Organizational embeddedness, turnover intentions, and voluntary turnover: The moderating effects of employee demographic characteristics and value orientations
To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embedd...
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| Published in | Journal of organizational behavior Vol. 36; no. 2; pp. 292 - 312 |
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| Main Authors | , , |
| Format | Journal Article |
| Language | English |
| Published |
Chichester
Blackwell Publishing Ltd
01.02.2015
Wiley (Variant) Wiley Periodicals Inc |
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| Abstract | To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embeddedness and turnover intentions. Turnover intentions were further expected to increase voluntary turnover. Data were collected from 643 full-time employees at three points in time over a 12-month time period in a wide range of organizations in Japan, a relatively low turnover context with little prior embeddedness research. Findings show that gender and risk aversion moderate the relationship between organizational embeddedness and turnover intentions, which in turn predict voluntary turnover. |
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| AbstractList | To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embeddedness and turnover intentions. Turnover intentions were further expected to increase voluntary turnover. Data were collected from 643 full-time employees at three points in time over a 12-month time period in a wide range of organizations in Japan, a relatively low turnover context with little prior embeddedness research. Findings show that gender and risk aversion moderate the relationship between organizational embeddedness and turnover intentions, which in turn predict voluntary turnover. Summary To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embeddedness and turnover intentions. Turnover intentions were further expected to increase voluntary turnover. Data were collected from 643 full‐time employees at three points in time over a 12‐month time period in a wide range of organizations in Japan, a relatively low turnover context with little prior embeddedness research. Findings show that gender and risk aversion moderate the relationship between organizational embeddedness and turnover intentions, which in turn predict voluntary turnover. Copyright © 2014 John Wiley & Sons, Ltd. To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embeddedness and turnover intentions. Turnover intentions were further expected to increase voluntary turnover. Data were collected from 643 full-time employees at three points in time over a 12-month time period in a wide range of organizations in Japan, a relatively low turnover context with little prior embeddedness research. Findings show that gender and risk aversion moderate the relationship between organizational embeddedness and turnover intentions, which in turn predict voluntary turnover. Copyright copyright 2014 John Wiley & Sons, Ltd. |
| Author | Peltokorpi, Vesa Allen, David G. Froese, Fabian |
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| Snippet | To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of... Summary To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating... |
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| SubjectTerms | age Demographics Employee turnover Employees Full employment gender individualism Japan Organizational behavior organizational embeddedness Research Article Risk aversion Studies turnover intentions voluntary turnover |
| Title | Organizational embeddedness, turnover intentions, and voluntary turnover: The moderating effects of employee demographic characteristics and value orientations |
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