Do commitment based human resource practices influence job embeddedness and intention to quit?

Abstract

This empirical paper provides evidence that commitment based human resource practices (CBHRP) influence employees' turnover intentions by embedding newcomers more extensively into organisations. The study was conducted with 501 managers in 19 financial service organisations in India. Results reveal that CBHRP enable organisations to actively embed employees. The results also indicate that on-the-job embeddedness (on-the-JE) is negatively related to turnover intentions and mediates relationships between CBHRP and employees' intention to quit.

Keywords

• Strategic human resource management
• Commitment based human resource practices
• Job embeddedness
• Retention
• Intention to quit