THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER-MEMBER EXCHANGE AND ORGANIZATION-BASED SELF-ESTEEM
Although job embeddedness was originally conceptualized to explain job stability or “why people stay” in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader–member exchange (LMX), organization‐based self‐esteem (OBSE...
Gespeichert in:
| Veröffentlicht in: | Personnel psychology 2008-12, Vol.61 (4), p.761-792 |
|---|---|
| Hauptverfasser: | , , |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | 792 |
|---|---|
| container_issue | 4 |
| container_start_page | 761 |
| container_title | Personnel psychology |
| container_volume | 61 |
| creator | SEKIGUCHI, TOMOKI BURTON, JAMES P. SABLYNSKI, CHRIS J. |
| description | Although job embeddedness was originally conceptualized to explain job stability or “why people stay” in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader–member exchange (LMX), organization‐based self‐esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance. Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample. Further, a hypothesized 3‐way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees. The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed. |
| doi_str_mv | 10.1111/j.1744-6570.2008.00130.x |
| format | Article |
| fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_journals_220135249</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>1603692841</sourcerecordid><originalsourceid>FETCH-LOGICAL-c3780-7ac916206e89a6f7bda64fd2efdbdd4c40bb2cc37c71233f9a1c729a16d11ca63</originalsourceid><addsrcrecordid>eNqNkN9u0zAUhyME0srgHSzuHWwntVMkLtzkJM2W2lWcMeDGSvNHahl0JJvo3mEPPWedds25OPaRf9-x9HkeosSnrj7vfSrCEPO5ID4jJPIJoQHxj2-82evDW29GSEDxPGL8zHs_jnviioXRzHusVoBKXQDSKbrQSwTrJSQJJAqMQVq5eVPoHwBoA2Wqy7VUMXxBE5WrCkoZV_k3QJCmEFcGXefVChUgEyjxelpVIvger6TKAEmVIF1mUuU_ZZVrhZfSQIIMFCkGUwGsP3jv-vpm7D6-nOfeVQpVvMKFzvJYFrgJRESwqJsF5YzwLlrUvBfbtuZh37Kub7dtGzYh2W5Z47KNoCwI-kVNG8Fc5y2lTc2Dc-_Tae_tcPh73413dn-4H_64Ly1jTt-chQsXik6hZjiM49D19nbY_a6HB0uJndTbvZ0M28mwndTbZ_X26NCvJ_Tf7qZ7-G_ObmBj3M3x-MTvxrvu-MrXwy_LRSDm9lpl1ihxcXnJjc2CJ3okjac</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>220135249</pqid></control><display><type>article</type><title>THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER-MEMBER EXCHANGE AND ORGANIZATION-BASED SELF-ESTEEM</title><source>EBSCOhost Business Source Complete</source><source>Access via Wiley Online Library</source><source>EBSCOhost Education Source</source><creator>SEKIGUCHI, TOMOKI ; BURTON, JAMES P. ; SABLYNSKI, CHRIS J.</creator><creatorcontrib>SEKIGUCHI, TOMOKI ; BURTON, JAMES P. ; SABLYNSKI, CHRIS J.</creatorcontrib><description>Although job embeddedness was originally conceptualized to explain job stability or “why people stay” in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader–member exchange (LMX), organization‐based self‐esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance. Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample. Further, a hypothesized 3‐way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees. The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed.</description><identifier>ISSN: 0031-5826</identifier><identifier>EISSN: 1744-6570</identifier><identifier>DOI: 10.1111/j.1744-6570.2008.00130.x</identifier><language>eng</language><publisher>Malden, USA: Blackwell Publishing Inc</publisher><subject>Correlation analysis ; Employee retention ; Employees ; Employment ; Job Performance ; Labor Turnover ; Leader-member exchange ; Manufacturers ; Manufacturing ; Organizational behavior ; Personnel selection ; Regression analysis ; Self esteem ; Sociology ; Studies ; Telecommunications industry</subject><ispartof>Personnel psychology, 2008-12, Vol.61 (4), p.761-792</ispartof><rights>2008 WILEY PERIODICALS, INC.