Managing human resources in an organization has always been significantly mentioned as measures for increasing competitiveness. Up to now, most companies has considered that members select and stay in one job for a long time. But because of drastic changes of management environment reflecting modern...
Managing human resources in an organization has always been significantly mentioned as measures for increasing competitiveness. Up to now, most companies has considered that members select and stay in one job for a long time. But because of drastic changes of management environment reflecting modern society, it is no longer attaching value to staying in one organization. Also, as a focus considering individual careers is expanded, new changes are occurring in terms of job mobility. Especially, there is a increasingly growing trend to change jobs for building up organization・job-related experience or displaying abilities.
In this stream, embeddedness is a proposed concept on the basis of the threshold of existing variables involved in changing jobs. This study paid attention to the reason why members were motivated to stay in the organization or job, not simply left. Researches on embeddedness in personnel organization-related fields have been constantly conducting, and the effects have been verified. Recently, as diverse opinions on construct validity or theoretical conceptualization of embeddedness are presented, new stream are shown. The concept of embeddedness which has been limited primarily to a study on job is extending its reach into aspects of organization, community or career.
The first purpose of this study was to pay attention to two dimensions(i.e., an organization and job) for a theoretical and empirical verification for the foundation of the concept of ‘be embedded’. A second purpose was to be focused on differential effects relationships of trust, pay for performance and career orientation as antecedent factors of organization・job embeddedness. A third purpose was to understand effects of an organization・job embeddedness which reduced turnover intention of members. A fourth purpose was to explore process roles of organization・job embeddedness in the relationships among antecedent factors,(i.e., trust, pay for performance, and career orientation) and turnover intention.
The theoretical background of this study was considered on the basis of social exchange theory, which presented the concept of an exchange of various factors between the parties in the social relationships. And four hypotheses was developed as follows. First, organizational trust, pay for organizational performance and organizational orientation will have positive effects on organization embeddedness. Second, supervisor trust, pay for individual performance and professional orientation will have positive effects on job embeddedness. Third, organization・job embeddedness will have negative effects on turnover intention. Fourth, embeddedness will have the mediation effect on the relationship among individual antecedent factors and an turnover intention.
Then, we implemented operational definition of variables through research methods and developed a 48-item questionnaire. For collecting samples we surveyed office workers across the country two times in total with a time lag of 3 weeks. We collected data on trust, pay for performance, and career orientation in the first survey, and then on organization・job embeddedness and turnover intention in the second survey. Through this survey, we finally utilized survey data of 241 office workers for analysis. Also, we verified the validity and reliability of measurement tools set in the study, and conducted an empirical analysis on influential relationships among individual variables.
The results of the study showed that organizational trust and organizational orientation had positive effects on organization embeddedness, whereas pay for organizational performance had negative effects on organization embeddedness. And it was found that supervisor trust, pay for individual performance and professional orientation had positive effects on job embeddedness. Furthermore, negative effects relationships were formed among organization・job embeddedness and turnover intention. Also, organization・job embeddedness had the mediation effect on the relationship among trust, pay for performance and career orientation, and turnover intention.
These findings of this study suggest theoretical implications as follows. First, this study handled the concept of ‘be embedded’ in two dimensions of organization and job. Second, We focused on antecedent factors of embeddedness which have been largely limited, and analyzed relationships among variables along with theory establishment. Third, this study paid attention to differential effects on embeddedness by subdividing trust, pay for performance and career orientation. Fourth, there was significance in that this study conducted an empirical analysis on effects of an organization・job embeddedness on reducing turnover intention and the mediation effect for antecedent factors.
Also, practical Implications are as follows: First, new approaches for a role of embeddedness in personnel organization-related fields are needed. Second, companies need to focus more on key elements for utilization of embeddedness. Third, it needs to make practical investigations on ways to manage organization・job embeddedness of members more effectively. Fourth, it should be focused on differential effects of antecedent factors predicting organization・job embeddedness. Finally, this study suggest that the mediation effect of embeddedness reducing turnover intention also require different management ways depending on the organization or job.
