تعداد نشریات | 161 |
تعداد شمارهها | 6,532 |
تعداد مقالات | 70,501 |
تعداد مشاهده مقاله | 124,108,379 |
تعداد دریافت فایل اصل مقاله | 97,212,952 |
واکاوی دلایل و عوامل چسبندگی شغلی: پژوهشی آمیخته | ||
مدیریت دولتی | ||
مقاله 6، دوره 10، شماره 3، 1397، صفحه 459-480 اصل مقاله (344.9 K) | ||
نوع مقاله: مقاله علمی پژوهشی | ||
شناسه دیجیتال (DOI): 10.22059/jipa.2018.264662.2351 | ||
نویسندگان | ||
احمد خانی1؛ جلیل دلخواه* 2؛ احمد علی خائف الهی3 | ||
1کارشناس ارشد مدیریت دولتی، دانشگاه تربیت مدرس، تهران، ایران. | ||
2استادیار مدیریت سیاستگذاری، مرکز مطالعات مدیریت و توسعه فناوری، دانشگاه تربیت مدرس، تهران، ایران | ||
3دانشیار مدیریت رفتار، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران | ||
چکیده | ||
هدف: هدف پژوهش حاضر، شناسایی دلایل و عواملی است که به بهبود ماندگاری کارکنان در سازمان منجر میشود. به بیان دیگر، به این سؤال که چرا افراد محل کار خود را به مقصد دیگری ترک نمیکنند، پاسخ داده میشود. بدین منظور این پژوهش با استفاده از مفهوم چسبندگی شغلی، درصدد واکاوی عوامل مؤثر بر ماندگاری کارکنان است. روش: در این پژوهش با اتکا بر رویکرد کیفی تحلیل تم (درونمایه)، ابتدا با برخی از مدیران و کارشناسان خبره بانک ملی ایران (عمدتاً مستقر در تهران) مصاحبههایی به شکل نیمهساختاریافته صورت گرفت و از کدگذاری اطلاعات، پنج تم تبیینکننده دلایل و عوامل چسبندگی شغلی بهدست آمد. در ادامه، پرسشنامهای درباره این عوامل و اجزای فرعی آنها تهیه شد و در اختیار 300 نفر از کارکنان بانک ملی ایران قرار گرفت و پس از تکمیل جمعآوری شد. یافتهها: پیوندهای درون و برون سازمانی، اضطراب جدایی، تناسب سازمان با فرد، راحتی و آرامش کارکردن با سازمان و رضایت از شرایط فعلی سازمان، پنج عامل چسبندگی شغلی شناسایی شدند. نتیجهگیری: نتایج تحلیل عاملی تأییدی بر عوامل پنجگانه و اجزای فرعی چسبندگی شغلی (دلایل ترک نکردن یا ماندگاری در سازمان) صحه گذاشت و آزمون بونفرونی نیز راحتی و آرامش کار کردن با سازمان را مهمترین عامل مؤثر بر چسبندگی شغلی معرفی کرد. | ||
کلیدواژهها | ||
ترک خدمت داوطلبانه؛ چسبندگی شغلی؛ پیوندها؛ تناسب؛ از دستدادنیها؛ پژوهش ترکیبی | ||
عنوان مقاله [English] | ||
Explaining Reasons and Factors of Job Embeddedness: Mixed Research | ||
نویسندگان [English] | ||
Ahmad Khani1؛ Jalil Delkhah2؛ Ahmad Ali Khaef Alahi3 | ||
1M.Sc., Department of Public Administration, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran | ||
2Assistant Prof., Department of Management Studies and Technology Development Center, Tarbiat Modares University, Tehran, Iran | ||
3Associate Prof., Department of Behavior Management, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran | ||
چکیده [English] | ||
Objectives: The purpose of this study is to identify the reasons and factors that will improve the survival of employees in the organization. In other words, we seek the answer to the question “why don’t people leave their jobs for another destination?” For this purpose, this study uses the concept of job embeddedness to examine the factors affecting the survival of employees. Method: In this research, based on a qualitative approach to theme analysis, some semi-structured interviews were initially conducted with some of the managers and experts of the National Bank of Iran (mainly located in Tehran), and five themes (factors) of job embeddedness were extracted based on the coding of the data. Subsequently, a questionnaire was developed about these factors and their sub-components and distributed among 300 employees of the National Bank of Iran. Results: Internal and external communication, separation anxiety, organization compatibility with the individual, comfort and relaxation of working with the organization, and satisfaction with the organization's current conditions are identified as the five factors affecting job embeddedness. Conclusion: The results of confirmatory factor analysis confirmed the five factors and the sub-components of job embeddedness (reasons for not leaving or staying in the organization), and Bonferroni test also described the convenience and relaxation of working with the organization as the most important aspect of job embeddedness. | ||
کلیدواژهها [English] | ||
Voluntary turnover, Job embeddedness, Links, Fit (compatibility), Sacrifice, Mixed research | ||
مراجع | ||
References Allen, D. G. (2006). Do organizational socialization tactics influence newcomer embeddedness and turnover? Journal of Management, 32, 237-256.
