The Mediating Role of Job Embeddedness between Internal Marketing and Turnover Intention

The Mediating Role of Job Embeddedness between Internal Marketing and Turnover Intention

Mona Mohamed Sayed Ibrahim (Mansoura University, Egypt)
DOI: 10.4018/978-1-4666-3631-6.ch018


This study contributes to the stream of research on job embeddedness and internal marketing. Greater attention needs to be paid to understand the mechanisms and processes through which internal marketing influences work-related attitudes such as turnover intention in order to develop complete understanding of the effect of internal marketing on job embeddedness. This study fills this research gap using a sample of respondents employed by telecommunication companies in Egypt. The author examines whether job embeddedness mediated the effects of internal marketing on turnover intention. Results from Structural Equation Modeling (SEM) showed that job embeddedness fully mediates the relationship between internal marketing and turnover intention. Results also support that internal marketing has obviously positive influence on job embeddedness and a clearly negative influence on turnover intention; finally, internal marketing has direct and indirect influences on turnover intention through job embeddedness. Implications for research and practice of the findings are discussed.
Chapter Preview

Theoretical Framework And Hypotheses

Job Embeddedness

Job embeddedness is a new construct developed by Mitchell et al. (2001), it represents a combination of factors that influence an employee’s decision to remain in or leave the organization. This approach of turnover focused on the factors that make an individual more likely to stay in the job, or leave an organization. This approach built on the earlier turnover models and added a new dimension to our understanding of turnover (Ramesh, 2007).

On the other hand, Mitchell and Lee (2001) define job embeddedness as a multidimensional construct that focuses on the factors that make an individual more likely to stay in the job, namely the work, social, and non-work attachments that are developed over a period of time. Individuals with more types of restraining forces are more embedded and less likely to voluntarily exit the organization (Sekiguch et al., 2008), while Yancey (2009) defined job embeddedness as the combined forces which keep a person from leaving his or her job.

Job embeddedness is characterized by three sub-dimensions: (a) the extent to which people have links to other people or activities inside and outside the organization, (b) the extent to which their jobs and communities fit other aspects in their “life spaces”, and (c) what they would give up if they left their present settings (Mitchell et al., 2001). These three sub-dimensions are considered in two over-arching dimensions: an employee’s organization (on-the-job) and community (off-the-job), generating the six dimensions of the job embeddedness construct: links-organization, links-community, fit-organization, fit-community, sacrifice-organization and sacrifice community (Bergiel et al., 2009).

This study focuses only on-the-job dimensions of embeddedness, because organizational aspects and practice especially internal marketing is more related to on the job factors, so off-the-job embeddedness (community embeddedness) is irrelevant in this study.

Complete Chapter List

Search this Book: