ASSESSMENT OF JOB EMBEDDEDNESS STRATEGIES: A THEORETICAL ANALYSIS

Ofobruku Sylvester Abomeh, Okaima Cynthia Agbonifo

Abstract


Organisations drive to eradicate poor employees’ performance and make necessary efforts to advance the organizational productivity. These have been the paramount aim of most organisational leaders, in an attempt to satisfy the organisational stakeholders. This critical desire by leaders of corporations has fuelled several investigations by management scholars on the use of job embeddedness strategies as a managerial instrument for improving organisational performance in order to assist organisations to achieve the shareholders’ goals. Organisations may employ different managerial strategies, yet all the organisations have a shared common goal of operational effectiveness and maximum organisational performance. This study made use of qualitative research method with substantial dependence on secondary sources of data. This research analysed the institutional theory, social exchange theory and the social identity theory. The textual analysis of all concerned areas of this investigation illuminated the conclusion. On the strength of the conclusion of the investigation, this study recommend that job embeddedness strategies can be used by organisations as one of the managerial instruments to improve organisational performance.


Keywords


Organisations drive to eradicate poor employees’ performance and make necessary efforts to advance the organizational productivity. These have been the paramount aim of most organisational leaders, in an attempt to satisfy the organisational stakeholders.

Full Text:

PDF

References


Allen, T. D., Johnson, R. C., Kiburz, K. M., & Shockley, K.M.(2013), Work-family conflict and

flexible work arrangements: Deconstructing flexibility. Personnel Psychology, 66, 345–376.

Arici, H. E., Arasli, H., Köseoglu, M. A., Sokmen, A., &Arici, N. C. (2023). Job embeddedness

in hospitality and tourism scholarship: Past, present, and future research agenda. International Journal of Hospitality Management, 109, 103417.

Blau P (1964). Exchange and Power in Social Life. New York: Wiley, 1964.

Capaldo, A. (2014). Network governance: A cross-level study of social mechanisms, knowledge benefits, and strategic outcomes in joint-design alliances. Industrial Marketing Management, 43(4), 685-703.

De Sitter (2018) De Sitter, L., De Grip, A., & Den Ouden, A. (2018). The concept of job embeddedness: A review of its development and measurement. Journal of Vocational Behavior, 83(3), 126-136.

Drake & W. R. Hall (Eds.), Job-Embedded Professional Development (21-32). Learning Forward.

Harter, J. K., Schmidt, F. L., Hayes, T. L., &Xanthopoulos, P. A. (2010). Engagement in everyday work: The construct and its correlates. The Journal of Positive Psychology, 5(4), 269-279.

Homans, G.C. (1958). Social Behavior as Exchange. The American Journal ofSociology, 63: 597-606

Kristof-Brown, P., Zimmerman, R. D., & Johnson, M. D. (2019). Consequences of person-job fit. Academy of Management Journal, 48(1), 38-54.

Lashitew, A. A., Bals, L., & van Tulder, R. (2020). Inclusive business at the base of the pyramid: The role of embeddedness for enabling social innovations. Journal of business ethics, 162(2), 421-448.

Messer, L. (2021). Building a resilient workforce for tomorrow by investing in the employees of today. Journal of Securities Operations & Custody, 13(4), 354-364.

Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, M. J., & Carsten, J. M. (2021). Why employees stay: Using job embeddedness to predict voluntary turnover. Academy of Management. 44, 1102-1122

Noe, R. A., Schmitt, J. R., Barber, S. B., & Wong, K. M. (2019). Human Resource Management (11th ed.). McGraw-Hill Education.

Ofobruku, S. A. (2023). Job embeddedness and organizational citizenship behaviour in multinational enterprise in Nigeria. Mountain top university journal of entrepreneurship and sustainable development. 5(2), 142 - 153

Ofobruku, S. A. &Obanor, O. J., (2023). Strategic linking of organizational justices and organizational citizenship behaviour of manufacturing firms in north central Nigeria. 5(2) 195 213

Osunbor, I., &Ofobruku, S. A. (2023). Perceptions of research design for qualitative and quantitative studies. West African Social and Management Science Review. 74 – 84

Rock, G., Gregg, M., Gable, S., &Zigmond, N. (2009). Job-Embedded Professional Development. In S. M. Drake & W. R. Hall (Eds.), Job-Embedded Professional Development (pp. 21-32). Learning Forward.

Tariq, H., Elkwas, S., & Hassan, L. (2020). Does job embeddedness matter? Understanding the influence of cultural values on employee retention in multinational corporations. International Journal of Human Resource Management, 31(18), 2506-2532.

Thakur, S. J., &Bhatnagar, J. (2017). Mediator analysis of job embeddedness: Relationship between work-life balance practices and turnover intentions. Employee Relations, 39(5), 718-731.

Van den Heuvel, S., De Meneghi, R., & De Sitter, L. (2020). The dynamic nature of job embeddedness: A longitudinal study of its antecedents and consequences. Journal of Vocational Behavior, 114, 103406.


Refbacks

  • There are currently no refbacks.


Copyright (c) 2024 Ofobruku Sylvester Abomeh, Okaima Cynthia Agbonifo

 

 

 

 

 

 

 

 

 

ISSN (PRINT):    2682 - 6135

ISSN (ONLINE): 2682 - 6127

 

 

   

 

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.