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The negative effects of job embeddedness on performance

Juanne Greene (Kennesaw State University, Kennesaw, Georgia, USA)
Neal Mero (School of Business, Stetson University, DeLand, Florida, USA)
Steve Werner (Department of Management, University of Houston, Houston, Texas, USA)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 19 December 2017

Issue publication date: 7 March 2018

1621

Abstract

Purpose

The purpose of this paper is to explore the boundary conditions of job embeddedness (JE), considering whether certain conditions of high embeddedness may have a potential dark side leading to lower employee performance.

Design/methodology/approach

Hierarchical moderated regression was used to test the interactions between JE, economic exchange, and social exchange.

Findings

Results indicate that under certain exchange conditions, JE can have negative implications for performance.

Practical implications

Consideration should be given to how management interventions come together to motivate employees and impact performance.

Originality/value

This study speaks to the possible negative side of JE and provides support for its potential to produce adverse consequences for organizations under certain contexts.

Keywords

Citation

Greene, J., Mero, N. and Werner, S. (2018), "The negative effects of job embeddedness on performance", Journal of Managerial Psychology, Vol. 33 No. 1, pp. 58-73. https://doi.org/10.1108/JMP-02-2017-0074

Publisher

:

Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited

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