Increasing human and social capital by applying job embeddedness theory

Most modern lives are complicated. When employees feel that their organization values the complexity of their entire lives and tries to do something about making it a little easier for them to balance all the conflicting demands, the employees tend to be more productive and stay with those organizations longer. Job embeddedness captures some of this complexity by measuring both the on-the-job and off-the-job components that most contribute to a person's staying. Research evidence as well as ample anecdotal evidence (discussed here and other places) supports the value of using the job embeddedness framework for developing a world-class retention strategy based on corporate strengths and employee preferences.To execute effectively their corporate strategy, different organizations require different knowledge, skills and abilities from their people. And because of occupational, geographic, demographic or other differences, these people will have needs that are different from other organizations. For that reason, the retention program of the week from international consultants won’t always work. Instead, organizations need to carefully assess the needs/desires of their unique employee base. Then, these organizations need to determine which of these needs/desires they can address in a cost effective fashion (confer more benefits than the cost of the program). Many times this requires an investment that will pay off over a longer term – not just a quarter or even year. Put differently, executives will need to carefully understand the fully loaded costs of turnover (loss of tacit knowledge, reduced customer service, slowed production, lost contracts, lack of internal candidates to lead the organization in the future, etc., in addition to the obvious costs like recruiting, selecting and training new people). Then, these executives need to recognize the expected benefits of various retention practices. Only then can leaders make informed decisions about strategic investments in human and social capital.

Selected bibliography

A number of articles have influenced our thinking about the importance of connecting employee retention strategies to business strategies:

• R. W. Beatty, M. A. Huselid, and C. E. Schneier. “New HR Metrics: Scoring on the Business Scorecard,” Organizational Dynamics, 2003, 32 (2), 107–121.

• Bradach. “Organizational Alignment: The 7-S Model,” Harvard Business Review, 1998.

• J. Pfeffer. “Producing Sustainable Competitive Advantage Through the Effective Management of People,” Academy of Management Executive, 1995 (9), 1–13.

• C. J. Collins, and K. D. Clark. “Strategic Human Resources Practices and Top Management Team Social Networks: An Examination of the Role of HR Practices in Creating Organizational Competitive Advantage,” Academy of Management Journal, 2003, 46, 740–752.

The theoretical development and empirical support for the Unfolding Model of turnover are captured in the following articles:

• T. Lee, and T. Mitchell. “An Alternative Approach: The Unfolding Model of Voluntary Employee Turnover,” Academy of Management Review, 1994, 19, 57–89.

• B. Holtom, T. Mitchell, T. Lee, and E.Inderrieden. “Shocks as Causes of Turnover: What They Are and How Organizations Can Manage Them,” Human Resource Management, 2005, 44(3), 337–352.

The development of job embeddedness theory is captured in the following articles:

• T. Mitchell, B. Holtom, T. Lee, C. Sablynski, and M. Erez. “Why People Stay: Using Job Embeddedness to Predict Voluntary Turnover,” Academy of Management Journal, 2001, 44, 1102–1121.

• T. Mitchell, B. Holtom, and T. Lee. “How To Keep Your Best employees: The Development Of An Effective Retention Policy,” Academy of Management Executive, 2001, 15(4), 96–108.

• B. Holtom, and E. Inderrieden. “Integrating the Unfolding Model and Job Embeddedness To Better Understand Voluntary Turnover,” Journal of Managerial Issues, in press.

• D.G. Allen. “Do Organizational Socialization Tactics Influence Newcomer Embeddedness and Turnover?” Journal of Management, 2006, 32, 237–257.

Executive SummaryEmployee turnover is costly to organizations. Some of the costs are obvious (e.g., recruiting, selecting, and training expenses) and others are not so obvious (e.g., diminished customer service ability, lack of continuity on key projects, and loss of future leadership talent). Understanding the value inherent in attracting and keeping excellent employees is the first step toward investing systematically to build the human and social capital in an organization. The second step is to identify retention practices that align with the organization's strategy and culture. Through extensive research, we have developed a framework for creating this alignment. We call this theory job embeddedness. Across multiple industries, we have found that job embeddedness is a stronger predictor of important organizational outcomes, such as employee attendance, retention and performance than the best, well-known and accepted psychological explanations (e.g., job satisfaction and organizational commitment). The third step is to implement the ideas. Throughout this article we discuss examples from the Fortune 100 Best Companies to Work For and many others to demonstrate how job embeddedness theory can be used to build human and social capital by increasing employee retention.     