</rights><rights>Copyright Blackwell Publishing Ltd. Winter 2008</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c3780-7ac916206e89a6f7bda64fd2efdbdd4c40bb2cc37c71233f9a1c729a16d11ca63</citedby><cites>FETCH-LOGICAL-c3780-7ac916206e89a6f7bda64fd2efdbdd4c40bb2cc37c71233f9a1c729a16d11ca63</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://onlinelibrary.wiley.com/doi/pdf/10.1111%2Fj.1744-6570.2008.00130.x$$EPDF$$P50$$Gwiley$$H</linktopdf><linktohtml>$$Uhttps://onlinelibrary.wiley.com/doi/full/10.1111%2Fj.1744-6570.2008.00130.x$$EHTML$$P50$$Gwiley$$H</linktohtml><link.rule.ids>314,780,784,1417,27924,27925,45574,45575</link.rule.ids></links><search><creatorcontrib>SEKIGUCHI, TOMOKI</creatorcontrib><creatorcontrib>BURTON, JAMES P.</creatorcontrib><creatorcontrib>SABLYNSKI, CHRIS J.</creatorcontrib><title>THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER-MEMBER EXCHANGE AND ORGANIZATION-BASED SELF-ESTEEM</title><title>Personnel psychology</title><description>Although job embeddedness was originally conceptualized to explain job stability or “why people stay” in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader–member exchange (LMX), organization‐based self‐esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance. Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample. Further, a hypothesized 3‐way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees. The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed.</description><subject>Correlation analysis</subject><subject>Employee retention</subject><subject>Employees</subject><subject>Employment</subject><subject>Job Performance</subject><subject>Labor Turnover</subject><subject>Leader-member exchange</subject><subject>Manufacturers</subject><subject>Manufacturing</subject><subject>Organizational behavior</subject><subject>Personnel selection</subject><subject>Regression analysis</subject><subject>Self esteem</subject><subject>Sociology</subject><subject>Studies</subject><subject>Telecommunications industry</subject><issn>0031-5826</issn><issn>1744-6570</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2008</creationdate><recordtype>article</recordtype><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><recordid>eNqNkN9u0zAUhyME0srgHSzuHWwntVMkLtzkJM2W2lWcMeDGSvNHahl0JJvo3mEPPWedds25OPaRf9-x9HkeosSnrj7vfSrCEPO5ID4jJPIJoQHxj2-82evDW29GSEDxPGL8zHs_jnviioXRzHusVoBKXQDSKbrQSwTrJSQJJAqMQVq5eVPoHwBoA2Wqy7VUMXxBE5WrCkoZV_k3QJCmEFcGXefVChUgEyjxelpVIvger6TKAEmVIF1mUuU_ZZVrhZfSQIIMFCkGUwGsP3jv-vpm7D6-nOfeVQpVvMKFzvJYFrgJRESwqJsF5YzwLlrUvBfbtuZh37Kub7dtGzYh2W5Z47KNoCwI-kVNG8Fc5y2lTc2Dc-_Tae_tcPh73413dn-4H_64Ly1jTt-chQsXik6hZjiM49D19nbY_a6HB0uJndTbvZ0M28mwndTbZ_X26NCvJ_Tf7qZ7-G_ObmBj3M3x-MTvxrvu-MrXwy_LRSDm9lpl1ihxcXnJjc2CJ3okjac</recordid><startdate>20081201</startdate><enddate>20081201</enddate><creator>SEKIGUCHI, TOMOKI</creator><creator>BURTON, JAMES P.</creator><creator>SABLYNSKI, CHRIS J.</creator><general>Blackwell Publishing Inc</general><general>Blackwell Publishing Ltd</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>0-V</scope><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>4T-</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>88B</scope><scope>88C</scope><scope>88G</scope><scope>8AO</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>CJNVE</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>GNUQQ</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0P</scope><scope>M0T</scope><scope>M2M</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEDU</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PRINS</scope><scope>PSYQQ</scope><scope>Q9U</scope><scope>S0X</scope></search><sort><creationdate>20081201</creationdate><title>THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER-MEMBER EXCHANGE AND ORGANIZATION-BASED SELF-ESTEEM</title><author>SEKIGUCHI, TOMOKI ; BURTON, JAMES P. ; SABLYNSKI, CHRIS J.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c3780-7ac916206e89a6f7bda64fd2efdbdd4c40bb2cc37c71233f9a1c729a16d11ca63</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2008</creationdate><topic>Correlation analysis</topic><topic>Employee retention</topic><topic>Employees</topic><topic>Employment</topic><topic>Job Performance</topic><topic>Labor Turnover</topic><topic>Leader-member exchange</topic><topic>Manufacturers</topic><topic>Manufacturing</topic><topic>Organizational behavior</topic><topic>Personnel selection</topic><topic>Regression analysis</topic><topic>Self esteem</topic><topic>Sociology</topic><topic>Studies</topic><topic>Telecommunications industry</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>SEKIGUCHI, TOMOKI</creatorcontrib><creatorcontrib>BURTON, JAMES P.