Relationship Between Job Embeddedness Factors with Job Engagement and Intentions to Stay of Employees: Research at Small and Medium Enterprises in Ho Chi Minh City
DOI:
https://doi.org/10.56532/mjbem.v3i1.39Keywords:
Deep Immersion in Work , Work Engagement , Intention to Stay, Organizational LinksAbstract
This study was conducted at small and medium-sized enterprises in Ho Chi Minh City, Vietnam, to provide additional insight into job embeddedness factors that affect employee engagement. with the job and the intention to stay and work at the enterprise. With the underlying theory of Mitchell et al. (2001), the authors conducted a direct employee survey at businesses and collected a valid survey of n=300 tables. The software used is SPSS 20.0 and AMOS 20.0 to process data. The result is that the factors of Job Embeddedness all have a direct impact on work engagement, with the strongest order being Sacrifice organization (SO) with beta = 0.384. The second is Organizational Fit (FO) with beta = 0.369. Third is Organizational links (OL) with beta=0.335. Sacrifice when leaving the organization directly impacts the intention to stay with the organization, with a regression coefficient of 0.126, this influence is quite low and almost insignificant. The standardized regression coefficient between job engagement and intention to stay with the organization is 0.597. The solutions proposed by the authors are intended to help business leaders gain insight into the current situation in the business and make appropriate decisions for operations, in order to improve and enhance employee engagement with business.
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