Journal of Strategic Human Resource Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Job Embeddedness and Work Engagement as Predictors of Job Performance


Affiliations
1 Department of Humanities and Social Sciences, Indian Institute of Technology, Roorkee, Uttarakhand, India
     

   Subscribe/Renew Journal


World economy is becoming increasingly knowledge driven, and human capital is now considered as a valuable resource, which can provide organisations a competitive advantage. Employee job performance is recognised as vital for the health of an organisation which results in increased interest in other related variables, such as job embeddedness and work engagement that may influence employee job performance.
The objective of this study is to explore the relationship between job embeddedness, work engagement, and employee job performance. The study has been conducted on a sample of 365 IT professionals. The study provides useful insights on how job embeddedness and work engagement influence employee job performance.
Correlational analyses revealed significant relationships between job embeddedness, work engagement and employee job performance. Multiple regression analyses revealed that job performance was significantly predicted by job embeddedness and work engagement.
When designing human resource strategies, management and human resource practitioners need to recognise how job embeddedness and work engagement foster the employee job performance. These findings contribute valuable understanding that can lead to high job performance of employees.

Keywords

Job Embeddedness, Work Engagement, Job Performance.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Ahmed, S., & Schroeder, R. G. (2003). The impact of human resource management practices on operational performance: recognizing country and industry differences. Journal of Operations Management, 21(1), 19-43.

  • Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2005). The crossover of burnout and work engagement among working couples. Human Relations, 58, 661-669.

  • Bhal, K. (2002). Perceived role of human resource management in Indian organizations: An empirical study. Global Business Review, 3(1), 139-152.

  • Burton, J. P., Holtom, B. C., Sablynski, C. J., Mitchell, T. R., & Lee, T. W. (2010). The buffering effects of job embeddedness on negative shocks. Journal of Vocational Behavior, 76(1), 42-51.

  • Felps, W., Mitchell, T. R., Hekman, D. R., Lee, T. W., Holtom, B. C., & Harman, W. S. (2009). Turnover contagion: How coworkers’ job embeddedness and job search behaviors influence quitting. Academy of Management Journal, 52(3), 545-561.

  • Harris, K. J., Kacmar, K. M., & Witt, L. A. (2005). An examination of the curvilinear relationship between leadermember exchange and intent to turnover. Journal of Organizational Behavior, 26, 363-378.

  • Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A metaanalysis. Journal of Applied Psychology, 87, 268-279.

  • Holtom, B. C., Tidd, S. T., Mitchell, T. R., & Lee, T. W. (2013). In Press. A Demonstration of the Importance of Temporal Considerations in the Prediction of Newcomer Turnover. Human Relations (0018726713477459).

  • Holtom, B. C., & Inderrieden, E. J. (2006). Integrating the unfolding model and job embeddedness model to better understand voluntary turnover. Journal of Managerial Issues, 435-452.

  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724.

  • Kahn, W. A. (1992). To be fully there: Psychological presence at work. Human Relations, 45, 321-349.

  • Lee, T. W., Mitchell, T. R., Sablynski, C. J., Burton, J. P., & Holtom, B. C. (2004). The effects of job embeddedness on organizational citizenship, job performance, volitional absences, and voluntary turnover. Academy of Management Journal, 47, 711-722.

  • Mitchell, T. R., Holtom, B. C., & Lee, T. W. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44, 1102-1121.

  • Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behavior and the quantity and quality of work group performance. Journal of Applied Psychology, 82, 262-270.

  • Schaufeli, W. B., & Bakker, A. B. (2003). UWES-Utrecht work engagement scale: test manual. unpublished Manuscript: Department of Psychology, Utrecht University.

  • Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two-sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71-92.

  • Sekiguchi, T., Burton, J. P., & Sablynski, C. J. (2008). The role of job embeddedness on employee performance: The interactive effects with leader-member exchange and organizationbased self-esteem. Personnel Psychology, 61(4), 761-792.

  • Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.

  • Yao, X., Lee, T. W., Mitchell, T. R., Burton, J. P., & Sablynski C. J. (2004). Job embeddedness: Current research and future directions. In Griffeth R, Hom P (Eds.), Innovative theory and empirical research on employee turnover (pp.153-187). Greenwich, CT: Information Age.


Abstract Views: 425

PDF Views: 0




  • Job Embeddedness and Work Engagement as Predictors of Job Performance

Abstract Views: 425  |  PDF Views: 0

Authors

Khyati Kapil
Department of Humanities and Social Sciences, Indian Institute of Technology, Roorkee, Uttarakhand, India
Renu Rastogi
Department of Humanities and Social Sciences, Indian Institute of Technology, Roorkee, Uttarakhand, India

Abstract


World economy is becoming increasingly knowledge driven, and human capital is now considered as a valuable resource, which can provide organisations a competitive advantage. Employee job performance is recognised as vital for the health of an organisation which results in increased interest in other related variables, such as job embeddedness and work engagement that may influence employee job performance.
The objective of this study is to explore the relationship between job embeddedness, work engagement, and employee job performance. The study has been conducted on a sample of 365 IT professionals. The study provides useful insights on how job embeddedness and work engagement influence employee job performance.
Correlational analyses revealed significant relationships between job embeddedness, work engagement and employee job performance. Multiple regression analyses revealed that job performance was significantly predicted by job embeddedness and work engagement.
When designing human resource strategies, management and human resource practitioners need to recognise how job embeddedness and work engagement foster the employee job performance. These findings contribute valuable understanding that can lead to high job performance of employees.

Keywords


Job Embeddedness, Work Engagement, Job Performance.

References