</creatorcontrib><creatorcontrib>SABLYNSKI, CHRIS J.</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>ProQuest Social Sciences Premium Collection</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ProQuest Central (Corporate)</collection><collection>Docstoc</collection><collection>Access via ABI/INFORM (ProQuest)</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Education Database (Alumni Edition)</collection><collection>Healthcare Administration Database (Alumni)</collection><collection>Psychology Database (Alumni)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>Social Science Premium Collection</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>Education Collection</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>ProQuest Central Student</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Education Database</collection><collection>Healthcare Administration Database</collection><collection>Psychology Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Education</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central China</collection><collection>ProQuest One Psychology</collection><collection>ProQuest Central Basic</collection><collection>SIRS Editorial</collection><jtitle>Personnel psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>SEKIGUCHI, TOMOKI</au><au>BURTON, JAMES P.</au><au>SABLYNSKI, CHRIS J.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER-MEMBER EXCHANGE AND ORGANIZATION-BASED SELF-ESTEEM</atitle><jtitle>Personnel psychology</jtitle><date>2008-12-01</date><risdate>2008</risdate><volume>61</volume><issue>4</issue><spage>761</spage><epage>792</epage><pages>761-792</pages><issn>0031-5826</issn><eissn>1744-6570</eissn><abstract>Although job embeddedness was originally conceptualized to explain job stability or “why people stay” in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader–member exchange (LMX), organization‐based self‐esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance. Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample. Further, a hypothesized 3‐way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees. The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed.</abstract><cop>Malden, USA</cop><pub>Blackwell Publishing Inc</pub><doi>10.1111/j.1744-6570.2008.00130.x</doi><tpages>32</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0031-5826 |
| ispartof | Personnel psychology, 2008-12, Vol.61 (4), p.761-792 |
| issn | 0031-5826 1744-6570 |
| language | eng |
| recordid | cdi_proquest_journals_220135249 |
| source | EBSCOhost Business Source Complete; Access via Wiley Online Library; EBSCOhost Education Source |
| subjects | Correlation analysis Employee retention Employees Employment Job Performance Labor Turnover Leader-member exchange Manufacturers Manufacturing Organizational behavior Personnel selection Regression analysis Self esteem Sociology Studies Telecommunications industry |
| title | THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER-MEMBER EXCHANGE AND ORGANIZATION-BASED SELF-ESTEEM |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2024-12-19T09%3A58%3A47IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=THE%20ROLE%20OF%20JOB%20EMBEDDEDNESS%20ON%20EMPLOYEE%20PERFORMANCE:%20THE%20INTERACTIVE%20EFFECTS%20WITH%20LEADER-MEMBER%20EXCHANGE%20AND%20ORGANIZATION-BASED%20SELF-ESTEEM&rft.jtitle=Personnel%20psychology&rft.au=SEKIGUCHI,%20TOMOKI&rft.date=2008-12-01&rft.volume=61&rft.issue=4&rft.spage=761&rft.epage=792&rft.pages=761-792&rft.issn=0031-5826&rft.eissn=1744-6570&rft_id=info:doi/10.1111/j.1744-6570.2008.00130.x&rft_dat=%3Cproquest_cross%3E1603692841%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=220135249&rft_id=info:pmid/&rfr_iscdi=true |