Title

Job embeddedness and the importance of retaining small firm employees

Document Type

Conference Proceeding

Publisher

ANZAM

Faculty

Faculty of Business and Law

School

School of Business/Centre for Innovative Practice

RAS ID

18343

Comments

This article was originally published as: Coetzer, A. J., Redmond, J. L., & Barrett, R. (2014). Job embeddedness and the importance of retaining small firm employees. Proceedings of Australian and New Zealand Academy of Management Conference. (pp. 1-20). Sydney, NSW. ANZAM. Original article available here

Abstract

Small firms identify retention of staff as a significant problem. Voluntary turnover of talented staff can be costly, especially in small firms where there are few slack resources. However, there is scant research on retention in small firms . We use the concept of Job Embeddedness to understand why small firm employees stay. The concept t refers to the totality of forces that embed employees in their jobs and it consists of three dimensions: fit, links, and sacrifice. Seven propositions are outlined comparing the ways fit, links and sacrifice might play out for small and large firm employees. Through testing these propositions small firm owner-managers may have a better understanding of what can be done to retain employees and maintain firm performance.

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