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Job embeddedness is the collection of forces that influence employee retention. It can be distinguished from turnover in that its emphasis is on all of the factors that keep an employee on the job, rather than the psychological process one goes through when quitting. The scholars who introduced job embeddedness described the concept as consisting of three key components (links, fit, and sacrifice), each of which are important both on and off the job. Job embeddedness is therefore conceptualized as six dimensions: links, fit, and sacrifice between the employee and organization, and links, fit and sacrifice between the employee and the community. ==Theoretical background== Job embeddedness was first introduced by Mitchell and colleagues.〔 in an effort to improve traditional employee turnover models. According to these models, factors such as job satisfaction and organizational commitment and the individual’s perception of job alternatives together predict an employee’s intent to leave and subsequently, turnover (e.g.,;;〔, 1995〕). Since the researchers suggest that models only modestly predict turnover; thus Mitchell et al.〔 proposed job embeddedness as an alternative model and incorporated “off-the-job” factors (e.g. attachment to family) and other organizational factors (e.g. attachment to working groups) that have also been shown to affect employee retention, but were not included in these traditional models. When creating this alternative model for explaining why employees stay on a job, Mitchell and colleagues drew on research from Lee and Mitchell's unfolding model of turnover. This line of research suggests that many of those who leave a job are a) mostly satisfied with their jobs, b) do not search for an alternative position before leaving, c) and quit due to some sudden off-the-job event;.〔 Results of the initial study indicated that job embeddedness predicted both intent to leave and actual turnover, and was a better predictor of voluntary turnover than job satisfaction, organizational commitment, and job search alternatives. Mitchell and colleagues (,〔 p. 1104) describe job embeddedness as “a net or web in which an individual can become stuck”. Those who are highly embedded have many closely connected ties in both the community and the organization. These individuals are more likely to remain at a current job than those who have fewer connections. As mentioned above, job embeddedness as originally introduced is conceptualized as having three components. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Job embeddedness」の詳細全文を読む スポンサード リンク
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