Understanding The Relationship Of Job Embeddedness With Social And Human Capital: The Importance Of Organizational Identification

Abstract

This dissertation examines organizational identification as a critical moderator of the outcomes of job embeddedness using a survey sample of employees from a hospital in the Southwestern United States. Results suggest that job embeddedness leads employees to develop different types of human and social capital depending on their organizational identification or disidentification. I conclude that employee outcomes are different depending on how employees view their job-embedded situations and argue that job embeddedness be reconceptualized to account for different reactions to job embeddedness based on organizational identification. Implications for researchers and managers are also discussed.