You are not currently logged in.
Access JSTOR through your library or other institution:
If You Use a Screen ReaderThis content is available through Read Online (Free) program, which relies on page scans. Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Integrating the Unfolding Model and Job Embeddedness Model to Better Understand Voluntary Turnover
Brooks C. Holtom and Edward J. Inderrieden
Journal of Managerial Issues
Vol. 18, No. 4 (Winter 2006), pp. 435-452
Published by: Pittsburg State University
Stable URL: http://www.jstor.org/stable/40604552
Page Count: 18
You can always find the topics here!Topics: Community associations, Job satisfaction, Financial management, Business management, Employees, Graduates, Job hunting, Employment, Psychology, Human resources
Were these topics helpful?See somethings inaccurate? Let us know!
Select the topics that are inaccurate.
Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Preview not available
The research reported in this article connects critical elements of the unfolding model with the job embeddedness model. After reviewing the core elements of both the unfolding model and job embeddedness model, the article develops logic linking the two theories. It then reports empirical results from a large national study of stayers and leavers across hundreds of employers. Specifically, stayers were found to have the highest levels of job embeddedness, with shock-induced leavers exhibiting the next highest levels and nonshock-induced leavers having the lowest levels. The findings indicate support for the buffering role of job embeddedness when employees experience shocks. The theoretical and practical implications of these findings are discussed.
Journal of Managerial Issues © 2006 Pittsburg State University