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Article
Publication date: 15 April 2022

Hao Huang, Hong Liu, Xingguang Zhao, Hanrong He and Yusen Ding

The purpose of this research study is to explore the influence of perceived organizational support (POS) on organizational embeddedness and organizational identification…

Abstract

Purpose

The purpose of this research study is to explore the influence of perceived organizational support (POS) on organizational embeddedness and organizational identification in the simulated home environment. Another objective of this study is to provide an effective cross-cultural adjustment model adopted by many Chinese enterprises operating overseas. Furthermore, it examines the mediating effects of organizational embeddedness and organizational identification on POS and expatriate adjustment.

Design/methodology/approach

The data of this quantitative research study was acquired from a questionnaire survey completed by 326 expatriates from Chinese enterprises in a power station in Bangladesh, and regression analyses were conducted using SPSS software.

Findings

The study found that POS of expatriates is positively correlated with their organizational embeddedness and organizational identification, and it positively impacts expatriate adjustment. Moreover, the study also evaluated that organizational embeddedness and organizational identification positively influence expatriate adjustment. Finally, it was demonstrated that organizational embeddedness mediates the relationship among living POS, emotional POS and expatriate adjustment. Organizational identification mediates the relationships among work POS, emotional POS and work adjustment. Organizational identification mediates the relationships between work POS and interaction adjustment.

Practical implications

The research results demonstrate that the living, work and emotional support to the expatriates from the projects department of Chinese enterprises is of particular importance for their better adjustment in overseas engineering projects. Furthermore, these results are particularly conducive to the successful management of employees accommodated in fully-closed and semi-closed simulated homes.

Originality/value

In the setting of a simulated home in the overseas engineering projects, this research study has demonstrated for the first time that the living, work and emotional support provided by an organization can effectively help its expatriate workers acclimatize during their overseas placement.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 14 January 2022

Sultan Adal Mehmood, Abdur Rahman Malik, Devika Nadarajah and Muhammad Saood Akhtar

This study aimed to investigate the mechanisms through which organisational justice influences counterproductive work behaviour (CWB). This relationship was explained…

Abstract

Purpose

This study aimed to investigate the mechanisms through which organisational justice influences counterproductive work behaviour (CWB). This relationship was explained using a moderated mediation model where organisational embeddedness is a mediator between organisational justice and CWB, while psychological ownership (for the organisation) is a moderator of the relationship between organisational embeddedness and CWB. The conservation of resources (COR) theory was used as the underpinning theory to explain the interrelationships among the constructs.

Design/methodology/approach

Data were collected by administering a quantitative cross-sectional survey to employees of Punjab Police, a large public sector, law enforcement organisation in Pakistan. The study model was analysed using PLS-SEM to address the treatment of higher-order reflective-formative constructs.

Findings

The results showed that organisational justice is positively related to organisational embeddedness, while organisational embeddedness is negatively related to CWB. Organisational embeddedness was found to play a significant role in mediating the negative effects of organisational justice on CWB. Also, psychological ownership moderated the influence of organisational embeddedness on CWB in an interesting fashion. CWB was the highest when both embeddedness and ownership were low; however, CWB was not the lowest when both embeddedness and ownership were high.

Research limitations/implications

Reliance on self-report data, not accounting for the community embeddedness and discounting the differential effects of justice dimensions are some of the limitations of the present study. Despite these limitations, this study offers valuable insights into how the occurrence of CWB can be minimised. That is, apart from providing a work environment based on fair procedures and policies, it is critically important to manage the perceptions of embeddedness and psychological ownership of employees.