Information technology and culture: Identifying fragmentary and holistic perspectives of culture

In this paper, we review the literature on information technology (IT) and culture. The construct of “culture” has alternately been defined and studied by international scholars as national culture, and by organizational scholars as organizational or corporate culture. We argue that, despite the considerable amount of research activity in these areas, the two research traditions have existed as “stovepipes,” operating in parallel but not communicating effectively with each other. After reviewing how the linkage between IT and culture has been conceptualized in the literatures on national and organizational culture, we identify some gaps in these research streams, and propose a new conceptualization of culture. Grounding our framework in social identity theory (SIT), we argue that it is necessary to advance from the fragmentary perspectives that exist at present to a more holistic view of culture. We believe that this novel perspective will enable scholars to move toward a more multi-faceted view of culture as a richly layered set of forces that shape individuals’ beliefs and actions. We also identify opportunities for mutual learning, areas of challenge, and domains of possible contradiction between the two research streams as one step toward further theoretical advances.     

B2B seller competence: Construct development and measurement using a supply chain strategy lens

In less than a decade, Internet-enabled business-to-business (B2B) commerce has become central to supply chain management. But little is known about the infrastructural competencies required for manufacturers engaged in Internet-enabled activities with downstream business customers. This paper aims to take a first step in operationalizing a set of new, multi-item measures that tap into infrastructural (or “soft”) competencies required for leveraging B2B commerce.We use a structured, two-stage approach to develop and refine a set of constructs, items, and new multi-item measurement scales in order to rigorously evaluate their measurement properties. By drawing upon the literature as well as extensive interviews with expert practitioners, we define and measure the salient infrastructural competencies – termed B2B seller competence (B2B-SC) – associated with the seller-side of Internet-enabled commerce. We find that the conceptual domain of B2B-SC comprises seven theoretically important dimensions: (1) technical skills, (2) change disposition, (3) conflict management, (4) market acuity, (5) coordinated logistics, (6) knowledge channels, and (7) fluid partnering. Operational indicators that tap into constructs pertaining to each B2B-SC dimension are developed through an iterative process.In the second stage, we conduct a field study to more fully assess the measurement properties of item and scale reliability and validity using a covariance structure framework. The results indicate that our new scales exhibit sufficient psychometric properties, which make them useful for theory building, testing, and the refinement of supply chain strategy paradigms in the emerging area of B2B commerce.     

Service Guarantee Strength: The key to service quality

While most authors describe a service guarantee as a “zero-one variable” indicating the presence or absence of an explicit written service guarantee, this paper develops a construct called “Service Guarantee Strength” (SGS) that is a continuous variable. This construct measures the degree to which a firm sets clear service quality standards for itself on dimensions that customers care about, and has an formal policy for quickly giving meaningful compensation to customers when these standards are not met.The paper builds upon established micro-level behavioral theory to develop the “Service Guarantee Strength Framework”. This framework posits that high Service Guarantee Strength leads to improved service quality, customer satisfaction, and loyalty through three intervening variables—marketing communications impact, employee motivation and vision, and learning through service failure.An empirical investigation was conducted to test the SGS Framework using both employee and customer data from three pairs of firms, with each pair in a different industry. None of these firms had an explicit service guarantee. Unlike many behavioral research studies, this study measured both employee and customer perceptual data and compared the two. The research finds that Service Guarantee Strength is positively related to customer perceptions of service quality, customer satisfaction, and loyalty.     

