The effects of job embeddedness on organizational citizenship, job performance, volitional absences, and voluntary turnover

Authors

Thomas W. Lee, University of Washington
Terence R. Mitchell, University of Washington
Chris J. Sablynski, California State University, SacramentoFollow
James P. Burton, University of Washington-Bothell
Brooks C. Holtom, Georgetown University

Document Type

Article

Publication Title

Academy of Management Journal

ISSN

0001-4273

Volume

47

Issue

5

DOI

10.5465/20159613

First Page

711

Last Page

722

Publication Date

1-1-2004

Abstract

This study extends theory and research on job embeddedness, which was disaggregated into its two major subdimensions, on-the-job and off-the-job embeddedness. As hypothesized, regression analyses revealed that off-the-job embeddedness was significantly predictive of subsequent "voluntary turnover" and volitional absences, whereas on-the-job embeddedness was not. Also as hypothesized, on-the-job embeddedness was significantly predictive of organizational citizenship and job performance, whereas off-the-job embeddedness was not. In addition, embeddedness moderated the effects of absences, citizenship, and performance on turnover. Implications are discussed.

Recommended Citation

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(5), 711–722. DOI: 10.5465/20159613
https://scholarlycommons.pacific.edu/esob-facarticles/210