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This paper aims to evaluate how transformational leadership can increase job embeddedness in their employees that persuade them to stay in their organization and how this relationship is contingent upon the job characteristics.

Sample of 328 useable responses was available for analysis. Questionnaires were distributed to the employees who are working in different Pakistani organizations. Regression analysis was used to test for hypotheses.

The findings support that there is a significant impact of transformational leadership for shaping job embeddedness, and the results endorsed the role of job characteristics as a moderator in describing the relationship of transformational leadership and job embeddedness. Transformational leaders would motivate employees to work together in productive manners in challenging work settings.

This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between transformational leadership in creating organizational job embeddedness. Second, it highlights how job characteristics of highly challenging work settings may shape employees’ job embeddedness. Third, this paper offers a novel perspective in leadership research by incorporating high challenging work setting (i.e. job characteristics) as moderator. Managers may get new insight by opting for transformational leaders' attributes and concentrating on high challenging work settings for creating embeddedness in employees to prolong their stay with the job and firm.

Popular literature argues that successive generations are experiencing more job changes and changes of employer. The “new careers” literature also proposes that career mobility patterns are becoming more diverse as people engage in more downward and lateral job changes and changes of occupation. The purpose of this paper is to test these assertions by comparing the career mobility patterns across four generations of workers.

The authors analyzed the career mobility patterns of four generations of Canadian professionals (n=2,555): Matures (born prior to 1946); Baby Boomers (1946-1964); Generation Xers (1965-1979) and Millennials (1980 or later). Job mobility, organizational mobility and the direction of job moves were compared across groups through analysis of variance.

Significant differences were observed in job mobility and organizational mobility of the various generations, with younger generations being more mobile. However, despite significant environmental shifts, the diversity of career patterns has not undergone a significant shift from generation to generation.

This is the first quantitative study to examine shifting career mobility patterns across all four generations in today’s workplace. The authors extend previous research on generational differences in job mobility by using novel measures of career mobility that are more precise than extant measures.

The purpose of this paper is to use boundaryless career theory as a perspective from which to explore understanding related to the interplay between life-stage and career transitions in women; and, specifically, the life-stage-related event of motherhood relative to the transition from corporate employment to self-employment.

A qualitative longitudinal research design was operationalized over a four-year period and data from both primary and secondary sources were collected in relation to four New Zealand case studies.

The findings highlight how life-stage events such as motherhood can have a profound influence on both the perception and enactment of careers and career transitions. In total, two primary micro-processes were identified in relation to the career transitions of the female participants into self-employment and were labeled “traditional employment” (relating to role change; integrating work and life domains; opportunity seeking; and support) and “creating boundaries” (relating to: compartmentalization of responsibility, life-stage events, work models, and business growth and success).

Exploratory in nature; small in scale; limited to one geographic context.

The authors attempt to add a more nuanced understanding of the notion of boundaryless careers in relation to entrepreneurship generally and the transition of a group of women into self-employment specifically. Both the discourse and pragmatics of boundaries between work/life and past careers/new careers is more salient in terms of success than possibly historically understood in this domain, and the enactment of boundaries richer and more diverse than theory may currently account for.

The purpose of this study is to examine the mediating role of career adaptability (CA) in the relationship between supervisor support (SS) and career satisfaction (CS).

Data were collected from 193 full-time employees working in private health-care institutions in Ankara, Turkey. The participants were asked to respond to a self-reported survey. Structural equation modeling was used to examine the hypothesized relationships between the research variables.

The results indicated that SS has a significant and positive effect on CS. It further reveals that CA mediates the effect of SS on CS.

As this study had a cross-sectional research design, causality could not be established between study variables.

CA ought to be considered by the managers and it ought to be advanced as it provides the employees fundamental instruments to deal with their career advancement efficiently.

The present study adds to the existing literature by providing additional evidence for the relationship among SS, CA and CS by examining a sample of health-care professionals.

This study examines whether the relationship between ambivalence in leader-member exchange (LMX) and career commitment is influenced by organizational embeddedness as a mediating variable. There is also an investigation of when and to what extent job strain influences the conditional indirect effect between LMX ambivalence on career commitment via the mediator.

Data were collected from 1,134 accountants working in various disciplines. The PROCESS macro and a bootstrapping procedure were used to test and analyze the hypothesized relationships.

The results revealed that the direct relationship between LMX ambivalence and career commitment was partially mediated by organizational embeddedness. In addition, high levels of job strain through organizational embeddedness conditionally make the effects of ambivalence on career commitment stronger.

Organizations should motivate employees to tolerate uncertain situations at work and practice ways of maintaining a positive attitude. Training programs for employees to appreciate ambivalence and for leaders to be more behaviorally consistent and more effective in team communication should be considered.

This research is among the initial attempts to extend relevant knowledge in the fields of LMX quality and organizational embeddedness by identifying an important moderator that amplifies the structural relationship.

Using career construction theory, the authors empirically examine the mechanism by which career adaptability promotes employee subjective career success (career satisfaction and career commitment) through job crafting.

A moderated mediation model is tested using survey data from 324 full-time business professionals in France. Hypotheses are tested using structural equation modeling (SEM).

he authors found that job crafting mediated the relationship between career adaptability and subjective career success (career satisfaction and career commitment). The positive effect of career adaptability on job crafting was greater under higher levels of lone wolf personality and positive perfectionism, as was the indirect effect of career adaptability on subjective career success via job crafting.

data are cross-sectional in nature. Robust theoretical contentions and affective means of identifying common method variance (CMV) are addressed and evaluated.

