The purpose of this literature review is to examine the construct of job embeddedness. Job embeddedness is a construct first developed by Mitchell et al (2001) to better explain employee turnover. Job embeddedness is described as the forces that keep an individual in their job. Over the years this construct has been researched and used to explain other beneficial employee behaviors (e.g. organizational citizenship behaviors). This review will bring to light the historical and theoretical background of job embeddedness will be discussed. Along with this, this review will define job embeddedness and conceptually differentiate it from similar constructs. Next, common antecedents of job embeddedness will be described. Fourth, this review will discuss the many different effects of job embeddedness has on organizations and work behavior. After that, there will be a further conceptual discussion about job embeddedness as both a mediating and moderating variable. Finally, a section on future directions for job embeddedness research will be presented.
Contents
Abstract
Introduction
Historical and Theoretical Background
Defining Job Embeddedness
Antecedents of Job Embeddedness
The Impact of Job Embeddedness on Organizations
Job Embeddedness: A Mediator and Moderator
Conclusion and Future Directions
References
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