TY - JOUR
T1 - High-performance work practices and job embeddedness
T2 - a comprehensive test
AU - Kiazad, Kohyar
AU - Hom, Peter
AU - Schwarz, Gary
AU - Newman, Alexander
AU - Holtom, Brooks
N1 - Publisher Copyright:
© 2024 The Authors
PY - 2024/12
Y1 - 2024/12
N2 - Using Conservation of Resources (COR) theory, we developed and tested a theoretical model linking high-performance work practices (HPWPs) to employees' quit intentions and job performance via their occupational, organizational, and job-role embeddedness. We also investigated how family embeddedness (FE) in the organization moderated those indirect relationships, addressing long-neglected family influence on HPWP outcomes. For a broad test of model generalizability, we combined multisource data (n = 1663) from four countries (China, Malaysia, Pakistan, and USA) and established that occupational, organizational, and job-role embeddedness are uniquely important mechanisms translating HPWP effects onto employees' quit intentions and job performance. Crucially, our findings challenge the prevalent view that HPWPs influence staying and performing in uniformly positive ways, as well as the nascent view that FE promotes staying. In fact, we find consistent evidence that HPWPs engender thoughts of leaving by increasing occupational embeddedness and diminish performance contributions by increasing organizational embeddedness. Furthermore, our test provides robust evidence that FE can operate as a “pull-to-leave” factor—either by strengthening positive indirect effects or weakening negative indirect effects of HPWPs on quit intentions.
AB - Using Conservation of Resources (COR) theory, we developed and tested a theoretical model linking high-performance work practices (HPWPs) to employees' quit intentions and job performance via their occupational, organizational, and job-role embeddedness. We also investigated how family embeddedness (FE) in the organization moderated those indirect relationships, addressing long-neglected family influence on HPWP outcomes. For a broad test of model generalizability, we combined multisource data (n = 1663) from four countries (China, Malaysia, Pakistan, and USA) and established that occupational, organizational, and job-role embeddedness are uniquely important mechanisms translating HPWP effects onto employees' quit intentions and job performance. Crucially, our findings challenge the prevalent view that HPWPs influence staying and performing in uniformly positive ways, as well as the nascent view that FE promotes staying. In fact, we find consistent evidence that HPWPs engender thoughts of leaving by increasing occupational embeddedness and diminish performance contributions by increasing organizational embeddedness. Furthermore, our test provides robust evidence that FE can operate as a “pull-to-leave” factor—either by strengthening positive indirect effects or weakening negative indirect effects of HPWPs on quit intentions.
KW - Conservation of resources theory
KW - High performance work practices
KW - Job embeddedness
KW - Retention
UR - http://www.scopus.com/inward/record.url?scp=85209766503&partnerID=8YFLogxK
U2 - 10.1016/j.jvb.2024.104066
DO - 10.1016/j.jvb.2024.104066
M3 - Article
AN - SCOPUS:85209766503
SN - 0001-8791
VL - 155
JO - Journal of Vocational Behavior
JF - Journal of Vocational Behavior
M1 - 104066
ER -