Le rôle modérateur du 'job embeddedness' dans la relation entre les interactions négatives et l'intention de quitter, médiée par l'engagement affectif, dans le contexte des entreprises chinoises.

The moderating role of job embeddedness in the relationship between negative interaction and intention to quit mediated by affective commitment in context of Chinese enterprise.

• Auteur / Autrice : Lan Pan
• Direction : Séverine Ventolini
• Type : Projet de thèse
• Discipline(s) : Sciences de Gestion
• Date : Inscription en doctorat le 30/11/2021
• Etablissement(s) : Tours
• Ecole(s) doctorale(s) : École doctorale Sciences de la Société : Territoires, Économie et Droit (Centre-Val de Loire ; 2018-....)
• Partenaire(s) de recherche : Laboratoire : Val de Loire Recherche en Management (2012-....)

Mots clés

Mots clés libres

Job embeddedness

Intention de quitter

Engagement affectif

Interactions négative

Job embeddedness

Intention to quit

Affective commitment

Negative interaction

Résumé

En Chine, il n'existe pas de système de contrat à durée indéterminée. Très récemment, il existe un certain système de partenariat dans les entreprises cotées. Comment contrôler le taux de roulement et retenir les salariés sont toujours les principales orientations de la gestion des ressources humaines. Ainsi, l'étude des variables influençant le départ des salariés dans le contexte de la Chine est pertinent . La demande de compétences professionnelles en gestion en Chine dépasse rapidement l'offre de main-d'œuvre disponible (Levine 2006). Compte tenu des pénuries de cadre managériale, les organisations chinoises devront minimiser le roulement du personnel estimé au cours de la prochaine décennie. La prévention du roulement du personnel a récemment été étudiée sous l'angle de l'intégration professionnelle, d'une rétention ou d'une construction « anti-retrait » (Lee, Mitchell, Sablynski, Burton and Holtom 2004 ). La théorie de ‘Job Embeddedness' des emplois explique comment les liens, l'ajustement et les sacrifices des employés expliquent la rétention / départ des employés. L'intégration des emplois réduit le roulement du personnel (Tanova and Holtom 2008; Felps et al. 2009), Mais comment les organisations peuvent-elles promouvoir job embeddedness? La théorie de Social Exchange (Blau 1964) suggère aux employés de rester afin de pouvoir « rembourser » les avantages qu'ils ont reçus de l'organisation. Il est important d'identifier les pratiques RH qui créent cet équilibre et d'intégrer les employés dans l'échange social (Tanova and Holtom 2008). Malheureusement, peu de recherches ont exploré comment les pratiques RH encouragent l'intégration professionnelle et améliorent la rétention (Bergiel, Nguyen, Clenney and Taylor 2009). Bergiel, E.B., Nguyen, V.Q., Clenney, B.F., and Taylor, G.S. (2009), ‘Human Resource Practices, Job Embeddedness and Intention to Quit,' Management Research News, 32, 205– 219. Blau, P.M. (1964), Exchange and Power in Social Life, New York: John Wiley. Felps, W., Mitchell, T., Hekman, D.R., Lee, T.W., Holtom, B.C., and Harman, W.S. (2009), ‘Turnover Contagion: How Coworkers' Job Embeddedness and Job Search Behaviors Influence Quitting,' Academy of Management, 52, 545– 561.Lane, K., and Pollner, F. (2008), ‘How to Address China's Talent Shortage,' McKinsey Quarterly, 32 – 40. Lee, T.W., Mitchell, T.R., Sablynski, C.J., Burton, J.P., and Holtom, B.C. (2004), ‘The Effects of Job Embeddedness on Organizational Citizenship, Job Performance, Volitional Absences, and Voluntary Turnover,' Academy of Management Journal, 47, 711– 722. Levine, H. (2006), Executive Leadership in China, Heidrick & Struggles: London. Tanova, C., and Holtom, B.C. (2008), ‘Using Job Embeddedness Factors to Explain Voluntary Turnover in Four European Countries,' International Journal of Human Resource Management, 19, 1553– 1568.

