07. Exploring the Role of Job Embeddedness Theory in Understanding Employee Turnover

 Introduction

Employee turnover, which is when employees leave their jobs, is a big deal for companies. It can mess up how much work gets done, how people feel at work, and how well the company does. To deal with this, the people in charge of HR look at different ideas from experts. One important idea that has become popular recently is called the Job Embeddedness Theory. This idea helps us understand why employees choose to stick with their jobs or go somewhere else. It's like a big puzzle that shows how lots of things fit together to make this decision.

 

Job Embeddedness Theory:

Imagine you have a special theory that helps you understand why people decide to keep their jobs or leave them. This theory is called Job Embeddedness Theory, and a group of smart people named Mitchell, Holtom, Lee, Sablynski, and Erez came up with it in 2001 Afsar B., Shahjehan A., Shah S. I. 2018)This theory looks at the big picture when it comes to keeping employees in a company.

Unlike old ideas that only looked at why a person might not like their job, Job Embeddedness Theory says that people's choices are influenced by many things, not just work. It's like a big spider web of connections that go beyond the workplace. This theory talks about three important things that make someone feel really connected to their job (Chinedu O., Becky A. O. 2017):

1. Links: Imagine that you have friends at work and also outside of work, like in your neighborhood or family. These are your "links." If you have strong links, it means you're more connected to your job. For example, if you have good friends at work or if you feel like you're part of your community, you're less likely to leave your job suddenly.

2. Fit: Think about how your skills, what you like, and what's important to you match with your job and the company you work for. If these things match well, it's called a "fit." When you feel like your skills are useful, and the company's values are similar to yours, you're more likely to want to stay. It's like feeling that you really belong and are doing something important.

3. Sacrifice: Sacrifice means all the things you've given to your job, like time, effort, and even your feelings. The more you've put into your job, the harder it feels to leave. It's like you've invested a lot, so it would be tough to start again somewhere else.

Applications of Job Embeddedness Theory:

Job Embeddedness Theory is like a toolbox for HR professionals. It gives them really helpful ideas to deal with the problem of employees leaving their jobs. When companies understand what makes employees want to stay, they can use special strategies to keep them around (Allen D. G., Peltokorpi V., Rubenstein A. L. 2016).

1. Strengthening Links: Imagine your workplace is like a big family. If you and your coworkers are good friends and you feel like you belong, it's like having strong connections, or "links." To make employees want to stay, companies can plan activities that help everyone get to know each other better. These could be fun things like team-building games, programs where experienced employees help new ones (that's called mentoring), and parties or outings. When employees feel like they're part of a group and they care about the company's goals, they're more likely to want to stick around.

2. Enhancing Fit: Imagine if your favorite game matched perfectly with your favorite kind of fun. That's what we call a good "fit." In work terms, it means your job matches well with what you're good at and what you like. HR people can make sure employees are doing jobs that fit their skills and interests. They can talk to employees regularly to see how they're doing and what they want. If employees see that the company is interested in their growth and involves them in decisions, they feel important and want to stay.

3. Reducing Sacrifice: Think of your job like a garden that you've spent a lot of time taking care of. The more time and effort you've put into it, the harder it is to leave. This is your "sacrifice." Companies can help by giving benefits that show they appreciate your hard work. This could mean letting you work flexibly or offering chances to learn new things. When employees see that the company values their effort, leaving doesn't seem like a good idea because they've invested so much already.

 

Conclusion

In the world of employee turnover, the Job Embeddedness Theory helps companies understand why employees leave or stay. It's not just about not liking a job – it's about connections, fitting in, and what you've put into your work. This theory, created by smart people in 2001, shows that when people have strong connections at work and in their personal lives, when their job fits their skills and values, and when they've invested a lot in their job, they're more likely to stay (Halbesleben J. R. B., Wheeler A. R. 2008).

Using this theory, HR experts can do things that make employees want to stay. They can create a friendly atmosphere by organizing team activities and mentorship programs. They can ensure jobs match employees' skills and listen to their ideas to make them feel valued. Additionally, they can offer benefits like flexible work options and chances to learn new things to show employees their effort is appreciated. By applying these ideas, companies can build a loyal and engaged team that contributes to long-term success.

 

References:

* Afsar B., Shahjehan A., Shah S. I. (2018). Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry. International Journal of Contemporary Hospitality Management, 30(3), 1436–1452.

* Allen D. G., Peltokorpi V., Rubenstein A. L. (2016). When “embedded” means “stuck”: Moderating effects of job embeddedness in adverse work environments. Journal of Applied Psychology, 101(12), 1670–1686. 

* Chinedu O., Becky A. O. (2017). Job embeddedness and employee performance of selected commercial banks in Anambra State. Pyrex Journal of Business and Finance Management Research, 3(1), 8–16.

* Halbesleben J. R. B., Wheeler A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work & Stress, 22(3), 242–256. 

* Holmes P., Chapman T., Baghurst T. (2013). Employee job embeddedness: Why people stay. International Journal of Management and Economic Research, 4(5), 802–813.