Analysis

Job Embeddedness (JE) refers to the strength of an employee’s connection to their job and organization. It was developed to explain why employees stay in their jobs or why they choose to leave. The Job Embeddedness Theory focuses on three key dimensions: Fit – The extent to which an employee feels that their job and organization align with their personal values, goals, and career aspirations. Links – The relationships and commitments an employee has with colleagues, friends, family, and the organization. Sacrifice – The perceived costs of leaving, including lost benefits, professional opportunities, and workplace relationships.

Objective

The purpose of Job Embeddedness is to understand and explain the factors influencing employee retention and turnover.

Calibration

Job Embeddedness is measured using questionnaires that assess the three core dimensions. Participants respond to Likert-scale questions (e.g., 1 = Strongly Disagree to 5 = Strongly Agree).

References

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.
Holmes, J. R., & Tetrick, L. E. (2005). The Relationship Between Job Embeddedness and Job Satisfaction. Journal of Applied Psychology, 90(5), 1138-1146.
Lee, T. W., & Mitchell, T. R. (1994). An Alternative Approach: The Unfolding Model of Voluntary Employee Turnover. Academy of Management Review, 19(1), 51-89.
Ng, T. W. H., & Feldman, D. C. (2010). The Relationships of Age with Job Attitudes and Performance: A Meta-analysis. Personnel Psychology, 63(3), 505-539.
Ramesh, A., & Gelfand, M. J. (2010). The Effects of Job Embeddedness on Job Performance and Job Stress. Journal of Applied Psychology, 95(1), 80-93.