Human Resource Practices, Job Embeddedness and Intention to Quit
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Human resource practices, job embeddedness and intention to quit
Erich B. Bergiel
Management Department, Richards College of Business, University of West Georgia, Carrollton, Georgia, USA
Human resource practices
205
Vinh Q. Nguyen
Department of Business Administration and Economics, Coe College, Cedar Rapids, Iowa, USA
Beth F. Clenney
Management Department, Richards College of Business, University of West Georgia, Carrollton, Georgia, USA, and
G. Stephen Taylor
Department of Management and Information Systems, Mississippi State University, Starkville, Mississippi, USA
Abstract
Purpose – The purpose of this paper is to test the whether job embeddedness is a mediator of the relationship between human resource practices and employees’ intention to quit. The study presented here used job embeddedness, a new construct, to investigate its mediation effect on the relationship between employees’ intentions to leave and four areas of human resource practices: compensation, supervisor support, growth opportunity and training. Design/methodology/approach – A questionnaire was given to employees at a state department of corrections asking their attitudes about their job, their place of employment, and the agency as a whole. The results of this questionnaire were analyzed utilizing the four-step method for mediation analysis. Findings – Job embeddedness fully mediated compensation and growth opportunity, partially mediated supervisor support, and did not mediate training in relation to employees’ intention to quit. Research limitations/implications –A self-reported, cross-sectional questionnaire was used to collect all measures. Additionally, this study used a single sample. Future research needs to obtain more diversified samples and continue to expand current research by examining additional areas of human resource practices. Practical
Human resource practices, job embeddedness and intention to quit
Erich B. Bergiel
Management Department, Richards College of Business, University of West Georgia, Carrollton, Georgia, USA
Human resource practices
205
Vinh Q. Nguyen
Department of Business Administration and Economics, Coe College, Cedar Rapids, Iowa, USA
Beth F. Clenney
Management Department, Richards College of Business, University of West Georgia, Carrollton, Georgia, USA, and
G. Stephen Taylor
Department of Management and Information Systems, Mississippi State University, Starkville, Mississippi, USA
Abstract
Purpose – The purpose of this paper is to test the whether job embeddedness is a mediator of the relationship between human resource practices and employees’ intention to quit. The study presented here used job embeddedness, a new construct, to investigate its mediation effect on the relationship between employees’ intentions to leave and four areas of human resource practices: compensation, supervisor support, growth opportunity and training. Design/methodology/approach – A questionnaire was given to employees at a state department of corrections asking their attitudes about their job, their place of employment, and the agency as a whole. The results of this questionnaire were analyzed utilizing the four-step method for mediation analysis. Findings – Job embeddedness fully mediated compensation and growth opportunity, partially mediated supervisor support, and did not mediate training in relation to employees’ intention to quit. Research limitations/implications –A self-reported, cross-sectional questionnaire was used to collect all measures. Additionally, this study used a single sample. Future research needs to obtain more diversified samples and continue to expand current research by examining additional areas of human resource practices. Practical