WHY PEOPLE STAY: USING JOB EMBEDDEDNESS TO PREDICT VOLUNTARY TURNOVER

By Terence R. Mitchell, Brooks Holtom, T. W. Lee, Chris J. Sablynski, Miriam Erez. 2001

2,918 citations recorded by the source corpus.

Subfields: Economics and Econometrics, General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0b12cb97823a5dfe85612e461999b41e17ccbca8

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Citations in the corpus

Smart cities: implications of urban planning for human resource development (2011, background): “…to other people or activities, the extent to which their jobs and communities ‘fit’ other aspects in their ‘life spaces’, and the ease with which links could be broken, that is, what they would give up (or ‘sacrifice’) if they left their present settings (Mitchell et al. 2001; Lee et al. 2004).”
A model of high performance work practices and turnover intentions (2007, background): “Retaining staff is usually a far better investment than the cost of recruiting replacements (Mitchell et al., 2001; Farrel, 2001).”
Exploring talent management in India: The neglected role of intrinsic rewards (2010, background): “relationships for the experience of intrinsic rewards (Gomez & Rosen, 2001), and in linking people to their job and organization (Mitchell et al., 2001).”
A Multilevel Investigation of Leadership and Turnover Behavior (2015, background): “Addressing the call to recognize leadership as a pull-to-stay force (Harris, Wheeler, & Kacmar, 2011; Mitchell et al., 2001), we build on this emerging thinking by examining how transformational leadership may affect the turnover process.”
Early Career Outcomes for the “Best and the Brightest” (2015, methodology): “This hypothesis is consistent with a conceptualization of job satisfaction as a psychological construct, influenced not only by objective work conditions but by the personal characteristics of the individual (Meyer & Allen, 1991; Mitchell et al., 2001; Stanley et al., 2013).”
Sales Force Turnover and Retention: A Research Agenda (2012, background): “…non–job related (e.g., spouse offered a job in another city) or job related (e.g., being assigned numerous accounts from another territory); and negative (e.g., receiving a poor performance evaluation) or positive (receiving a major job offer from another organization) (Mitchell et al. 2001).”
Job Embeddedness as a Moderator of the Impact of Organisational Justice on Turnover Intentions: a Study in Iran (2014, background): “Research indicates that job embeddedness reduces turnover intentions or voluntary turnover (Mitchell et al., 2001; Lee et al., 2004; Tanova and Holtom, 2008; Bergiel et al., 2009).”
Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover. (2007, methodology): “Composite job embeddedness was measured with the 40-item measure developed by Mitchell et al. (2001).”
Recent Advances in Causal Modeling Methods for Organizational and Management Research (2003, background): “Mitchell et al. (2001)addressed the issue of causality regarding their measure of embeddedness, stating that embeddedness does not cause people to attain fit, form linkages, and make sacrifices with their organizations or communities.”
To leave or not to leave: When receiving interpersonal citizenship behavior influences an employee’s turnover intention (2013, methodology): “Furthermore, in several studies, it has been found that work attitudes, such as job satisfaction, are associated with an employee’s intention to leave (Mitchell et al., 2001).”
Third-year College Retention and Transfer: Effects of Academic Performance, Motivation, and Social Connectedness (2008, background): “management: employees are more likely to stay in the organization if they are deeply embedded in their social environment around the job (cf. Mitchell et al. 2001 ).”
Consequences of the performance appraisal experience (2010, background): “We assess the relationship between PA quality and quit intentions as the retention of staff is usually seen as a better investment than incurring the costs of recruiting replacements (Mitchell et al., 2001).”