An integrative model of effort propensity

Over twenty years ago, Mitchell [Mitchell, T.R. (1982) Motivation: New directions for theory, research, and practice. Academy of Management Review, 7:80–88.] called for research which integrates and competitively tests the multitude of motivation theories competitively. Yet, with few exceptions, theories of motivation tend to be narrow in focus. However, many motivation theories incorporate similar predictor variables such as job satisfaction, perceived equity, and organizational commitment, suggesting that theory integration is warranted. In this paper, several literatures are reviewed which deal with employee effort at different levels (e.g., withholding effort, offering extra effort). “Effort propensity” is offered as an appropriate integrating variable, and an integrative model of effort propensity which pulls these various literatures together and stimulates the type of research described by Mitchell [Mitchell, T.R. (1982) Motivation: New directions for theory, research, and practice. Academy of Management Review, 7:80–88.] is proposed.     

A fuzzy-QFD approach to supplier selection

This article suggests a new method that transfers the house of quality (HOQ) approach typical of quality function deployment (QFD) problems to the supplier selection process. To test its efficacy, the method is applied to a supplier selection process for a medium-to-large industry that manufactures complete clutch couplings.The study starts by identifying the features that the purchased product should have (internal variables “WHAT”) in order to satisfy the company's needs, then it seeks to establish the relevant supplier assessment criteria (external variables “HOW”) in order to come up with a final ranking based on the fuzzy suitability index (FSI). The whole procedure was implemented using fuzzy numbers; the application of a fuzzy algorithm allowed the company to define by means of linguistic variables the relative importance of the “WHAT”, the “HOW”–“WHAT” correlation scores, the resulting weights of the “HOW” and the impact of each potential supplier.Special attention is paid to the various subjective assessments in the HOQ process, and symmetrical triangular fuzzy numbers are suggested to capture the vagueness in people's verbal assessments.     

Do not say a word! Conceptualizing employee silence in a long-term crisis context

Abstract

Although research has emphasized the organizational and individual factors that influence employee voice and silence at work, it is less known how employee voice/silence is affected by the economic context, particularly when this context is one of intensive and long-term economic crisis in a country with weak institutional bases. In this study, we explore how employee silence is formulated in long-term turbulent economic environments and in more vulnerable organizational settings like those of small enterprises. The study draws on qualitative data gathered from 63 interviews with employees in a total of 48 small enterprises in Greece in two periods of time (2009 and 2015). This study suggests a new type of employee silence, social empathy silence, and offers a conceptual framework for understanding the development of silence over time in particular contexts of long-term turbulence and crisis.     

Professional education in urban planning: A framework for growth

Expanded interest in socio-economic problems have created new opportunities for the urban planning profession. Because of their emphasis on physical and land-use aspects of the city, traditional educational programs in urban planning have been unable to deal adequately with these new opportunities. Changes in program orientation and emphasis to meet these new challenges have started to take place in some urban planning departments. It remains to be seen how effective some of these changes will be over the long run.

This paper considers some current aspects of urban planning education. The role of professional education in our society is examined along with the role of science in planning. Based on this analysis, a framework is proposed for the future growth of professional education in urban planning. Because of its strong orientation towards a “science of planning”, this proposal appears to be somewhat different than other changes currently being considered in some urban planning programs.     

Explicit filters and supply chain design

Due to the complexity of present day supply chains it is important to select the simplest supply chain scheduling decision support system (DSS) which will determine and place orders satisfactorily. We propose to use a generic design framework, termed the explicit filter methodology, to achieve this objective. In doing so we compare the explicit filter approach to the implicit filter approach utilised in previous OR research the latter focusing on minimising a cost function. Although the eventual results may well be similar with both approaches it is much clearer to the designer, both why and how, an ordering system will reduce the Bullwhip effect via the explicit filter approach. The “explicit filter” approach produces a range of DSS designs corresponding to best practice. These may be “mixed and matched” to generate a number of competitive delivery pipelines to suit the specific business scenario.     