High levels of career adaptability may be a useful strategy for promoting employee job crafting and subjective career success. In addition, individuals with lone wolf personality and positive perfectionism should be given opportunities to craft their jobs in the workplace.

This research confirms a moderated mediation model positioning job crafting as a mediator of career adaptability's effects on employee subjective career success and lone wolf and positive perfectionism as moderators of such effects. This study suggests that job crafting and career-focused personality traits are important factors that influence the relationship between career adaptability and subjective career success.

Mentoring was considered as an efficient way to facilitate staff attachment with hotels. Such a strong attachment has been demonstrated to reduce employees’ intention to quit. This study aims to investigate the mediating roles of organizational and occupational embeddedness in the relationships between mentoring functions and turnover intention.

The responses were collected from a sample of 354 employees in four hotels group across three Chinese provinces. A structural equation model (SEM) was applied to test the model and mediating roles of organizational and occupational embeddedness.

The results of SEM suggest that both organizational and occupational embeddedness mediated the relationships between mentoring functions (career and psychosocial support) and turnover intention. Specifically, employees who are able to receive successful mentoring can easily embed in their organization and occupation. Thus, these employees are reluctant to leave.

Although this study reveals the important role of mediation, it has several limitations. First, the data drawn from Hebei, Beijing and Zhejiang provinces may lack geography representativeness. Second, this paper neglects potential moderating role of certain personal or context factors. Third, the time lag between the three data collections are not the same.

Managers should retain proper employees by introducing mentoring programs. Furthermore, to increase organizational and occupational embeddedness, managers should also consider the person-organization/occupation attachments of this industry.

This study tests organizational and occupational embeddedness simultaneously as mediators between mentoring and turnover intention through data obtained from the Chinese hotels.

The purpose of this paper is to investigate the mediating effect of organizational embeddedness in the relationship between quality of work life (QWL) and turnover under a foundation of conservation of resources theory.

Data were collected from 422 healthcare professionals through a questionnaire survey, and analyzed by means of a confirmatory factor analysis and structural equation modeling.

The results indicate that organizational embeddedness has a negative impact on employees’ intention to leave, and on actual turnover. For QWL perception, career opportunities, work life balance, and job characteristics are positive and significant predictors of organizational embeddedness. In addition, organizational embeddedness plays an intermediary role that mediates the relationship between the three components of QWL mentioned earlier and turnover intention, and also between the factor of career opportunities and actual turnover.

The current research took place within two healthcare organizations. Replicating the study in a variety of business sectors or professions with a larger sample of subjects would be useful for the generalizability of the findings.

Organizations may improve their retention of employees by offering intrinsic resources that can be obtained from the social contexts of the individual through human resource management system, e.g., growth opportunities, a healthy and caring work life quality. Such motivational resources then develop a sense of obligation toward their places of employment, which influences their intention to stay or leave.

This study examines the mediating role of organizational embeddedness between employees’ perception of their work life quality and their desire and behavior to withdraw, which is an area of inquiry that has not been fully investigated in the literature.

The aim of this paper is to examine the relationships of career commitment to turnover intention, internal networking, job embeddedness, and turnover, and whether proactive personality moderates these relationships.

Data were collected at two points in time, spaced by a six-month interval, from a sample of employees working in diverse organizations (n=312 at Time 1 and n=186 at Time 2). Hypotheses were tested using moderated multiple (linear and logistic) regression analyses.

Career commitment was positively related to Time 1 turnover intention, with this relationship being stronger at high levels of proactivity. Proactive personality also interacted with career commitment in predicting Time 2 internal networking and job embeddedness, such that these relationships were significantly positive only at low levels of proactivity. Finally, career commitment was positively related to Time 2 turnover, but this relationship was not moderated by proactive personality.

Findings suggest organizations should enhance the within-organization opportunities of people with high career commitment and proactivity. In contrast, they should work at maintaining the employability of people with high career commitment and low proactivity, as these individuals may become stuck in their organization.

This study contributes to the understanding of the relationships of career commitment and proactive personality to organization-relevant outcomes. It also breaks new ground by showing that career commitment may influence attitudes and behavior distinctively as a function of individuals' levels of dispositional proactivity.

The purpose of this paper is to extend job embeddedness research by investigating employees’ perception of human resource (HR) practices as the predictors of organizational job embeddedness, and its mediating role between HR practices and quit intention. It also assesses the moderating effect of job satisfaction on the job embeddedness-turnover relationship.

Data were collected through a questionnaire survey from 1,028 accountants in various disciplines from one of the largest corporations in Thailand, including its numerous subsidiaries and joint ventures. Hypotheses were tested and analyzed by means of a confirmatory factor analysis, multiple regressions, and a bootstrapping procedure.

The results reveal that all HR practices except training are positively related to organizational job embeddedness. Analysis also provides support for the mediating effects on quit intention of two HR practices, namely rewards and career development, through organizational job embeddedness. In addition, the interaction effect shows that the negative relationship between organizational job embeddedness and quit intention reduces when job satisfaction is high.

The current research took place among accountants. Replicating the study in a variety of business sectors, professions, or cultures would be useful for the generalizability of the findings.

Several HR strategies and tactics can help improve employee loyalty. Particularly effective are attractive rewards that reflect work values, and a promising career roadmap. Organizations might need to consider work conditions that sustain job satisfaction for turnover prevention in the short-term, and continuously manage long-term retention through embeddedness.

This study extends current research by investigating the relationships of so far untested theorized antecedents that clarify how employees become embedded in the workplace in order to keep them from quitting.