Originality/value

Although numerous researchers have studied the link between organisational justice and CWB, few have explored the roles of organisational embeddedness and psychological ownership in this relationship. This study thus posits a novel moderated mediation mechanism, based on the COR theory, through which organisational justice is translated into CWB. Moreover, this study adds value by investigating this model in the police force context, where justice and CWB have important consequences.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 9 March 2015

Maike Andresen

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

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Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Originality/value

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

Article
Publication date: 18 November 2019

Riann Singh

Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 8 no. 1
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 15 March 2019

Riann Singh

This paper aims to suggest that organizational embeddedness can predict workplace deviance and employee work engagement can moderate the relationship between organizational

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

International Journal of Organizational Analysis, vol. 27 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 7 August 2017

Decha Dechawatanapaisal

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…

2351

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

International Journal of Manpower, vol. 38 no. 5
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 17 June 2019

Chunjiang Yang, Nan Guo, Yuting Wang and Chunling Li

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…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 3 May 2022

Saeed Sheidaee, Maryam Philsoophian and Peyman Akhavan

This paper aims to examine the relationship between intra-organizational knowledge hiding (I-OKH) and turnover intention via the mediating role of organizational embeddedness.

Abstract

Purpose

This paper aims to examine the relationship between intra-organizational knowledge hiding (I-OKH) and turnover intention via the mediating role of organizational embeddedness.

Design/methodology/approach

A model was developed and tested with data collected from 276 knowledge workers from the Islamic Republic of Iran Broadcasting (IRIB) using Smart PLS3 to test the hypotheses.

Findings

Results show that organizational embeddedness mediates the relationship between intra-organizational knowledge hiding and turnover intention because intra-organizational knowledge hiding relates negatively to organizational embeddedness, which, in turn, has a negative effect on turnover intentions.

Practical implications

This study can be beneficial for organizations that employ knowledge workers. The management should pay attention to the existence and consequences of intra-organizational knowledge hiding to control one of the causing factors of weakened organizational embeddedness, which, in turn, increases employee turnover intentions.

Originality/value

This study is the first attempt to analyze knowledge hiding from a third-person point of view. Moreover, this is the first to examine the mediating role of organizational embeddedness in the relationship between intra-organizational knowledge hiding and employee turnover intentions, enriched by employing the data from the knowledge workers beyond the Anglo-American-European world.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 15 June 2021

Sultan Adal Mehmood, Muhammad Abdur Rahman Malik, Muhammad Saood Akhtar, Naveed Ahmad Faraz and Mumtaz Ali Memon

This paper draws on the conservation of resources (COR) theory to understand how organizational embeddedness develops through psychological ownership and organizational

Abstract

Purpose

This paper draws on the conservation of resources (COR) theory to understand how organizational embeddedness develops through psychological ownership and organizational justice. The purpose of this study is to investigate the effects of three dimensions of organizational justice on organizational embeddedness and psychological ownership and the effect of psychological ownership on organizational embeddedness. The mediating role of psychological ownership between organizational justice and organizational embeddedness was also examined.

Design/methodology/approach

Data were collected from 300 engineers in Pakistan's power sector using a three-wave quantitative survey. Partial least squares path modeling was used to analyze the data.

Findings

The results show that distributive and procedural justice results in the development of organizational embeddedness. Simultaneously, psychological ownership mediates the link between all three dimensions of organizational justice and organizational embeddedness.

Practical implications

By highlighting the importance of organizational justice and psychological ownership, this study offers managers with two distinct strategies for enhancing their employees' organizational embeddedness.

Originality/value

There is a lack of research investigating the distinct effects of three dimensions of organizational justice on the three dimensions of organizational embeddedness. Further, research to investigate the intervening mechanisms that connect organizational justice and embeddedness is scarce. Finally, the COR theory has been utilized to explain how embeddedness works. However, it had not been utilized previously to understand the process through which embeddedness is accumulated. This study fills these gaps by examining the distinct effects of three dimensions of organizational justice on three dimensions of organizational embeddedness and examining these relationships' mediation through psychological ownership.

Details

International Journal of Manpower, vol. 42 no. 8
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 11 December 2018

Christian Linder

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…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Employee Relations: The International Journal, vol. 41 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

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