About “strategy” and “strategies” in supply management

This article addresses the context and content of a generic supply strategy and discusses its strategy-making process. Building mostly on fundamental strategic management theories, the authors explain the role of supply strategy in its managerial context. In so doing, some light is shed on the meaning and use of the terms “strategy” and “strategies”. Also, a practical conceptual framework for supply strategy formulation is provided. The generic checklist, built by segmenting supply management decisions, is intended to guide supply professionals in addressing strategic issues to create value to customers, avoiding confusion and optimising resource allocation.     

Does relationship learning lead to relationship value? A cross-national supply chain investigation

In global business-to-business markets, shared resources between buyers and suppliers often result in competitive advantages and enhanced relationships between firms. Unfortunately, there is a paucity of research regarding learning capabilities between business partners in a cross-border setting. This study takes the approach to integrate customer value literature into interorganizational learning theory and adopts the often-neglected theoretical perspective of transaction value by contextualizing inter-firm collaboration in terms of relationship learning and value co-creation viewed by both the buyers and sellers in one single study. Through the development of a conceptual framework that examines how global environmental and inter-organizational conditions influence learning capabilities, the study investigates how relationship learning influences relationship value for both supplying and buying firms. Using a survey of 126 cross-border dyads in the industrial chemical, packaging, consumer durable, and apparel industries, the authors show how relationship learning is valued by both buyers and suppliers, and how it is critical when viewing the “supplier as a customer.” The results indicate the strategic nature of relationship learning in maintaining cross-border business-to-business relationships. Simultaneously, the findings provide evidence that cultural distance is not a significant influence on the firm's propensity to share knowledge with its global partners. It helps advance our understanding of the significance of cultural-pollination in the era of globalization.     

Discrete choice modeling with nonstationary panels applied to exchange rate regime choice

This paper develops a regression limit theory for discrete choice nonstationary panels with large cross section (N) and time series (T) dimensions. Some results emerging from this theory are directly applicable in the wider context of M-estimation. This includes an extension of work by Wooldridge [Wooldridge, J.M., 1994. Estimation and Inference for Dependent Processes. In: Engle, R.F., McFadden, D.L. (Eds.). Handbook of Econometrics, vol. 4, North-Holland, Amsterdam] on the limit theory of local extremum estimators to multi-indexed processes in nonlinear nonstationary panel data models.It is shown that the maximum likelihood (ML) estimator is consistent without an incidental parameters problem and has a limit theory with a fast rate of convergence N^1/2T^3/4 (in the stationary case, the rate is N^1/2T^1/2) for the regression coefficients and thresholds, and a normal limit distribution. In contrast, the limit distribution is known to be mixed normal in time series modeling, as shown in [Park, J.Y., Phillips, P.C.B., 2000, Nonstationary binary choice. Econometrica, 68, 1249–1280] (hereafter PP), and [Phillips, P.C.B., Jin, S., Hu, L., 2007. Nonstationary discrete choice: A corrigendum and addendum. Journal of Econometrics 141(2), 1115–1130] (hereafter, PJH).The approach is applied to exchange rate regime choice by monetary authorities, and we provide an analysis of the empirical phenomenon known as “fear of floating”.     

Microworlds and Simuworlds: Practice fields for the learning organization

Management is one of the few professions, the authors note, in which members have no formal “rehearsal space” for honing their skills. In response to this need, organizations such as The Center for Creative Leadership, MIT's Learning Center, and The Stern School of Business at New York University have created a brave new world of management simulations—“practice fields” for the learning organization. Some of these new games (“simuworlds”) use computer programs to replicate an entire industry and give participants an opportunity to play out one company's strategy in that setting. Other simulations (“microworlds”) engage participants in complex behavioral role playing, based on scenarios that typically develop within a company. Still other simulations combine both approaches. The authors take their point of departure from Peter Senge's definition of the “learning barriers” that develop in any organization: solving fragmented “problems” rather than dealing with systemic issues; overemphasis on competition at the expense of cooperation; and a failure to innovate until forced to do so. The new simulations, the authors argue, are particularly useful in helping managers learn how to overcome these barriers.     

