Job Embeddedness: A Theoretical Foundation for Developing a Comprehensive Nurse Retention Plan

Objective: Using a new construct, job embeddedness, from the business management literature, this study first examines its value in predicting employee retention in a healthcare setting and second, assesses whether the factors that influence the retention of nurses are systematically different from those influencing other healthcare workers. Background: The shortage of skilled healthcare workers makes it imperative that healthcare providers develop effective recruitment and retention plans. With nursing turnover averaging more than 20% a year and competition to hire new nurses fierce, many administrators rightly question whether they should develop specialized plans to recruit and retain nurses. Methods: A longitudinal research design was employed to assess the predictive validity of the job embeddedness concept. At time 1, surveys were mailed to a random sample of 500 employees of a community-based hospital in the Northwest region of the United States. The survey assessed personal characteristics, job satisfaction, organizational commitment, job embeddedness, job search, perceived alternatives, and intent to leave. One year later (time 2) the organization provided data regarding voluntary leavers from the hospital. Results: Hospital employees returned 232 surveys, yielding a response rate of 46.4 %. The results indicate that job embeddedness predicted turnover over and beyond a combination of perceived desirability of movement measures (job satisfaction, organizational commitment) and perceived ease of movement measures (job alternatives, job search). Thus, job embeddedness assesses new and meaningful variance in turnover in excess of that predicted by the major variables included in almost all the major models of turnover. Conclusions: The findings suggest that job embeddedness is a valuable lens through which to evaluate employee retention in healthcare organizations. Further, the levers for influencing retention are substantially similar for nurses and other healthcare workers. Implications of these findings and recommendations for recruitment and retention policy development are presented

Achieving high performance outcomes through trust in virtual teams

Developing trust among team members is critical for achieving high performance outcomes. Recently, global business operations necessitated working in a team environment with colleagues outside traditional organizational boundaries, across distances, and across time zones. In this article, we discuss how human resource practices can support organizational initiatives when business operations mandate increased virtual teamwork. We examine the role of HR in enhancing relationship building and the development of trust among workers who may rarely, if ever, meet face-toface. Using research from teamwork, social exchange theory, and knowledge sharing, we discuss how four areas of human resources management—recruitment, training, performance appraisal, and compensation/reward— might combine with technology to facilitate the development of trust among virtual team members

Knowledge Sharing and the Psychological Contract: Managing Knowledge Workers across Different Stages of Employment

Purpose – An employee’s willingness to share knowledge may be contingent on whether the organization equitably fulfills its reward obligations. This paper seeks to examine how managers and organizations can be vehicles for managing psychological contract perceptions favoring knowledge sharing among current employees, newcomers, and applicants. Design/methodology/approach – The authors propose an integrative model to discuss psychological contract issues within each stage of employment and HRM initiatives that can encourage knowledge-sharing behaviors. Findings – The implicit psychological contracts that often influence knowledge worker attitudes for sharing knowledge are easy to overlook and challenging to manage. Managers must properly assess the nature of psychological contracts maintained by such workers so that knowledge-sharing messages address employees’ key motivators. Different psychological contracts exist at various stages of employment. Several prescriptions for effectively managing each type of psychological contract and reducing perceptions of PC breach were offered. Research limitations/implications – Empirical studies should seek to investigate whether different psychological contracts actually exist within a field setting. In addition, how workers move between transitional, transactional, balanced and relational psychological contracts should be empirically examined. Originality/value – The authors sought to better understand the different psychological contract perceptions of knowledge workers at various stages of employment, which has not been done to date. Such workers are keenly aware of the impact of their knowledge and effective management for sharing rather than hoarding becomes a critical success factor for knowledge-intensive organizations

Investigating Equity Sensitivity as a Moderator of Relations Between Self-Efficacy and Workplace Attitudes

This study integrated measures of equity sensitivity and self-efficacy in an effort to better understand how these variables may affect job satisfaction, organizational commitment, and intent to leave. Equity sensitivity denotes how sensitive people are to overreward and underreward situations and has recently enhanced the accuracy of equity theory in predicting job satisfaction in social exchange situations. Self-efficacy, or task-specific self-confidence, is a central component of Bandura\u27s social cognitive theory, and its influence on individuals\u27 goals, efforts, and task persistence is well documented. Results from a field study of 242 employees in a health care firm support the moderating role of equity sensitivity in relations between self-efficacy and job satisfaction and between self-efficacy and intent to leave, but not between self-efficacy and organizational commitment. (PsycINFO Database Record (c) 2010 APA, all rights reserved

Psychological Influences on Referent Choice*

This article discusses the psychological influences on referent selection. The nature of contemporary work environments, ones characterized by instability and uncertainty, may create increased needs on the part of individuals for comparative information. Individuals use social comparisons for managing both uncertainty and environmental change, and for making critical decisions about one\u27s job. Most literature on referent selection can be categorized along two basic schema: identification of the types of referents that exist and examination of the outcomes that result from referent selection. Studies have identified a multitude of potential referents, primarily drawn from the outcomes being examined, including pay referents, referents linked with one\u27s occupation, education, age and job, and referents derived from an employee\u27s social network

