Handbook of Employee Commitment
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Handbook of Employee Commitment

Edited by John P. Meyer

A high level of employee commitment holds particular value for organizations owing to its impact on organizational effectiveness and employee well-being. This Handbook provides an up-to-date review of theory and research pertaining to employee commitment in the workplace, outlining its value for both employers and employees and identifying key factors in its development, maintenance or decline. Including chapters from leading theorists and researchers from around the world, this Handbook presents cumulated and cutting-edge research exploring what commitment is, the different forms it can take, and how it is distinct from related concepts such as employee engagement, work motivation, embeddedness, the psychological contract, and organizational identification.
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Chapter 7: Job embeddedness, employee commitment, and related constructs

Brooks C. Holtom

Abstract

Job embeddedness theory was formulated to explain why people stay in organizations. Consequently, it shares considerable construct space in the nomological network with organizational commitment, job satisfaction, organizational identification, and other concepts. In this chapter, the theoretical foundation of job embeddedness is reviewed as well as conceptual connections to employee commitment and related constructs. Also examined are the ways job embeddedness has been measured and the empirical relationships that have been observed among related constructs, as well as the contribution that job embeddedness makes in explaining important organizational outcomes such as job performance, organizational citizenship behaviors, absenteeism, and voluntary turnover. Finally, ideas for future research and practical implications of job embeddedness theory are provided.

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