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Human resource practices, job embeddedness and intention to quit

Erich B. Bergiel (Management Department, Richards College of Business, University of West Georgia, Carrollton, Georgia, USA)
Vinh Q. Nguyen (Department of Business Administration and Economics, Coe College, Cedar Rapids, Iowa, USA)
Beth F. Clenney (Management Department, Richards College of Business, University of West Georgia, Carrollton, Georgia, USA)
G. Stephen Taylor (Department of Management and Information Systems, Mississippi State University, Starkville, Mississippi, USA)

Management Research News

ISSN: 0140-9174

Article publication date: 27 March 2009

8849

Abstract

Purpose

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The purpose of this paper is to test the whether job embeddedness is a mediator of the relationship between human resource practices and employees’ intention to quit. The study presented here used job embeddedness, a new construct, to investigate its mediation effect on the relationship between employees’ intentions to leave and four areas of human resource practices: compensation, supervisor support, growth opportunity and training.

Design/methodology/approach

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A questionnaire was given to employees at a state department of corrections asking their attitudes about their job, their place of employment, and the agency as a whole. The results of this questionnaire were analyzed utilizing the four‐step method for mediation analysis.

Findings

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Job embeddedness fully mediated compensation and growth opportunity, partially mediated supervisor support, and did not mediate training in relation to employees’ intention to quit. Research limitations/implications –A self‐reported, cross‐sectional questionnaire was used to collect all measures. Additionally, this study used a single sample. Future research needs to obtain more diversified samples and continue to expand current research by examining additional areas of human resource practices.

Practical implications

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Managers can utilize several strategies and tactics from a variety of human resource practices in order to build deeper links, make a better fit, and create greater potential sacrifices for employees should they decide to look for or pursue other employment opportunities.

Originality/value

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This paper presents one of the first studies to examine how job embeddedness develops, and what factors cause employees embedded in their jobs to keep them from leaving the organization.

Keywords

Acknowledgements

Corrigendum: It has come to the attention of the publisher that the article “Human resource practices, job embeddedness and intention to quit, by Erich B. Bergiel, Vinh Q. Nguyen, Beth F. Clenney, G. Stephen Taylor, (2009), Management Research News, Vol. 32 No. 3, pp. 205-219 incorrectly cites a source it has directly quoted. This was “Why people stay: using job embeddedness to predict voluntary turnover”, Mitchell, T.R., Holtom, B.C., Lee, T.W., Sablynski, C.J. and Erez, M. (2001), Academy of Management Journal, Vol. 44. This occurred during the submission process and was made by the author Vinh Q. Nguyen who sincerely apologises for this. Quotation marks have now been added to the electronic version of the article.

Citation

Bergiel, E.B., Nguyen, V.Q., Clenney, B.F. and Stephen Taylor, G. (2009), "Human resource practices, job embeddedness and intention to quit", Management Research News, Vol. 32 No. 3, pp. 205-219. https://doi.org/10.1108/01409170910943084

Publisher

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Barmarick Publications

Copyright © 2009, Emerald Group Publishing Limited

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