Organizational embeddedness, turnover intentions, and voluntary turnover: The moderating effects of employee demographic characteristics and value orientations

Vesa Peltokorpi, David G. Allen, Fabian Froese

Research output: Contribution to journalArticle

43 Citations (Scopus)

Abstract

To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embeddedness and turnover intentions. Turnover intentions were further expected to increase voluntary turnover. Data were collected from 643 full-time employees at three points in time over a 12-month time period in a wide range of organizations in Japan, a relatively low turnover context with little prior embeddedness research. Findings show that gender and risk aversion moderate the relationship between organizational embeddedness and turnover intentions, which in turn predict voluntary turnover.

Original languageEnglish
Pages (from-to)292-312
Number of pages21
JournalJournal of Organizational Behavior
Volume36
Issue number2
DOIs
Publication statusPublished - 2015 Feb 1

Fingerprint

Social Values
value-orientation
turnover
Demography
employee
Organizations
Japan
gender
individualism
Research
Value orientations
Employees
Turnover intention
Voluntary turnover
Embeddedness
Demographic characteristics
Moderating effect
time
Risk aversion
experience

All Science Journal Classification (ASJC) codes

  • Applied Psychology
  • Sociology and Political Science
  • Psychology(all)
  • Organizational Behavior and Human Resource Management

Cite this

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