Introduction In China, there is no contract of indefinite duration system. Very recently, there exist certain partnership system in the listed enterprises. How to control the turnover rate and keep retention are always the main directions of Human Resource Management. So, obtaining database in China and doing research in the context of China contribute to the turnover rate have its significant impact. Demand for professional management skills in China is rapidly outpacing the available labour supply (Levine 2006). In light of managerial labour shortages, organisations in China will need to minimise the turnover of valued staff over the next decade. Turnover prevention has recently been investigated through the lens of job embeddedness, a retention or an ‘antiwithdrawal' construct (Lee, Mitchell, Sablynski, Burton and Holtom 2004 ). Job embeddedness theory explains how employees' links, fit and sacrifice promote employee retention. Job embeddedness reduces turnover (Tanova and Holtom 2008; Felps et al. 2009), but how can organisations promote job embeddedness? Social exchange theory (Blau 1964) suggests that employees stay so that they can ‘pay back' the benefits they have received from the organisation. It is important to identify the HR practices that create this equilibrium and embed employees in the social exchange (Tanova and Holtom 2008). Unfortunately, little research has explored how HR practices encourage job embeddedness and improve retention (Bergiel, Nguyen, Clenney and Taylor 2009). Constructs Retention of new hires is a critical issue for organizations (Allen & Shanock, 2013). Socialization tactics influence perceived organizational support (POS) and job embeddedness, and POS and embeddedness both relate to organizational commitment and voluntary turnover. Results support POS and embeddedness as relational mechanisms that bind employees to the organization as a result of socialization tactics (Allen & Shanock, 2013). POS (Eisenberger et al., 1986, p. 501) asserts employees develop “global beliefs concerning the extent to which the organization values their contributions and cares about their well-being.” The authors suggested that as employees' various needs are met, a perception or belief about how the organization feels about them is formed. If the belief is positive, employees perceive an imbalance between their contributions and the support provided by the organization. Hence, to have a more equitable relationship, employees increase their levels of commitment and effort for/toward the organization. (Eisenberger, Huntington, Hutchison, and Sowa's 1986) construct of POS, which refers to an employee's global perception of the degree to which the work organization values her contributions and cares about her well-being. Entering a new organization is associated with uncertainty, anxiety, and reality shock (Jones, 1986). Organizations often help newcomers adapt by providing orientation, training, and other socialization resources intended to reduce uncertainty and anxiety, speed up task and role mastery, and facilitate transformation from outsider to insider (Feldman, 1976a). Successful socialization is related to important outcomes including job performance, organizational commitment, and retention (e.g., Bauer, Bodner, Erdogan, Truxillo, & Tucker, 2007). The impact of socialization on retention of new hires is particularly important because turnover is often highest in the first year and can be particularly dysfunctional (Allen, 2006; Griffeth & Hom, 2001). Retention has been identified as one indicator of successful socialization, but we think it unlikely in most cases that socialization tactics would directly drive someone to quit. Instead, consistent with relational cohesion theory, we suggest that socialization tactics directly affect how newcomers develop perceptions of support and embeddedness in their new work environment and this adaptation process in turn affects one's affective commitment to the organization and the likelihood of turnover (Allen & Shanock 2013). Specifically, tactics that provide specific information about the sequence of learning activities and about the timing associated with completing each step of socialization should help newcomers develop perceptions of fit and sacrifices. Because newcomers tend to be uncertain and anxious about their place in the organization, specific knowledge concerning when they will complete official socialization activities and perhaps be considered insiders should speed the development of a sense of fit with the organization (Allen & Shanock 2013). Job Embeddedness (JE) Many scholars in related fields have found that job embeddedness (JE) is an important antecedent determinant of organizational constructs. The definition of