Job embeddedness in China: how HR practices impact turnover intentions

Abstract

This study explores the process by which human resource (HR) practices embed employees in organisations and reduce turnover intentions. In particular, we investigate the mediating effects of the organisational job embeddedness dimensions (links, fit and sacrifice) in the relationship between HR practices and employee turnover intentions. Hypotheses are tested using data from 308 professional staff in China. As predicted, performance appraisal and organisational rewards increased fit and decreased turnover intentions. Employee development activities increased employees' perceptions of sacrifice but greater awareness of sacrifice was associated with greater turnover intentions. The results suggest that organisations hoping to use HR practices to deter turnover may experience the greatest success by using performance management and reward systems to increase perceptions of organisational fit.

Keywords::

• employee development
• job embeddedness
• performance appraisal
• rewards
• turnover intentions

Acknowledgements

The authors would like to thank Dr Christina Scott-Young, Dr Gerry Treuren and Dr Brianne Hastie for their comments on an earlier version of this article.