RC1
According to Mitchell et al. (2001), job embeddedness represents a broad cluster of ideas that influence an employee's choice to remain in a job, operating like a net or a web in which an individual becomes enmeshed. A person who is highly embedded has many connections within a perceptual life space (Lewin, 1951). Moreover, a person can become enmeshed or embedded in a variety of ways (both on and off the job). The critical aspects of job embeddedness are the extent to which the job is similar to or fits with the other aspects in their life space, the extent to which the person has links to other people or activities, and the ease with which links can be broken--what they would give up if they left. These dimensions are called fit, links and sacrifice. Less concerned with the influence of any one specific connection, job embeddedness focuses on the overall level of connectedness (Mitchell et al., 2001).
According to the theory of job embeddedness (Mitchell, Holtom and Lee, 2001), an employee's personal values, career goals and plans for the future must fit with the larger corporate culture and the demands of his or her immediate job (e.g., job knowledge, skills and abilities). In addition, a person will consider how well he or she fits the community and surrounding environment. Job embeddedness assumes that the better the fit, the higher the likelihood that an employee will feel professionally and personally tied to the organization.
Job embeddedness theory suggests that a number of threads link an employee and his or her family in a social, psychological, and financial web that includes work and non-work friends, groups, the community, and the physical environment where they are located. The 美国GREater the number of links between the person and the web, the more likely an employee will stay in a job (Mitchell et al., 2001).
The concept of sacrifice represents the perceived cost of material or psychological benefits that are forfeited by organizational departure. For example, leaving an organization may induce personal losses (e.g., losing contact with friends, personally relevant projects, or perks). The more an employee will have to give up when leaving, the more difficult it will be to sever employment with the organization (Shaw et al., 1998). Examples include non-portable benefits, like stock options or defined benefit pensions, as well as potential sacrifices incurred through leaving an organization like job stability and opportunities for advancement (Shaw et al., 1998). Similarly, leaving a community where they are highly involved in local organizations can be difficult for employees.
One key area where job embeddedness complements traditional approaches to voluntary turnover is community attachment. The model explicitly considers the impact of both organizational and community influences on the three job embeddedness dimensions. Put differently, each of the three dimensions--fit, links and sacrifice--has organizational and community components, which are summarized in Table 2. In two reported tests, Mitchell, Lee and colleagues (Mitchell et al., 2001; Lee et al., 2004) have demonstrated that job embeddedness predicts variance in voluntary turnover over and above job satisfaction.英语作文
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