JE includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fít with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs (between an employee and the organization, and the community) (Mitchell et al. 2001). JE represents the aggregate of the constraining forces keeping employees at their current jobs (Mitchell et al., 2001). JE can be measured by assessing these dimensions. The more embedded an individual is in both the organization and in the community, the more likely that the individual will remain at the current job (Holtom & O'Neill, 2004; Mitchell et al., 2001) The theory of job embeddedness (Mitchell et al. 2001) found the key dimensions of JE that are linked with lower turnover intention (TOI). (Holtom and Inderrieden 2006) also presented a model of JE for describing a unique perspective on “why people stay or leave” their jobs. Several researchers have worked on embeddedness performance and turnover. Their empirical findings suggest that JE characteristics predict employees' intention to quit or the actual turnover. (Bergiel et al. 2009) found a significant mediation of JE between organizational practices to embed an employee and intention to leave, that is if organizational practices are sufficiently effective to embed their employees, and then to turnover. (Shah et al. 2020) analyzed job embeddedness (JE) literature from 2008 to 2019 with a total of 108 selected research papers published in various high-ranking journals for further analysis, identified that outcomes from employee is based on job satisfaction and organizational commitment, while organizational-centered outcomes is based on perceived organizational support (POS), TOI, and turnover. Perceived organizational support is associated with current policies and supportive procedures of an organization that show embeddedness and reflect intention to quit. Workplaces have been facing a major challenge of JE, which influences employee retention-related decisions. References: Allen, D. G. (2006). Do organizational socialization tactics influence newcomer embeddedness and turnover? Journal of Management, 32, 237–256. Allen, D. G., & Shanock, L. R. (2013). Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees. Journal of Organizational Behavior, 34(3), 350– 369. Bauer, T. N., Bodner, T., Erdogan, B., Truxillo, D. M., & Tucker, J. S. (2007). Newcomer adjustment during organizational socialization: A meta-analytic review of antecedents, outcomes, and methods. Journal of Applied Psychology, 92, 707–721. Bergiel, E.B., Nguyen, V.Q., Clenney, B.F., and Taylor, G.S. (2009), ‘Human Resource Practices, Job Embeddedness and Intention to Quit,' Management Research News, 32, 205– 219. Blau, P.M. (1964), Exchange and Power in Social Life, New York: John Wiley. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500–507. Feldman, D. C. (1976a). A contingency theory of socialization. Administrative Science Quarterly, 21, 433–452. Felps, W., Mitchell, T., Hekman, D.R., Lee, T.W., Holtom, B.C., and Harman, W.S. (2009), ‘Turnover Contagion: How Coworkers' Job Embeddedness and Job Search Behaviors Influence Quitting,' Academy of Management, 52, 545– 561.Lane, K., and Pollner, F. (2008), ‘How to Address China's Talent Shortage,' McKinsey Quarterly, 32 – 40. Griffeth, R. W., & Hom, P. W. (2001). Retaining valued employees. Thousand Oaks, CA: Sage. Holtom, B.C., & Inderrieden, E.J., 2006, ‘Integrating the unfolding model and job embeddedness model to better understand voluntary turnover', Journal of Managerial Issues 4(XV111), 435–452. Holtom, B.C., & O'Neill, B.S. (2004). Job embeddedness: A theoretical foundation for developing a comprehensive nurse retention plan. Journal of Nursing Administration, 34(5), 216–227. Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers' adjustments to organizations. Academy of Management Journal, 29, 262–279. Lee, T.W., Mitchell, T.R., Sablynski, C.J., Burton, J.P., and Holtom, B.C. (2004), ‘The Effects of Job Embeddedness on Organizational Citizenship, Job Performance, Volitional Absences, and Voluntary Turnover,' Academy of Management Journal, 47, 711– 722. Levine, H. (2006), Executive Leadership in China, Heidrick & Struggles: London. Mitchell, T.R., Holtom, B.C. & Lee, T.W., 2001, ‘How to keep your best employees: Developing an effective retention policy', The Academy of Management Executive 15(4), 96–109. Shah, I. A., Csordas, T., Akram, U., Yadav, A., & Rasool, H. (2020). Multifaceted role of job embeddedness within organizations: Development of sustainable approach to reducing turnover intention. SAGE Publications. Tanova, C., and Holtom, B.C. (2008), ‘Using Job Embeddedness Factors to Explain Voluntary Turnover in Four European Countries,' International Journal of Human Resource Management, 19, 1553– 1568.