Why Do Some Employees Fall into and Fail to Exit a Job-Lock Situation?

Previous studies have paid little attention to the employees’ ability to exit a job-lock situation and factors that determine this ability. It remains unclear why some employees who experience job lock are able to exit this state while others remain in job lock. We use longitudinal data to identify employees who have fallen in the state of job lock and their subsequent behavior—exiting or remaining in job lock. By use of a first-order Markov transition models, we analyze the relevance of sociodemographic features, employment, occupational, sectoral, and contextual factors, as well as personality characteristics in explaining the transition or its absence. Overall the results show that both demographic factors and work-related aspects increase the likelihood that an employee enters the long-term job lock state (especially for older, married, full-time employed, those in a craft occupation and governmental sector, and in a region with high unemployment). Mental health problems and personality characteristics (low peak-end self-esteem and decisional procrastination) have a significant effect on the probability to stay in long-term job lock. On the contrary, having a managerial, service, or associate occupation, working in the private sector, and having promotion opportunities increase the chance of an exit from the state of job lock

A New Perspective on Job Lock

This paper analyses the situation when employees fail to adapt to overall job dissatisfaction. By combining the existing knowledge in economics on job lock and in psychology on employees’ feeling of being ‘stuck’ at work, the paper explains why some employees fail to adapt when dissatisfied with their job. Thus, the paper aims to expand our understanding of why some employees are job locked or are ‘stuck’ at their work even though dissatisfied. Using the British household panel survey, the possibility of falling in a job-lock state is analyzed to outline a set of factors that explain why employees differ in the way they adjust to job dissatisfaction. We divide these factors into socio-demographic features, personality attributes, type of occupation, employment conditions, type of sector, and work-related contextual features. Based on results of probit regression analysis, we provide evidence that all these group of factors can jointly predict the state of job dissatisfaction, the absence of job turnover and job lock (being ‘stuck’ at job). Moreover, our results suggest that the adaptation to job dissatisfaction could be better understood if personality attributes (such as self-esteem) are included in the analysis. Thus, this study expands our understanding of how and why employees might feel ‘stuck’ at work and fall in a state of job lock

A New Perspective on Job Lock

This paper analyses the situation when employees fail to adapt to overall job dissatisfaction. By combining the existing knowledge in economics on job lock and in psychology on employees’ feeling of being ‘stuck’ at work, the paper explains why some employees fail to adapt when dissatisfied with their job. Thus, the paper aims to expand our understanding of why some employees are job locked or are ‘stuck’ at their work even though dissatisfied. Using the British household panel survey, the possibility of falling in a job-lock state is analyzed to outline a set of factors that explain why employees differ in the way they adjust to job dissatisfaction. We divide these factors into socio-demographic features, personality attributes, type of occupation, employment conditions, type of sector, and work-related contextual features. Based on results of probit regression analysis, we provide evidence that all these group of factors can jointly predict the state of job dissatisfaction, the absence of job turnover and job lock (being ‘stuck’ at job). Moreover, our results suggest that the adaptation to job dissatisfaction could be better understood if personality attributes (such as self-esteem) are included in the analysis. Thus, this study expands our understanding of how and why employees might feel ‘stuck’ at work and fall in a state of job lock