptions of each dimension of JE may differ in large and small organisations; and third, to determine if work group cohesion moderates the JE-turnover intentions relationship. Design/methodology/approach: Using a short form of the original JE questionnaire, data were collected from 549 employees in organisations located in four major business centres in South Africa. Participants were from organisations in diverse industries. Findings: JE predicted turnover intentions in large organisations, but not in small organisations. Contrary to expectations, employees in small organisations perceived that they would sacrifice more benefits than employees in large organisations if they were to quit. Results suggest that work group cohesion moderates the JE-turnover intentions relationship. Research limitations/implications: Further research is needed to determine how JE operates in different size organisations and in urban and rural small organisations. Practical implications: In small organisations, building group cohesion and persuasively communicating benefits of working in a small organisation can help to embed employees. Originality/value: This study responds to calls for further JE research in a wider range of national contexts. It contributes to a more nuanced understanding of the three dimensions of JE by investigating how employee perceptions of each dimension differ in large and small organisations. The study also responds to appeals for research that examines moderators of the JE-turnover relationship by exploring work group cohesion as a potential moderator.

DOI

10.1108/PR-12-2015-0312

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