Psychological Climate and Work Attitudes: The Importance of Telling the Right Story

In this field study, the authors explore how choosing one context over another influences both research results and implications. Using both quantitative and qualitative data, the authors examine context from both an organizational and a business-unit perspective by studying relationships between five psychological climate variables and outcomes of job satisfaction, affective commitment, and intent to leave. Results show different contextual influences between the organization and two business units, suggesting that different bundles of psychological climate variables yield similar outcomes depending on the context studied. These results bolster the contention that researchers need to identify the right context in field research

Putting the Horse Before the Cart: The Influence of Trigger Events on Justice Perceptions and Work Attitudes

To date very little research on organizational justice and work attitudes has focused on what starts the process that leads to these perceptions. A considerable amount of organizational research is focused on the end result (e.g., employees’ perceptions, attitudes, or behaviors), which can become difficult to effectively manage or change after-the-fact in a timely or productive manner (Tekleab et al., 2005). In this paper, two studies are conducted that explore a variety of events employees might notice and how they influence workplace outcomes. Study One explores 16 trigger events from prior research and surveys employees in a manufacturing organization about the events, and identifying 24 additional events. Study Two examines relationships between the trigger events and outcomes of pay and job satisfaction, organizational commitment, and intent to leave, using organizational justice as a mechanism for sensemaking. Results from Study Two show that trigger events significantly predicted all four workplace attitudes. Procedural justice was significantly related to all dependent variables, interactional justice was significantly related only to job satisfaction and intention to leave, marginally unrelated to pay satisfaction, and unrelated to organizational commitment. Distributive justice was significantly related to job satisfaction, intention to leave, and pay satisfaction, but not organizational commitment. Seven of the 48 interaction terms examined were significant. Limitations and implications for future research are discussed

Factors Associated with Preferences Regarding Selected Forms of Variable Pay: A Replication and Extension

This study investigates the relationships among being paid via different variable pay systems, perceptions regarding selected work environment characteristics, and preferences regarding selected variable pay plans. The data highlight the importance of studying pay system preferences among those with significant work experience because measurement of such variables as experience with variable pay systems and perceptions of work environment characteristics is otherwise not possible. The findings suggest a link between perceptions of work autonomy, efficient management of firm resources and job support, pay satisfaction, experience with variable pay systems and preferences regarding selected variable pay systems

The “Name Game”: Affective and Hiring Reactions to First Names

Purpose – The paper seeks to examine how the uniqueness and ethnicity of first names influence affective reactions to those names and their potential for hire. Design/methodology/approach – In study 1, respondents evaluated 48 names in terms of uniqueness and likeability, allowing us to select names viewed consistently as Common, Russian, African-American, and Unusual. In Study 2 respondents assessed the uniqueness and likeability of the names, and whether they would hire someone with the name. Findings – Results indicated that Common names were seen as least unique, best liked, and most likely to be hired. Unusual names were seen as most unique, least liked, and least likely to be hired. Russian and African-American names were intermediate in terms of uniqueness, likeability and being hired, significantly different from Common and Unique names, but not significantly different from each other. Research limitations/implications – The name an individual carries has a significant impact on how he or she is viewed, and conceivably, whether or not the individual is hired for a job. Practical implications – Human resource professionals need to be aware that there seems to be a clear bias in how people perceive names. When resumés are screened for hiring, names should be left off. Our findings also suggest that when selecting, parents may want to reconsider choosing something distinctive. Originality/value – This study offers original findings in regards to names, combining diverse research from social psychology and labor economics, and offering practical implications

Whiteness of A Name: Is “White” the Baseline?

Purpose– The purpose of this paper is to examine the hypothesis that Whiteness is used as a normative standard when comparing a variety of first names. Design/methodology/approach– Respondents (full- and part-time business students) evaluated names that sounded common, African-American, Russian, and unusual. Findings– Results from two studies suggest that “common” or “neutral” names are perceived to be white, and to be more American than African-American, Russian or unusual-sounding names. Results also demonstrate that the common names have more positive attributes, including socio-economic class. Research limitations/implications– The study found that the basic comparison of American respondents will be to a white person. Second, the authors applied Critical Race Theory (CRT) to the research on names. Finally, the authors demonstrate that unless they are totally anonymous, virtual teams will still have the type of social categorization and stereotyping of team members found in ordinary teams. Practical implications– Organizations and managers need to recognize that a “colorblind” approach simply reinforces the expectation that any differences in American organizations will be compared against the Whiteness standard. This can be a problem in any organizational setting, especially given the proliferation of virtual teams. This may be addressed with attempts to increase common in-group identity and strategies for identifying bias. Originality/value– In this research the authors integrate concepts and theory from Virtual Teams, CRT and the Psychology of Names, providing both theoretical and practical implications