E-Leadership and Virtual Teams

In this paper we have identified some key challenges for E-leaders of virtual teams. Among the most salient of these are the following:

• The difficulty of keeping tight and loose controls on intermediate progress toward goals

• Promoting close cooperation among teams and team members in order to integrate deliverables

• Encouraging and recognizing emergent leaders in virtual teams

• Establishing explicit processes for archiving important written documentation

• Establishing and maintaining norms and procedures early in a team’s formation and development

• Establishing proper boundaries between home and work

Virtual team environments magnify the differences between good and bad projects, organizations, teams, and leaders. The nature of such projects is that there is little tolerance for ineffective leadership. There are some specific issues and techniques for mitigating the negative effects of more dispersed employees, but these are merely extensions of good leadership—they cannot make up for the lack of it.

SELECTED BIBLIOGRAPHY

An excellent reference for research on teams is M. E. Shaw, R. M. McIntyre, and E. Salas, “Measuring and Managing for Team Performance: Emerging Principles from Complex Environments,” in R. A. Guzzo and E. Salas, eds., Team Effectiveness and Decision Making in Organizations (San Francisco: Jossey-Bass, 1995). For a fuller discussion of teleworking and performance-management issues in virtual teams, see W. F. Cascio, “Managing a Virtual Workplace,” Academy of Management Executive, 2000, 14(3), 81–90, and also C. Joinson, “Managing Virtual Teams,” HRMagazine, June 2002, 69–73. Several sources discuss the issue of trust in virtual teams: D. Coutu, “Trust in Virtual Teams,” Harvard Business Review, May–June 1998, 20–21; S. L. Jarvenpaa, K. Knoll, and D. E. Leidner, “Is Anybody Out There? Antecedents of Trust in Global Virtual Teams,” Journal of Management Information Systems, 1998, 14(4), 29–64. See also Knoll and Jarvenpaa, “Working Together in Global Virtual Teams,” in M. Igbaria and M. Tan, eds., The Virtual Workplace (Hershey, PA: Idea Group Publishing, 1998).Estimates of the number of teleworkers vary. For examples, see Gartner Group, Report R-06-6639, November 18, 1998, and also Telework America survey, news release, October 23, 2001. We learned about CPP’s approach to managing virtual work arrangements through David Krantz, personal communication, August 20, 2002, Palo Alto, CA.There are several excellent references on emergent leaders. For example, see G. Lumsden and D. Lumsden, Communicating in Groups and Teams: Sharing Leadership (Belmont, CA: Wadsworth, 1993); Lumsden and Lumsden, Groups: Theory and Experience, 4th ed. (Boston: Houghton, 1993); R. W. Napier and M. K. Gershenfeld, Groups: Theory and Experience, 4th ed. (Boston: Houghton, 1989); and M. E. Shaw, Group Dynamics: The Psychology of Small Group Behavior, 3rd ed. (New York: McGraw-Hill, 1981).An excellent source for e-mail style is D. Angell and B. Heslop, The Elements of E-mail Style: Communicate Effectively via Electronic Mail (Reading, MA: Addison-Wesley Publishing Company, 1994). To read more on the growing demand for flexible work arrangements, see “The New World of Work: Flexibility is the Watchword,” Business Week, 10 January 2000, 36.For more on individualism and collectivism, see H. C. Triandis, “Cross-cultural Industrial and Organizational Psychology,” in H. C. Triandis, M. D. Dunnette, and L. M. Hough, eds., Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 4 (Palo Alto, CA: Consulting Psychologists Press, 1994, 103–172).Executive SummaryAs the wired world brings us all closer together, at the same time as we are separated by time and distance, leadership in virtual teams becomes ever more important. Information technology makes it possible to build far-flung networks of organizational contributors, although unique leadership challenges accompany their formation and operation. This paper describes the growth of virtual teams, the various forms they assume, the kinds of information and support they need to function effectively, and the leadership challenges inherent in each form. We then provide workable, practical solutions to each of the leadership challenges identified.     