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18.
Bambacas, M., & Kulik, C. T. (2013). Job embeddedness in China: how HR practices impact turnover intentions. The International Journal of Human Resource Management, 24(10), 1933-1952.
Bergiel, E. B., Nguyen, V., Clenney, B. & Taylor, S. (2009). Human resource practices, job embeddedness and intention to quit. Management Research News, 32(3), 205-219.
Burton, J.P., Holtom, B.C., Sablynski, C.J., Mitchell, T.R., and Lee, T.W. (2010). The buffering effects of job embeddedness on negative shocks. Journal of Vocational Behavior, 76(1), 42–51.
Campion, M. A. (1991). The meaning and measurement of turnover: A comparison of alternative measures and recommendations. Journal of Applied Psychology, 76(2), 199-212.
Crossley, C. D., Bennett, R. J., Jex, S. M., & Burnfield, J. L. (2007). Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover. Journal of Applied Psychology, 92(4), 1031–1042.
Ghosh, D., Gurunathan, L. (2015) Job Embeddedness: A Ten-year Literature Review and Proposed Guidelines. Global Business Review, 16(5), 856-866.
Giosan, C. (2003). Antecedents of job embeddedness. Doctoral Dissertation. New School University.
Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implications for the next millennium. Journal of Management, 26(3), 463–488.
Harman, W. S., Lee, T. W., Mitchell, T. R., Felps, W., Owens, B. P. (2007). The Psychology of Voluntary Employee Turnover. Current Directions in Psychological Science. 16(1), 51-54.
Holtom, B. C., & O’Neill, B. S. (2004). Job embeddedness: A theoretical foundation for developing a comprehensive nurse retention plan. Journal of Nursing Administration, 34, 216 –227.
Hom, P. W., & Griffeth, R. W. (1995). Employee turnover. Cincinnati, OH:South-Western.
Jiang, K., Liu, D., McKay, P. F., Lee, T. W., & Mitchell, T. R. (2012). When and how is job embeddedness predictive of turnover? A meta-analytic investigation. Journal of Applied Psychology, 97(5), 1077-1096.
Kiazad, K., Holtom, B. C., Hom, P. W., & Newman, A. (2015). Job embeddedness: A multifoci theoretical extension. Journal of Applied Psychology, 100(3), 641-659.
Lee, T. W. & Mitchell T. R. (1994). An Alternative Approach: The Unfolding Model of Voluntary Employee Turnover. Academy of Management Review, 19 (1), 51-89.
Lee, T. W., Mitchell, T. R., Holtom, B. C., McDaniel, L. S. & Hill, J. W. (1999). The Unfolding Model of Voluntary Turnover: A Replication and Extension. Academy of Management Journal, 42 (4), 450-462.
Lee, T. W., Burch, T.C., & Mitchell, T. R. (2014). The story of why we stay: A review of job embeddedness. Annual Review of Organizational Psychology and Organizational Behavior, 1(0), 199-216.
Lee, T. W., Mitchell, T. R., Holtom, B. C., McDaniel, L., & Hill, J. W. (1999). Theoretical development and extension of the unfolding model of voluntary turnover. Academy of Management Journal, 42(4), 450–462.
Lewin, K. (1951). Field theory in social science. New York, NY: Harper.
Maertz, C. P., & Campion, M. A. (1998). 25 years of voluntary turnover research: A review and critique. International Review of Industrial and Organizational Psychology, 13, 49 – 83
March, J. G., & Simon, H. A. (1958). Organizations. New York, NY: Wiley.
Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44(6), 1102–1121.
Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62(2), 237–240.
Mobley, W. H. (1982). Employee turnover: Causes, consequences, and control. Reading, MA: Addison-Wesley.
Moses, A. R. (2012). Understanding the relationship of job embeddedness with social and human capital: the importance of organizational identification. (Doctoral dissertation, The University of Texas at Arlington).
Nafei, W. (2014). The Effects of Job Embeddedness on Organizational Cynicism and Employee Performance: A Study on Sadat City University. International Journal of Business Administration, 6(1), 8-25.
Shaw, J. D., Delery, J. E., Jenkins, G. D., Jr., & Gupta, N. (1998). An organization-level analysis of voluntary and involuntary turnover. Academy of Management Journal, 41(5), 511-525.
Smith, D.R., Holtom, B.C., and Mitchell, T.R. (2011). Enhancing precision in the prediction of voluntary turnover and retirement. Journal of Vocational Behavior, 79, 290–302.
Spector, P. E. (1997). Job satisfaction: Application, assessment, cause, and consequences: Application, assessment, cause, and consequences (Vol. 3). Thousand Oaks, CA: Sage Publications.
Yao, X., Lee, T.W., Mitchell, T.R., Burton, J.P. & Sablynski, C.S. (2004). Job embeddedness: Current research and future directions. In R. Griffeth & P. Hom (Eds.), Understanding employee retention and turnover (pp. 153_187). Greenwich, CT: Information Age. | ||
آمار تعداد مشاهده مقاله: 1,916 تعداد دریافت فایل اصل مقاله: 1,413 |