What Is Tissue Embedding?

Job embedding is the closeness of the network of relationships formed between individuals and all work-related contexts inside and outside the organization. It starts with non-subjective and work-except factors, and provides a new perspective for us to understand organizational behavior.

Job embedding

jobs

The concept of job embedding was first proposed by American psychologist Mitchell in 2001 and introduced the field of employee active departure research. Job embedding summarizes the relevant organizational and community-related factors that keep employees on the job, and these factors make employees attach or embed

Working embedded synthetic measurements

(composite measure) Job embedding is a measure of the degree of individual job embedding. The concept of job embedding is recognized by most researchers, and its multi-dimensional features are also recognized by most researchers. Therefore, the early job embedding measurement basically revolves around the work embedding measurement tool developed by scholars such as Mitchell in 2001. Calculate the mean of the measurement items in each dimension and summarize the scores for each dimension, so as to combine to obtain the scores embedded in the work. The scale developed by Mitchell et al. Has a total of 40 measurement items and uses a Likert five-point measure ("strongly disagree" to "strongly agree"), which is the first time this scale has been used for

Mitchell et al. Used a 40-item scale to survey two samples of employees in chain stores and community hospitals, and the conclusions of both samples showed that job embedding was significantly negatively related to employee turnover intentions and turnover behaviors. Significant positive correlation, negative correlation with job search and alternative job opportunities, job embedding is more important than other

The research on job embedding originates from the theory of organizational dependence and continues to develop into one of the important hot spots in the field of organizational behavior. The specific manifestations are as follows: the integration of job embedding and employee active departure models is further deepened. Vertical research is used to collect data. The explanatory power of turnover is significantly better than other related variables such as job satisfaction, which provides a new perspective for research on active turnover. With the in-depth study of job embedding and related variables, job embedding is clearly distinguished from other concepts of organizational behavior. The relationship between the two is constantly clear, making job embedding a theory that gradually becomes independent. From the perspective of measurement methods, the measurement of job embedding is becoming more and more perfect, which provides a scientific basis for quantitative research. The job embedding scale for different measurement purposes is constantly increasing. Improved and revised in practice.

At present, there are still some problems and deficiencies in work embedded research, which will become the direction of future research.

Modeling of job embedding antecedent dependent variable

Most of the existing work embedding researches focus on the relationship between work embedding and result variables, and the construction of work causal antecedent model is still relatively lacking. Allen proposed that the organization's socialization strategy can improve the embeddedness of new employees and organizations. Using a sample of new hires from a large financial services institution, the study found that collectivism, solidification, and authorization strategies are positively related to in-job embedding. Holtom et al. Analyzed the practical activities of the six hundred dimensions of job embedding of Fortune 100 companies in the United States, and laid the foundation for exploring the antecedent model of job embedding. What factors in the organization and the community will affect the degree of job embedding of employees, and whether other dimensions can be found to affect the job embedding of employees. Therefore, focus on what factors (such as individual cognition, motivation), organizational level (such as organizational characteristics, organizational culture, human resource management practices), and external environment (such as individual's external social network) will directly or The indirect impact on the formation and development of job embedding, this research result will have greater operational and policy guidance for managers.

Work embedded measurement tools need to be further improved

Although Crossley proposed the measurement of overall job embedding, which greatly promoted the development of work embedding measurement tools, the work embedding measurement still needs to be further improved. At present, the measurement of job embedding mainly depends on the subjective evaluation of individual dimensions by individuals. , It is bound to be affected by individual tendencies and cognitive patterns. Differences between individuals will affect the individual's perception of the degree of embedding. For example, individuals with negative emotional traits will often underestimate the available job opportunities outside, which will also affect their And the degree of work embedding. At the same time, the concept of job embedding is non-emotional and multi-dimensional. How to overcome the correlation between each dimension and between each dimension and other organizational behavioral variables. Can the project of the connection dimension be embedded in social network analysis? It is worthy of further research in the future.

At the same time, how to measure job embedding in the Chinese context is also one of the issues worthy of study. Wang Li et al. Pointed out that the measurement project embedded in the community level has no obvious predictive effect on the turnover behavior of Chinese employees. Focus on projects at the organizational level. Different cultural backgrounds, individual behavior habits, thinking styles, and values are quite different. Can the items in the job embedding scale reveal the employee turnover behavior in the Chinese context, how effective is the interpretation, and whether the job embedding concept is suitable for Chinese companies It can be used to effectively identify the various factors that Chinese employees remain in the enterprise, and whether they can better judge the degree of employee and organization embedding. How to carry out cross-cultural measurement of work embedding is one of the research directions in the future.

Research on Job Embedding of Specific Occupation Groups

Previous research on job embedding has more selected nurses, stores, and bank employees for measurement. These samples provide empirical support for the concept and dimensions of job embedding, but there are certain limitations. The diversity of work-embedded measurement samples has become one of the new research directions. In today's increasingly diversified world, different occupations have different professional characteristics, which means that individuals have different growth paths and growth needs. The individual's job embedding will affect his decision to leave or stay in the career development process. The dimensions of job embedding are in Is there a difference in the effect of different occupations on outcome variables? At the same time, professional people with high motivation for achievement, such as engineers, accountants, and middle managers, may not want to be embedded in the organization, and more likely to realize their own needs for achievement through inter-organizational flow. Studying job embedding for specific occupational groups not only enriches the research on leaving / reservation of employees in specific occupations, but also helps to understand why they change careers.

Extension of job embedding result variables

Most of the existing researches on job embedding are based on the research of employee's active turnover model. The research shows that job embedding is better than the traditional attitude variables such as job satisfaction and organizational commitment in predicting individual turnover intention and turnover behavior. However, the behavioral variables of individuals in the organization are not limited to leaving behaviors and willingness to leave. Organizational citizenship behavior and job performance are also common outcome variables in organizational behavior studies. Can job embeddings also predict individuals' organizational citizenship behaviors equally well? Or work performance deserves further study. At the same time, due to the non-emotional characteristics of individual job embeddedness, its impact on attitude variables such as job satisfaction and organizational commitment is also worthy of further discussion. In addition, a large amount of research proves that the core competitiveness of an organization comes from the innovation of organizational knowledge. Individuals involved in the creation of organizational knowledge serve as a key carrier of knowledge resources in the organization. The degree of embeddedness with work affects the individual's individual behavior in organizational knowledge creation It is more and more obvious that the impact mechanism of job embedding on the conversion between individual knowledge and organizational knowledge is worthy of further study.