MNC practice transfer: institutional theory,strategic opportunities and subsidiary HR configuration

Human resource (HR) practice transfer is an important topic in the domain of strategic international human resource management (SIHRM). Previous research in practice transfer has emphasized the challenges arising from the institutional distance between the home and host countries. However, potential opportunities due to this distance have been largely overlooked. Shifting the focus away from looking at institutional distance as a constraint, we examine the possibilities of strategic opportunities that exist because of institutional distance. We argue multinational corporation (MNC) subsidiaries can exploit these opportunities to gain competitive advantage. Building upon SIHRM literature, institutional theory and the resource-based views, we propose a conceptual framework explaining how institutional environments present strategic opportunities. We argue that these strategic opportunities are most abundant in the case of moderate institutional distance between the two countries. Building upon the conceptualization of strategic opportunities, we propose a model of subsidiary HR configuration, and then we explain how an HR configuration could be a source of competitive advantage. Further, we examine the role of MNCs' overall SIHRM orientation in relation to the identification and exploitation of strategic opportunities.     

Employee rights and organizational forms: An integrative framework for research

The goal of this study is to stimulate thought and provide initial direction for theory development and empirical investigation in regard to proposed linkages between employee rights concerns in the work environment and organizational forms. A review of pertinent literature on the subjects of organizational forms and employee rights is presented, in which a summary and critique of the current state of theory and research is emphasized in relation to those components of the two subject areas that are most relevant to the aims of the study. Following this review, the article undertakes a synthesis and integration of existing work, bringing together two scholarly fields of inquiry that have not been incorporated previously, and providing suggestions to establish critical associations and fill conceptual gaps. In this respect, the study constitutes a “first step” in the development of an orientation that accentuates the complementarity of perspectives concerning employee rights and organizational forms.     

Towards developing a methodology for doing qualitative research: The dynamic-comparative case study method

This discussion integrates key concepts from case research methodology, theory development, the configurational approach to organizations, and actual research experience, in order to suggest a “systematic process” for doing qualitative research, described as the Dynamic-Comparative Case Study Method (D-CCSM). It is believed that D-CCSM is especially appropriate for researchers who: (1) are interested in studying new topical areas in organizations; (2) want to develop testable, midrange, theory from the processual analysis of case studies; (3) would like to replicate their studies in multiple research settings; and (4) have limited research resources. Insights and suggestions for using the D-CCSM approach are also included.     

“Agreeing to disagree” type results: a decision-theoretic approach

This paper explores interactive epistemology within Morris’ [S. Morris, Alternative definitions of knowledge, in: M.O.L. Bacharach, L.-A. Gerard-Varet, P. Mongin, H.S. Shin (Eds.), Epistemic Logic and the Theory of Games and Decisions, Kluwer Academic Publishers, Amsterdam, 1997, pp. 217–233] framework of knowledge. Specifically, this paper proves a generalized “agreeing to disagree” result. The major features of this formalization are: (i) non-expected utility receives a unified treatment; (ii) the information structure is not necessarily partitional; (iii) Aumann’s celebrated result of “agreeing to disagree” and Milgrom and Stokey’s well-known result of “no trade” are derived as special cases. This paper also presents some new extensions of the “no trade theorem”.     

The employment interview: A review of current studies and directions for future research

The employment interview continues to be a prevalent device used by organizations and a popular topic of study among researchers. In fact, over 100 new articles have been published since Posthuma, Morgeson and Campion's [Posthuma, R. A., Morgeson, F. P., & Campion, M. A. (2002). Beyond employment interview validity: A comprehensive narrative review of recent research and trends over time. Personnel Psychology, 55, 1–81] review that are selectively examined and critiqued. During this timeframe, three main areas that have received considerable research attention are discussed: (1) understanding why “structured” interviews predict, (2) examining the constructs interviews may measure, and (3) investigating the applicant and interview factors that may affect the interview process. Despite advances made in our knowledge of employment interviews, numerous ideas for future research are advanced. Three key areas that deserve immediate research attention are: (1) establishing a common model and measurement of interview structure, (2) focusing on what constructs could be or are best measured, and (3) formulating consistent definitions, labeling and measurement of applicant factors. In this way, employment interview research can be advanced.