Document Type
Article
Publication Date
8-2013
Department
Educational Leadership, Evaluation and Organizational Development
Abstract
The study reported here examined Job Embeddedness theory, as introduced by Mitchell, Holtom, Lee, Sablynski, and Erez (2001), which offers a method of discovering why people stay in an organization. Extension agents in two states (N=454) reported significantly different levels of job embeddedness during the study period. Regression analyses showed that job embeddedness was significantly correlated with and predicted unique variance in intent to stay.
Original Publication Information
Young, Jeffery A., James Stone, Oscar Aliaga and Brad Shuck. "Job Embeddedness Theory: Can It Help Explain Employee Retention Among Extension Agents?" 2013. Journal of Extension 51(4): 1-7.
ThinkIR Citation
Young, Jeffery A.; Stone, James; Aliaga, Oscar; and Shuck, Brad, "Job Embeddedness Theory: Can It Help Explain Employee Retention Among Extension Agents?" (2013). Faculty Scholarship. 440.
https://ir.library.louisville.edu/faculty/440
ORCID
0000-0001-8768-7690
Included in
Educational Assessment, Evaluation, and Research Commons, Educational Leadership Commons, Online and Distance Education Commons
Comments
This article was originally published in the Journal of Extension (JOE) volume 51, issue 4, in August 2013.
It can be access online via the publisher's website here: https://joe.org/joe/2013august/a7.php