Managing human resources in an organization has always been significantly mentioned as measures for increasing competitiveness. Up to now, most companies has considered that members select and stay in one job for a long time. But because of drastic changes of management environment reflecting modern society, it is no longer attaching value to staying in one organization. Also, as a focus considering individual careers is expanded, new changes are occurring in terms of job mobility. Especially, there is a increasingly growing trend to change jobs for building up organization・job-related experience or displaying abilities.
In this stream, embeddedness is a proposed concept on the basis of the threshold of existing variables involved in changing jobs. This study paid attention to the reason why members were motivated to stay in the organization or job, not simply left. Researches on embeddedness in personnel organization-related fields have been constantly conducting, and the effects have been verified. Recently, as diverse opinions on construct validity or theoretical conceptualization of embeddedness are presented, new stream are shown. The concept of embeddedness which has been limited primarily to a study on job is extending its reach into aspects of organization, community or career.
The first purpose of this study was to pay attention to two dimensions(i.e., an organization and job) for a theoretical and empirical verification for the foundation of the concept of ‘be embedded’. A second purpose was to be focused on differential effects relationships of trust, pay for performance and career orientation as antecedent factors of organization・job embeddedness. A third purpose was to understand effects of an organization・job embeddedness which reduced turnover intention of members. A fourth purpose was to explore process roles of organization・job embeddedness in the relationships among antecedent factors,(i.e., trust, pay for performance, and career orientation) and turnover intention.
The theoretical background of this study was considered on the basis of social exchange theory, which presented the concept of an exchange of various factors between the parties in the social relationships. And four hypotheses was developed as follows. First, organizational trust, pay for organizational performance and organizational orientation will have positive effects on organization embeddedness. Second, supervisor trust, pay for individual performance and professional orientation will have positive effects on job embeddedness. Third, organization・job embeddedness will have negative effects on turnover intention. Fourth, embeddedness will have the mediation effect on the relationship among individual antecedent factors and an turnover intention.
Then, we implemented operational definition of variables through research methods and developed a 48-item questionnaire. For collecting samples we surveyed office workers across the country two times in total with a time lag of 3 weeks. We collected data on trust, pay for performance, and career orientation in the first survey, and then on organization・job embeddedness and turnover intention in the second survey. Through this survey, we finally utilized survey data of 241 office workers for analysis. Also, we verified the validity and reliability of measurement tools set in the study, and conducted an empirical analysis on influential relationships among individual variables.
The results of the study showed that organizational trust and organizational orientation had positive effects on organization embeddedness, whereas pay for organizational performance had negative effects on organization embeddedness. And it was found that supervisor trust, pay for individual performance and professional orientation had positive effects on job embeddedness. Furthermore, negative effects relationships were formed among organization・job embeddedness and turnover intention. Also, organization・job embeddedness had the mediation effect on the relationship among trust, pay for performance and career orientation, and turnover intention.
These findings of this study suggest theoretical implications as follows. First, this study handled the concept of ‘be embedded’ in two dimensions of organization and job. Second, We focused on antecedent factors of embeddedness which have been largely limited, and analyzed relationships among variables along with theory establishment. Third, this study paid attention to differential effects on embeddedness by subdividing trust, pay for performance and career orientation. Fourth, there was significance in that this study conducted an empirical analysis on effects of an organization・job embeddedness on reducing turnover intention and the mediation effect for antecedent factors.
Also, practical Implications are as follows: First, new approaches for a role of embeddedness in personnel organization-related fields are needed. Second, companies need to focus more on key elements for utilization of embeddedness. Third, it needs to make practical investigations on ways to manage organization・job embeddedness of members more effectively. Fourth, it should be focused on differential effects of antecedent factors predicting organization・job embeddedness. Finally, this study suggest that the mediation effect of embeddedness reducing turnover intention also require different management ways depending on the organization or job.
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