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The purpose of this paper is to empirically examine job embeddedness as antecedent of job performance and organizational citizenship behaviors (OCBs) of expatriates.

In total, 194 expatriates from 39 nationalities were recruited through various expatriate organizations, which provided expatriate groups they had access to with a link to the online survey in English. To test the hypotheses, the author used bivariate analyses and multivariate regressions were calculated to control for alternative explanations.

As hypothesized, community embeddedness was positively related to job performance and both organizational embeddedness and community embeddedness were positively related to OCBs. Moreover, community embeddedness and organizational embeddedness showed to be positively related. In addition, organizational embeddedness partially mediated the positive relationship between community embeddedness and job performance for organizational expatriates (moderated mediation) as well as the positive relationship between community embeddedness and OCBs.

This is one of the first study to address the differential effects of organizational and community embeddedness on job performance in an expatriation context.

Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The purpose of this paper is to answer this call by assessing the extent to which organisational embeddedness can negatively influence the perceived organisational support-workplace deviance and the organisational trust–deviance relationships.

A sample of 969 employees across the financial services sector in the Caribbean nation of Trinidad is used, with a two-wave research design. Multiple hierarchical regression analysis is used to test the research relationships.

The findings support the propositions that organisational support and trust each negatively predicts workplace deviance and organisational embeddedness moderates each of these relationships in an undesirable way, such that, higher embeddedness weakens the desirable relationships between support, trust and deviance.

This study addresses a clear gap since limited studies explore the potential negative impact of organisational embeddedness on various work perceptions and behaviours. Embeddedness is largely considered a predictor of various desirable employee and organisational outcomes.

This paper aims to suggest that organizational embeddedness can predict workplace deviance and employee work engagement can moderate the relationship between organizational embeddedness and workplace deviance such that when employee work engagement is higher, the relationship between organizational embeddedness and workplace deviance is weaker.

Employee data were collected from 465 frontline employees across the financial services sector in the Caribbean nation of Trinidad. A three-step multiple hierarchical regression analysis was used to test the research relationships.

The findings provided support for the propositions that organizational embeddedness predicts workplace deviance and that employee work engagement moderates the organizational embeddedness–workplace deviance relationship.

This study addresses a clear gap as limited studies have explored the association of embeddedness with negative work behaviours, such as deviance, and no study have examined the moderating role of engagement in this relationship.

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.

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.

It is widely accepted that expatriates have career expectations and motivations for working abroad that differ according to whether their posting is self-initiated or assigned by their employer. These factors also affect organisational embeddedness in the host country organisation. The purpose of this paper is to analyse job effort and career satisfaction in expatriates working for foreign organisations and investigates how these concepts depend on expatriates’ initial career plans and motivations for working abroad.

Data were collected from two groups: managers of assigned expatriate workers and self-initiated expatriate workers. The surveys assessed workers’ motivations for going abroad, and differences between the two groups were compared by analysis of variance (ANOVA). A partial least squares (PLS) analysis was used to assess the effect of motivation on job performance.

There were positive relationships between the degree of organisational embeddedness in institutions abroad and job performance and career satisfaction. Perceptions of embeddedness depended on workers’ mindsets regarding their career ambitions.

This paper shows that self-initiated and assigned expatriates (AEs) require different staffing strategies, since variation in their motivations to go abroad are likely to affect their job effort in host organisations.

By linking expatriate motivation to go abroad with job performance and career satisfaction, contributions are made to the discussion of the differences between self-initiated and AEs.

The purpose of this paper is to compare the explanatory power of reactance theory and power dependence theory in predicting the moderating effect of job embeddedness on the organizational trust-workplace deviance relationship.

Cross-sectional data were collected from a sample of nurses (n=353) via an online survey organization. The data were analyzed using hierarchical regression.

Job embeddedness significantly moderated the organizational trust-workplace deviance relationship such that participants who experienced low organizational trust and high job embeddedness engaged in more workplace deviance than those experiencing low organizational trust and low job embeddedness.

Organizations should attempt to build and maintain employees’ organizational trust since employees who lack organizational trust are more likely to act deviantly. Additionally, organizations should realize that job embeddedness is not always beneficial. Therefore, organizations should seek to reduce negative perceptions of job embeddedness by alerting employees (especially those who are the most distrusting) of other job opportunities and providing more generalizable skill training, to enhance employees’ perceptions of mobility.

This study demonstrates that job embeddedness can be applied to models (i.e., the organizational trust-workplace deviance relationship) beyond those that have previously included turnover as an outcome (i.e., Lee et al., 2014), and that such influences may be negative. More notably, the results provide evidence supporting the notion of the negative side of job embeddedness.

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.

This study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives as job satisfaction and in-role performance and (2) to identify the moderating conditions which place limits on the impact of authoritarian leadership on work outcomes.

Data were collected on 552 supervisor-subordinate dyads from the United Arab Emirates. A series of research hypotheses were tested using a mixed-method statistical approach, including CFA and moderated hierarchical regression analysis.

As predicted, authoritarian leadership exerts negative impact on subordinates' job satisfaction and performance through poor quality LMX and weak employee organizational embeddedness. Both LMX and employee embeddedness mediated the negative relationship between authoritarian leadership and outcome measures while power distance moderated the relationship of authoritarian leadership with LMX and employee organizational embeddedness. Low power distance orientation was found to exacerbate the negative impact of authoritarian leadership on the quality of both LMX relationships and employee embeddedness.

The study shares limitations of most studies cast in the survey research design.

The findings underscore the importance of work environment in nurturing high quality LMX relationships and employee organizational embeddedness to buffer the negative effect of authoritarian leadership on subordinates' job satisfaction and performance. In high power distance cultures where workplace inequality is largely rationalized, subordinates who perceive their leaders as authoritarian tend to show low job satisfaction and poor in-role performance. These findings illustrate the importance of management intervention in the early stage of recruitment and selection to attract managers receptive to egalitarian leadership approaches who can equip subordinates with appropriate resources to enhance their job satisfaction and performance outcomes.

The study offers valuable new insights into the mechanism by which authoritarian leadership influences work outcomes in a high-power distance culture. It represents first systematic effort in the Middle Eastern context to identify the conditions that mediate the linkage between authoritarian leadership and work outcomes. The study adds value to the literature by investigating the moderating role of power distance at the individual level of analysis. It detects significant differences in subordinates' perception of power inequality in the workplace in a culture viewed as a high-power distance culture and illustrates how such differences in turn shape the quality of LMX and employee organizational embeddedness.

The purpose of this paper is to empirically examine both the direct effects and the interactive effects of job insecurity and job embeddedness on unethical pro-organizational behavior.

Data were collected, using established scales, from employees of different Indian organizations. In all, 346 responses were collected. The data were analyzed using a stepwise multiple regression technique.

The results of the analysis reveal that both job insecurity and job embeddedness are positively linked to unethical pro-organizational behavior. Further, the relationship between job insecurity and unethical pro-organizational behavior is moderated by job embeddedness.

The study’s results indicate that managers should be aware that employees who run the risk of losing their jobs might be inclined to perform pro-organizational behavior that could be unethical. Intrinsically, such acts could be detrimental to the organization’s long-term health and therefore managers should be vigilant and timely in discouraging this behavior.

Unethical pro-organizational behavior as a means used by employees to combat job insecurity has not previously been addressed by researchers. Thus, this study contributes to the literature through its empirical examination of the role of job insecurity and job embeddedness as factors influencing unethical pro-organizational behavior.